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Chimdesa Research Proposal After Edited
Chimdesa Research Proposal After Edited
SIGNITURE
March, 2023
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Chapter One
Introduction
This chapter will cover background of the study, statement of the problem, objectives
often study, delimitation and organization of the study/paper.
Human recourses are one of most valuable resources of an organization and indeed an
organization is nothing without human resources. Getting and keeping good people is
critical to the success of every organization. Labor turnover is an important and pervasive
feature of the labor market (Martin 2003). It affects both workers and the firmsworkers
experience disruption, the need to learn new job-specific skills and find different career
prospects. Firms suffer the loss of job-specific skills, disruption in production and incur the
costs of hiring and training new workers. (Martin et al 2007).
Human Resource Management Practice (HRMP) directly contributes towards
organizational performance. An effective HRMP in the organization will enable employees
to contribute effectively to the attainment of the organization’s goals and objectives. It
makes employees to be committed to their work that will increase the organizational
performance. Dessler G. (2005) explained that human resource management is the
process of formulating and executing human resource policies and practices that produce
the employee competencies and behaviors the organization needs to achieve its strategic
aims.
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Organizational performance is generally indicated by effectiveness, efficiency, satisfaction
of employees and customers, innovation, quality of products or services, and ability to
maintain a unique human resource (Delaney & Huselid, 1996). Effectiveness is the ability
to choose appropriate goals and to achieve those goals and Efficiency is the ability to make
the best use of available resources in the process of achieving goals.
Recruiting, selecting, placing, promoting, developing and evaluating employees are not an
end to bring organizational performance. The organization is supposed to give great
emphasis on the strategic role human resource management practice in order to ensure the
organizational performance. According to Armstrong, (2006) performance management
practices include rigorous recruitment and selection procedures, extensive and relevant
learning and development activities, incentive pay systems and performance management
processes.It assures that organizational performance is depends on human resource
management practice.
In MoND, many scholars have conducted research on the practice of human resource
management. As it is presented, most of the researcher concentrated on the function of
human resource management in general. However, there is drawback on the practice
Human Resource Management to enhance organizational performance. To fill this gap,
this study will critically examineinfluence of human resource practice on organizational
performance in MoND.
Human resource is the most important resources in any organization. It is necessary for the
organization to manage their employees effectively and efficiently to enhance
organizational performance. Human resource plays a vital role to achieve the mission of
the organization if it is managed properly. Hence it requires the considerable attention of
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the management in order to increase organizational performance. Human resource means
Commissioned Officers and noncommissioned officers within the boundaries of Ministry
of National Defense. They are responsible to safeguard the sovereignty of the country from
internal and external enemies. They have aims to achieve organizational mission and
increase organizational performance by performing the task assigned to them.
Taking all these facts in to account, this study will intend to assess the influence of Human
Resource Management practice on Organizational Performance. In addition it will
investigate the influence of MoND’s four human resource management practice
(recruitment and selection, training and development, performance appraisal and
compensation) on organizational performance.
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The results of the study will help MoND to implement appropriate human resource
management policies, strategies and practice to enhance organizational performance. The
study will also contribute to the body of knowledge by providing information on the
relationship between human resource management practice and organizational
performance.
In order to achieve the purpose of this study, five basic questions will raise. From these
research questions, specific hypotheses will be formulated. The hypotheses will be
concerned with the influence of human resource practice (recruitment and selection,
training and development, performance appraisal and compensation) on organizational
performance in MoND. Therefore, the basic research questions and hypotheses for this
study are as follows:
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The general objective of this study will be examiningthe influence of Human Resource
Management practice on organizational performance at Ministry of National Defense.
This study will have great significance in several ways. First of all, the finding of the study
will help Ministry of National Defense to come up with appropriate human resource
management policy, strategies and practice that improve organizational performance.
Secondly, the research findings will help leaders to examine the success and challenges of
human resource management practice which are currently being implemented in MoND.
The findings also will be important to identify the most determinants factor that can
enhance organizational performance.
In addition to this, the finding of this study will added value to the knowledge of other
aspect of human resource management practice and organizational performance. And
finally it will give direction for other researcher that needs to conduct further study in this
subject matter.
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This research mainly focuses on the influence of human resource management practice
on organizational performance at Ministry of National Defense. The scope of the study
will be geographically limited to the Head Quarter of Ministry of National Defense and
Ground Force. Because of the large number of participants, Air Force, Special Force and
Corps will not be involved in this study. This study also will delimit to only four human
resource management practices that are recruitment and selection, training and
development, performance appraisal and compensation.
The major limitation of this study might be relatively small number of sample respondents.
