You are on page 1of 22

Human Resource Management (HRM) is the term used to describe formal systems devised for the management of people

within an organization. These human resources responsibilities are generally divided into three major areas of management: staffing, employee compensation, and defining/designing work. Essentially, the purpose of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees. This mandate is unlikely to change in any fundamental way, despite the ever-increasing pace of change in the business world. As Edward L. Gubman observed in the Journal of Business Strategy, "the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change."

Definition of HR Policies
It is important to establish a standardized way of doing things in a workplace. HR, or human resource, policies make it possible for employers to set ground rules for employee behaviors, ethics and professionalism so that there is consistency in the workplace Read more: Definition of HR Policies | eHow.com http://www.ehow.com/facts_6784629_definition-hrpolicies.html#ixzz1pM8aOTSg
Read more: http://www.answers.com/topic/human-resource-management#ixzz1pIEK6HO3

Questionnaire Section 1 Please tick the appropriate answer or fill in the box 1. What is your Designation?

1. How long you have been employed in this organization (years)

1. What is your highest qualification? Matriculation Intermediate

Bachelor Masters M.Phil/MS Doctoral 4. What is your native language? Urdu English Punjabi Sindhi Pushto Balochi Sairiki Others 5. What is your Martial Status? Married Un-married 5a. What is your Gender? Male Female

1. What is your age? Section: 2 E mployee performance 7. I am satisfied with my existing Job Strongly Disagree Disagree Neutral 1 2 3

Agree 4

Strongly agree 5

8. The working environment is comfortable Strongly Disagree Disagree Neutral 1 2 3

Agree 4

Strongly agree 5

Section: 3 Compensation practices 9. Compensation system communicate your output Strongly Disagree Disagree Neutral Agree 1 2 3 4

Strongly agree 5

10. Compensation system is enough to meet basic needs Strongly Disagree Disagree Neutral Agree 1 2 3 4

Strongly agree 5

17. I am satisfied with PEP Strongly Disagree Disagree Neutral 1 2 3

Agree 4

Strongly agree 5

18. Performance evaluation has a lot to do with my salary

Strongly Disagree 1

Disagree 2

Neutral 3

Agree 4

Strongly agree 5

Section: 5 Promotion practices 19. Promotion policy is satisfactory Strongly Disagree 1 Disagree 2 Neutral 3 y Agree 4 Strongly agree 5

20. Provision of Priority to merit in Promotion Strongly Disagree 1 Disagree 2 Neutral 3 Agree 4 Strongly agree 5

Definition The administrative discipline of hiring and developing employees so that they become more valuable to the organization. Human Resource management includes (1) conducting job analyses, (2) planning personnel needs, and recruitment, (3) selecting the right people for the job, (4) orienting and training, (5) determining and managing wages and salaries, (6) providing benefits and incentives, (7) appraising performance, (8) resolvingdisputes, (9) communicating with all employees at all levels. Formerly called personnel management.

What is HRM? Human Resource Management ("HRM") is a way of management that links people-related activities to the strategy of a business or organisation. HRM is often referred to as "strategic HRM". It has several goals:

- To meet the needs of the business and management (rather than just serve the interests of employees); - To link human resource strategies / policies to the business goals and objectives; - To find ways for human resources to "add value" to a business; - To help a business gain the commitment of employees to its values, goals and objectives The link between Human Resources and Business Strategy All elements of the business strategy have implications for human resources, as illustrated in the table below. The challenge for management is to identify and respond to these HR challenges: Examples of Key Strategy Issues Possible Human Resource Implications What markets should the business compete What expertise is required in these markets? Do in? existing management and employees have the right experience and skills Where should the business be located to compete optimally? Where do we need our people? How many do we need?

How can we achieve improvements in our How productive is the workforce currently? How unit production costs to remain does this compare with competitors? What competitive? investment in the workforce (e.g. training, recruitment) and their equipment is required to achieve the desired improvement in productivity? How can the business effect cultural change? How can the business respond to rapid technological change in its markets? What are the current values of the workforce. How can the prevailing culture be influenced/changed to help implement a change programme?

What technological skills does the business currently possess? What additional skills are needed to respond to technological change? Can these skills be acquired through training or do they need to be recruited? An important part of HRM is the Human Resources Plan. The purpose of this plan is to analyse the strategic requirements of the business in terms of manpower - and then to find a way of meeting the required demand for labour. This is the subject of a separate revision note.

