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  • Questionnaire F1

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    Aoi Hanami
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    Employees were surveyed about their organization's human resource management practices related to recruitment and selection, and training and development. For recruitment and selection, employees agreed that there is an identification process for vacancies based on business needs, and that job and organization information is provided during recruitment. However, employees were undecided about whether selection is purely based on merit. For training and development, employees agreed that training needs are identified and the right person is placed in jobs after training. However, they were undecided about whether the right content is developed for training programs.

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    Employees were surveyed about their organization's human resource management practices related to recruitment and selection, and training and development. For recruitment and selection, employees agreed that there is an identification process for vacancies based on business needs, and that job and organization information is provided during recruitment. However, employees were undecided about whether selection is purely based on merit. For training and development, employees agreed that training needs are identified and the right person is placed in jobs after training. However, they were undecided about whether the right content is developed for training programs.

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    © All Rights Reserved
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    7 views5 pages

    Questionnaire F1

    Uploaded by

    Aoi Hanami
    Employees were surveyed about their organization's human resource management practices related to recruitment and selection, and training and development. For recruitment and selection, employees agreed that there is an identification process for vacancies based on business needs, and that job and organization information is provided during recruitment. However, employees were undecided about whether selection is purely based on merit. For training and development, employees agreed that training needs are identified and the right person is placed in jobs after training. However, they were undecided about whether the right content is developed for training programs.

    Copyright:

    © All Rights Reserved
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    of 5

    IMPACT OF EMPLOYEE RELATIONSHIP ON

    HUMAN RESOURCE MANAGEMENT


    PRACTICES

    RYEL ALMENDRAS
    RONEL DAYADAY
    RIZA JEAN TUQUIB
    Human Resource Management Practices: A Descriptive
    Statistics

    (Where 1=Strong Agree, 2=Agree, 3=Undecided, 4=Disagree, 5=Strong Disagree.)


    Recruitment &
    Selection
    There is a proper 1 2 3 4 5
    identification
    process
    of employment
    vacancies
    depending
    upon the
    business needs,
    policies and
    strategies
    Employees are 1 2 3 4 5
    provided with
    relevant
    and adequate
    info about
    their job and
    the
    organization at
    the time of the
    process of
    recruitment.
    The candidate 1 2 3 4 5
    is selected in
    the
    organization
    purely on
    merit.
    Training and
    Development
    There is well 1 2 3 4 5
    defined
    process of
    identifying
    needs for
    training to
    employees in
    our
    organization.
    The 1
    management
    place the right
    person
    at the right job
    after the
    training

    Employees are 1 2 3 4 5
    given training
    all around
    including
    general
    problem
    solving skills,
    social skills,
    and broad
    information of
    the business
    and
    organization
    The 1 2 3 4 5
    management
    focus is always
    developing
    right content
    of the training
    program that

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