This is as a result of some constraints such as time and lack of sufficient fund. But this
small number of sample size will not affect the result of this research. Other variables
beyond the four human resource management practice (recruitment and selection, training
and development, performance appraisal and compensation) and organizational
performance will not be considered in this study.
Human resource management practice: - A system that attract, develops, motives and
retains employees to enhance organizational performance. (Rule vs regulation of military
Defense )
Recruitment and selection: - The process of identifying the needs for a job, defining the
requirement of the position and the job holder, advertising the position and choosing the
most appropriate person for the job. (Rule vs regulation of military Defense)
Compensation: - The total amount of the monetary and non-monetary pay provided to an
employee in return for work performed as required. (rule vs regulation of military Defense )
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Organizational performance: - The actual result of an organization as measured against
its intended goals and objectives of the organization.(Rule vs regulation of military Defense )
This research will consist of five chapters. Chapter one will give the background
information and statement of the problem. It will cover research questions and hypothesis,
objectives, significance, scope and limitation of the study. Chapter two will discuss the key
concept of human resource management and organizational performance that are going to
be used in this research to address the problem in a broader perspective of literature. It will
developthe theoretical framework of human resource management practice
andorganizational performance. Chapter three will focus on the research design and
methodology. Sampling techniques, sample size, data source and data collection
instrument will be discussed. Chapter four will present the finding and analysis of the
research. Finally, chapter five will summarize the main findings in the conclusion part and
gives recommendations to assist MoND in the future.
Chapter Two
Review of the Literature
This chapter will assess relevant theories on the concept of human resource management
practice and organizational performance. The definition, theories and different models of
organizational performance will be also looked at. A review of past findings on the
presented. At the end of the chapter the conceptual framework for this study will be
presented.
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people should be managed, which is underpinned by a number of theories relating to the
behavior of people and organizations. It is concerned with the contribution it can make to
improving organizational effectiveness through people but it is concerned with the ethical
dimension – how people should be treated in accordance with a set of moral values
(Armstrong & Taylor, 2014).
Vincent & Joseph, (2013) define human resource management as a “management function
within organizations that is concerned with people and their relationships at work”.
O'Brien, (2011) also defined human resource management as the management of an
organization's workforce. It is accountable for the attraction, selection, training, and
performance review and rewarding of employees.
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According to Batti (2014), human resource management is deemed a major management
functions in any organization regardless of its activity. It creates the most crucial condition
for organizational performance. Human resource management is a process that assists
organizations recruit, select and develop staff within the organization.
Human Resource management practice has direct and positive relationship with
organizational performance. Although there are some studies that did not fully confirm
theses positive relationships (Guest, 2003).Their findings continue to be consistent with
the main idea that human resource practices influence employee behavior and generate
positive impacts individual performance and therefore collective organizational level
performance (Jackson, 2014).
On the other hand strategic human resources management is defined as the comprehensive
set of managerial activities and tasks related to developing and maintaining a qualified
workforce. This workforce contributes to organizational effectiveness. Strategic human
resources management occurs in a complex and dynamic environment within the
organization. A significant trend today is for human resources managers to adopt a
strategic perspective of their job and to recognize critical links between organizational and
human resources strategies (Fottle, 2010)
Therefore, considering the above arguments, it is expected that the extent to which human
resource management practices are strategically oriented toward high performance work
practices (selecting, staffing, intensive training, active employee involvement, a
comprehensive performance assessment, and incentive systems linked to performance),
thus employees will be encouraged in the behaviors and attitudes and reach the need
satisfaction that promotes better individual and employee performance and enables the
organization to reach its goals and reach the full potential of their employees.
Recruitment and
Selection
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Training and
Development
Organizational
Performance Appraisal
Compensation
Opatha (2010), defined recruitment as the way toward finding and pulling in
appropriately qualified individuals to apply for work opportunities in an association
or organization. It is an arrangement of exercises an organization uses to pull in
work competitors who have the required capacities and mentalities. Recruitment is the way
toward producing a pool of qualified candidates for hierarchical employment
opportunities.
Selection is the way toward settling on the decision of the most appropriate candidate from
the pool of candidates selected to fill the important activity opening (Opatha, 2010).
Selection is the procedure by which particular instruments are locked in to look over the
pool of people most appropriate for the activity accessible (Ofori &Aryeetey, 2011).
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it, which means the opportune individuals should be enlisted to guarantee
authoritative achievement (Henry &Temtime, 2009).
A high level of a skilled and competent workforce can contribute to the firm`s success by
developing a comprehensive and internally cohesive human resource management system
(Bah, Han Loo,2013)
Development is also defined in this study as the use of the use of strategies such as career
planning, job rotation, coaching, mentoring, job training, and proficiency courses such as
technical courses and professional certifications to improve the current and future job
performance of employees. It also involves existence of a cordial atmosphere in
organizations that encourage employees to add value to them to enhance their current and
future goal attainment in a cost effective ways.