Human Resource Management - Nature, Scope, Objectives And Function

Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization. The human resources are multidimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the viewpoint of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees. Human Resource Management: Defined Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programmes relating to human resources to optimize their contribution towards the realization of organizational objectives. In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization. Human Resource Management: Evolution The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee's productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as welfare, development and empowerment. Human Resource Management: Nature Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include: It is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. It tries to help employees develop their potential fully. It encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and wellmotivated employees. It tries to build and maintain cordial relations between people working at various levels in the

organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc. Human Resource Management: Scope The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. Human Resource Management: Beliefs The Human Resource Management philosophy is based on the following beliefs: Human resource is the most important asset in the organization and can be developed and increased to an unlimited extent. A healthy climate with values of openness, enthusiasm, trust, mutuality and collaboration is essential for developing human resource. HRM can be planned and monitored in ways that are beneficial both to the individuals and the organization. Employees feel committed to their work and the organization, if the organization perpetuates a feeling of belongingness. Employees feel highly motivated if the organization provides for satisfaction of their basic and higher level needs. Employee commitment is increased with the opportunity to discover and use one's capabilities and potential in one's work. It is every manager's responsibility to ensure the development and utilisation of the capabilities of subordinates. Human Resource Management: Objectives To help the organization reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings. To identify and satisfy the needs of individuals. To ensure reconciliation of individual goals with those of the organization. To achieve and maintain high morale among employees. To provide the organization with well-trained and well-motivated employees. To increase to the fullest the employee's job satisfaction and self-actualization. To develop and maintain a quality of work life. To be ethically and socially responsive to the needs of society. To develop overall personality of each employee in its multidimensional aspect. To enhance employee's capabilities to perform the present job.

To equip the employees with precision and clarity in transaction of business. To inculcate the sense of team spirit, team work and inter-team collaboration. Human Resource Management: Functions In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal. Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life. Human Resource Management: Major Influencing Factors In the 21st century HRM will be influenced by following factors, which will work as various issues affecting its strategy: Size of the workforce. Rising employees' expectations Drastic changes in the technology as well as Life-style changes. Composition of workforce. New skills required. Environmental challenges. Lean and mean organizations. Impact of new economic policy. Political ideology of the Government. Downsizing and rightsizing of the organizations. Culture prevailing in the organization etc. Human Resource Management: Futuristic Vision On the basis of the various issues and challenges the following suggestions will be of much help to the philosophy of HRM with regard to its futuristic vision: 1. There should be a properly defined recruitment policy in the organization that should give its focus on professional aspect and merit based selection. 2. In every decision-making process there should be given proper weightage to the aspect that employees are involved wherever possible. It will ultimately lead to sense of team spirit, teamwork and inter-team collaboration. 3. Opportunity and comprehensive framework should be provided for full expression of

employees' talents and manifest potentialities. 4. Networking skills of the organizations should be developed internally and externally as well as horizontally and vertically. 5. For performance appraisal of the employees emphasis should be given to 360 degree feedback which is based on the review by superiors, peers, subordinates as well as self-review. 6. 360 degree feedback will further lead to increased focus on customer services, creating of highly involved workforce, decreased hierarchies, avoiding discrimination and biases and identifying performance threshold. 7. More emphasis should be given to Total Quality Management. TQM will cover all employees at all levels; it will conform to customer's needs and expectations; it will ensure effective utilization of resources and will lead towards continuous improvement in all spheres and activities of the organization. 8. There should be focus on job rotation so that vision and knowledge of the employees are broadened as well as potentialities of the employees are increased for future job prospects. 9. For proper utilization of manpower in the organization the concept of six sigma of improving productivity should be intermingled in the HRM strategy. 10. The capacities of the employees should be assessed through potential appraisal for performing new roles and responsibilities. It should not be confined to organizational aspects only but the environmental changes of political, economic and social considerations should also be taken into account. 11. The career of the employees should be planned in such a way that individualizing process and socializing process come together for fusion process and career planning should constitute the part of human resource planning. To conclude Human Resource Management should be linked with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. All the above futuristic visions coupled with strategic goals and objectives should be based on 3 H's of Heart, Head and Hand i.e., we should feel by Heart, think by Head and implement by Hand.

Evolution of HR Practices in Indian Corporate

Even though Human Resources is a relatively modern management term coined in the 1960s, the importance of Human Resource Management can be traced back to Vedic ages! Yes, in The Bhagavad Gita, Lord Krishna not only makes Arjuna spiritually enlightened, but also teaches him the art of self management, anger management, stress management, conflict management, transformational leadership, motivation, goal setting and many other aspects which are now essential parts of any HRM curriculum.

In fact, many B-Schools today consider The Bhagavad Gita a guide to developmental strategies that are so essential in modern management. However, unlike the western approach to HRM, which entirely focuses on external world of matter and energy, The Bhagavad Gita explores the inner self. What is Human Resource Management? Michael Armstrong, in A Handbook of Human Resource Management Practice, describes Human Resource Management as the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. With the growing importance of human capital as a success factor for todays organizations, the role of HR has become more critical for corporate India as it offers a way to vault into the global league. Indias changing HRM horizon The outlook to Human Resource Management in India has witnessed sea-change in last two decades. Economic liberalization in 1991 created a hyper-competitive environment. As international firms entered the Indian market bringing with them innovative and fierce competitiveness, Indian companies were forced to adopt and implement innovative changes in their HR practices. Increasing demand for skilled performers forced the companies to shift focus on attracting and retaining highperforming employees in a competitive marketplace. Emphasis on employees Human Resource policies, forming the framework for the culture in the business management, create awareness towards the need to achieve the business goals in the best possible and ethical manner. Indian companies have realized that in today's competitive business milieu, the quality of people you employ can make all the difference. In the last few years, the Human Resource has become a key player in strategic planning it has come a long way from traditional HR operations like managing the recruitment process, handling staff appraisals. That is why Infosys CFO T. V. Moahndas Pai and Marico CFO Milind Sarwatewas were moved to head the human resources (HR) function in their respective companies. Rajiv Dube, CEO and managing director of Rallis, left his position to join as HR chief at automobile major Mahindra & Mahindra. HRM Challenges One of the challenges HR managers face is issues of upgradation of the skill set through training and development in the face of high attrition. Indian companies are recognizing their responsibilities to enhance the employees opportunity to develop skills and abilities for full performance within the position and for career advancement. Progressive HR Policies In 1974, an angry Sudha Murthy had to write a letter to JRD Tata to protest against job discrimination against women in Telco. Today, most Indian companies are committed to providing equal employment opportunities for all. The employers are increasingly realizing the value of trained human resource, especially women in India. Some organizations are changing their HR policies to stick with their valuable employees. MNCs like Pepsico are providing flexibility so that female employees at various life stages could benefit from these policies like working from a different city, sabbatical from corporate life, and extended maternity leave.

Entrepreneurship by employees India Inc. is encouraging 'intrapreneurs' or employees who have ideas that could potentially become a venture. Companies like Pepsico, NIIT, and Adobe are actively promoting practice of entrepreneurship by employees within the organization. Human Resource Management has taken a leading role in encouraging CSR activities at all levels. Companies like Wipro inculcate CSR values amongst its workforce right at the beginning during the induction process. Corporate presentations and keeping employees updated through regular newsletters are the instruments used by HR to keep employees energized about the organizations socially responsible initiatives. Over the last decade, India's vast manpower has played an instrumental role in its economic success story. Indeed, the success of Indian companies is not based on superior access to raw materials or technology or patents, but fundamentally upon human skills. The synergy between the strategic planning and innovative HRM practices will be pivotal as Indian Inc. embarks itself on the global journey.

Scope of the Study


In this global marketplace, understanding of other cultures and their HR practices is invaluable. This learning module provides students with information about HR practices in India. It includes background information about Indias culture, HR practices and applicable federal HR laws. The scope of human resource management in India is very great indeed. This is because there is an increasing number of jobs within the IT sector and also because the number of young people looking for work is also on the rise. Therefore the demand for young and talented people has increased dramatically.

The scope of human resources, no matter which country, is very great because there is an increasing number of human resource related jobs and human resource related demands such as advanced performance appraisal, Human Resource Information System, employee involvement, corporate governance and job satisfaction.

Students who are looking for a job in human resource management will usually have to have a MBA human resources degree. This will allow them to get a job in a wide variety of different organizations such as financial firms such as banks, and firms that are not related to finance such as IT companies and insurance companies. These types of companies are where a human resource department is needed the most, although it is still important in all types of companies regardless of which field they are in.

The scope of human resource has a great scope because there is also a great need to recruit, select, train and develop the skills of the people that they hire, as well as motivating them, maintaining the high level and standard of work and dimension of the people.

Human resource management is a field of management that handles the strategic approach towards management of an organizations resources, specifically the human resources. The scope of human management includes industrial management, organizational management, employee relations and personnel management and administration. More simply, the five scopes of human resources are the procurement of

workers, training of these workers and the development of their skills, job and performance analysis, wages and salaries of the workers and welfare and an industrial relationship.

This study emphasis in the following scope: To identify the employees level of satisfaction upon that job. This study is helpful to that organization for conducting further research. It is helpful to identify the employers level of satisfaction towards welfare measure. This study is helpful to the organization for identifying the area of dissatisfaction of job of the employees. This study helps to make a managerial decision to the company.

Scope of hr practices
This manual is written to outline equitable policies and procedures concerning the terms and conditions of employment, benefits, salary administration and services generally available to staff holding exempt positions (not including faculty) and staff holding nonexempt positions who are not covered by collective bargaining agreements. Certain senior staff members may be excluded from the coverage for some of these policies as noted. All employees, faculty, staff, and union employees, are responsible for ensuring that there is no discrimination in the employment or treatment of qualified staff or applicants based on race, color, sex, sexual orientation, gender identity, gender expression, religion, creed, age, national origin, veteran status, or disability unrelated to job requirements and may be covered under certain of these policies which relate to such matters. Most employees on the regular payroll of Brown University are also eligible for certain benefits, such as health coverage and retirement. More specific information as to these benefits may be obtained from the Benefits Office in Human Resources.

The policies stated in this manual are intended as guidelines only and are subject to change at the sole discretion of Brown University. This manual does not constitute a contract of employment, express or implied, between the employee and Brown University. All employees covered by this manual are employed on an at-will basis, and Brown reserves the right to terminate an individual's employment at any time. Titles and department names referenced in this manual are subject to change. In cases when such titles are no longer accurate, please contact Human Resources for further information.

Need of hr practices

Human resources policies are formal statements of principles or rules in the workplace that employees are expected to follow. They are documented and approved by the appropriate authority. HR policies cover areas such as employment, compensation, benefits, leaves and employee relations.

Purpose

HR policies address issues that are important to the organization's mission or operations. They ensure the company complies with pertinent legislation and adheres to terms of collective agreements. Thus, policies must be regularly reviewed and updated to remain current.

Management Guide

HR policies encourage fair and consistent treatment of employees. Policies on hiring, discipline and termination, for example, ensure that all managers follow the same process. HR policies provide the framework for managing staff, while allowing managers to respond and adapt to individual situations.

Employee Guide

HR policies serve as a guide to employees on how to conduct themselves in the workplace. They provide rules on how employees should perform their jobs and interact with one another. Established norms of behavior contribute to creating a positive work environment for all.

The Importance of an HR Policies & Practices Strategy


With human nature being what it is, employees will test limits and act "creatively" in workplace situations, so you need a strategy for developing, communicating and enforcing a set of policies and practices that reflect your standards of acceptable behavior. But a successful policies and practices strategy does more than draw boundaries; it also recognizes and addresses people's needs. There are many different types of people, and not surprisingly, they react differently to the need for policies and practices based on those differences. For example, some people prefer there be a written policy for everything, while others favor having no policies at all and would leave everything open to interpretation as situations arise. Neither of these extremes contributes to a work environment that's conducive to high productivity levels. The answer is found in between, with the right number and types of policies and practices that are focused on a primary goal--improving individual performance in the workplace. When you get to the heart of the matter, performance improvement is really about the process of setting expectations and meeting them. The focus in business is not just about meeting specific goals, but also about how you achieve them. And the "how" affects the liabilities you create in the process. So how can you make sure your employees have clear expectations and are treated fairly as they work to help build your company? The answer is found in the way you address four key elements related to the development and deployment of your policies and practices: roles, rules, consequences and tools.

Roles
People like to have a clear understanding of their role in a company as well as the roles of others. Every successful team has well-defined positions for its members: Everyone knows what he or she is to do, how to do it and how their performance can impact those around them. In business, this means you need to have clear reporting structures that spell out who's in charge and how tasks are to be accomplished in the organization.

This approach applies not only to intradepartmental structures, but also to company-wide or interdepartmental projects. In addition, role definition is a foundational part of establishing clear performance expectations for each employee.

Rules
Managers and employees need to share a clear understanding of what is and what is not acceptable behavior within the company. Unfortunately, in today's workplace, an employer can be held liable for the bad behavior of an employee, especially when that bad behavior affects other employees, clients or individuals. Having a clear set of behavioral expectations is critical to establishing that you're not contributing to that bad behavior as an employer. Setting clear and specific behavioral standards in the form of rules establishes a framework for spotting and addressing violations of those standards. If you rely on loosely defined general standards that aren't properly documented, then violations become subjective and open to interpretation. The result of such ambiguousness is often litigation.

Consequences
It's important that you clearly state consequences for violations of your behavioral standards so that employees know what to expect and have fair warning of those expectations. In addition, clear consequences help to ensure that you aren't limited in your options for dealing with improper behaviors. To establish these standards and violation consequences, sit down and think through the over-theline behaviors that won't be permitted in your company. It's essential that you know ahead of time what employee actions require an immediate dismissal. Similarly, you want to know what performance issues may qualify for a more progressive disciplinary approach, and then define the steps involved in that approach. By nature, people are complex beings who will confound you one minute and astound you the next. And except for violations that warrant immediate firings, it's usually a wise, compassionate and financially prudent course to help people strengthen their character by overcoming their weaknesses. Also, this approach provides you with a way to retain experienced employees and recover your investment in their training. I've found that managers are often disappointed in an employee's performance even though the manager never clearly communicated his or her expectations to that employee. If you don't take steps to set clear expectations, the consequences you administer for failure to meet those expectations can seem unfair. This is extremely important because an employee who feels they've been treated unfairly can create a great deal of liability. In many cases, the key issue is not whether

they were actually treated unfairly but whether the employee feels or perceives that they were treated unfairly. And it doesn't stop with the affected employee. If you or your managers haven't clearly communicated your expectations to one employee, chances are you haven't done so with other employees as well and they can be quick to empathize with any affected workers. It's natural for employees to wonder, "What if that happened to me?" To avoid the negative effect such a chainreaction can have on your workplace, be clear about your expectations with all employees at all times. Most employees will appreciate and respect your forthright clarity. Building a great company has a lot to do with how people work together. Policies and practices can improve the way your employees interact, while minimizing the personnel obstacles that often arise in today's workplaces.

Tools
Tools address the question of how you support the people in your company who manage other employees. When faced with a specific personnel issue, what resources are available to them? Do they have an employee handbook or a policy guide? What about regular training in company policies and practices, coupled with simple, easy-to-use forms to guide them when dealing with particular issues? Are you giving them a clear directive on working with your human resources personnel or legal representatives? Are your resources available online? Tools like these are vital not just to help avoid litigation, but also to minimize the time it takes for you to deal with productivity-draining people issues instead of core business matters. Because many small-business owners lack these resources and aren't sure where to turn for help, they may use attorneys and HR consultants on an a la carte basis to address such issues. Other businesses call on professional employer organizations like Administaff to provide the support of a full-service human resources department. Whatever your approach, the key to success is to devote the time and resources it takes to develop a policies and practices strategy for your business before the need arises. It's an investment that can pay large dividends in increased productivity and minimized litigation. And it's an essential component of your comprehensive people strategy.

RECRUITMENT AND SELECTION 1 How do you rate the HR practices of the company? Very good Good Average Bad

2 What form of interview did you prefer? Personal interviews Telephonic interviews Video conferencing Other

3 What are the sources for external recruitment are preferred? Campus interviews Placement agencies Data bank Casual applicants selection

4 Which method do you mostly prefer for recruitment and preferred way of recruitment? Direct Indirect Third party

WELFARE FACILITIES
Facilities in the canteen
5. Pure Drinking Water

Excellent Very Good Good Need to improve

Poor

6 Wash Room
Excellent Very Good Good Need to improve

Poor

7 .Quality of food provided in canteen

Excellent Very Good Good Need to improve

Poor 8. Coupon/Punching facilities in canteen

Excellent Very Good Good Need to improve

Poor

9. Infrastructure of canteen

Excellent Very Good Good Need to improve

Poor

JOB SATISFACTION
10. Working hours are convenient for you?
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 11. Are u happy with my work place? Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 12. Are you feel you have too much work to do? Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

13. Safety measures provided by the company Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 14. My relationship with my supervisor is cordial Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
TRAINING and DEVELOPMENT

15. Is there a Training Need Analysis conducted in your organization? Yes No 16. Whether the organization involved you into the decision making process? Yes No 17. Are training objectives clearly linked to identify needs?
Strongly agree Agree Neither agree nor disagree

Disagree Strongly disagree

18. When the training is conducted after the joining in the organization?
Immediate after joining After confirmation After promotion

19. Which type of training method used in the organization? On the job training Off the job training

You might also like