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Accordingly, Luthans, (2011) made the submission that, optimal use of human resource
can be a key source of competitive advantage because it is difficult for competitors to
replicate. This resource-based view has led to considerable attention in employee
development focusing on performance
An appraisal is the evaluation of worth, quality or merit. The appraisal should measure
both performances in accomplishing goals, plans and performance as a manager. It is the
evaluation of present performance and future capabilities. “Performance appraisal is a
systematic periodic and impartial rating of employee’s excellence in matters about his
present job and his potentialities for a better job”. “It is the process of evaluating the
performance and qualifications of the employees in terms of the requirements of the job
for which he is employed for purposes of administration including placement, selection
forpromotions, providing financial rewards and other actions which require differential
treatment among the members of a group as distinguished from actions affecting all
members equally. In addition, Douglass (1999) sees performance appraisal as a method of
acquiring and processing the information needed to improve an individual employee’s
performance and accomplishments. Likewise, performance appraisal is definedas the
process of evaluating the performance of employees, sharing that information with them
and searching for ways to improve their performance. Thus, performance appraisal can be
seen as the process by which a manager or consultant examines and evaluates an
employee’s work behavior by comparing it with preset standards, documents the results of
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the comparison, and uses the results to provide feedback to the employee to show where
improvements are needed. An effective performance appraisal system has five components
which include performance planning, managing of performance, performance review/
assessment, performance monitoring and rewarding of performance. Performance
appraisals are employed to determine who needs what training, and who will be promoted,
demoted, retained or fired (Delery &Doty, 1996).
2.15 Compensation
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and benefits often known as the “Fringe Benefits”. These include bonus, retirement
benefits, gratuity, educational, medical facilities including family and etc. (Khan,
Aslam&Lodhi, 2011). For example, INTEL Corporation designed the benefits to keep
their employees as the most important assets to stay in healthy and productive. Their
packages is tolerant and personalized, in many cases letting their employees choose the
options that are right for themselves and their family.
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2.16 Organizational performance
Far from a consensus, the debate on organizational performance recognizes the existence
of different approaches and metrics. Most of authors recognize the importance oflinking
performance measures to a theoretical approach and even to a greater construct that
explains the strategic advantage (Combs; Crook; Shook, 2005; Richard, 2009;
Venkatraman; Ramanujam, 1986).
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The main premise of studies on SHRM is that human resource management practices are
causal antecedents of performance (Barney; Wright, 1998; Huselid, 1995). Therefore, to
analyze the causal relationship among constructs, it is necessary to evaluate longitudinal
data. Furthermore, due to the very nature of the process by which people management
practices develop resources and capabilities that impact performance, it is argued that there
is a maturation period for the results to be observable. Therefore, it is recommended the
observation of longitudinal data, in a period compatible with the development of resources,
and a lagged analysis between cause and effect (Wright, 2005).
Finally, it is important to consider that the relationship between investments in HRM and
performance is mediated by resources and capabilities generated in the process. This
aspect can be even more relevant when one observes only the financial performance of the
organization. This is because the value created may not revert into superior profitability if
appropriated by transaction partners (Coff, 1999). In the bargaining process for the value
created, employees increase their bargaining power as they become more specialized and
not easily replaceable (Coff, 1999). In addition, managers are recognized as actors in
privileged condition of appropriating value, given their access to important information
(Coff, 1999; Coff; Lee, 2003). The influence of employees and managers in the process of
distribution of the value created has an impact on the costs of the company and,
consequently, on its profitability (Blyler; Coff, 2003). In this sense, the relationship
between HRM and operating performance can be more easily observed, both from the
direct relationship between the two concepts and the fact that the operational performance
precedes the process of appropriation (Combs, 2006; Crook , 2011). Financial variables,
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however, are more impacted by the process of appropriation and may not reflect the value
created by the resources.
Over the years, researchers have devoted a great deal of time and attention to establishing
and examining the linkage between HRM practices and organizational performance.
Based on the evidence and findings, it is becoming increasingly clear that HRM is an
important component that can impact on organizational effectiveness leading to improved
performance.
Khan (2010) conducted a study in Pakistan to investigate the effect of human resource
management practices such as recruitment and selection, training and development,
performance on organizational performance and he found a significant positive
relationship between these practices and firm performance. Boohene and Asuinura (2011)
stressed that HRM practices, specifically, recruitment and selection, performance
appraisal, compensation, and training and development have positive impact on
organizational performance.
In a recent study conducted by Soomro, (2011) it was found that HRM practices (training,
selection, career planning, employee participation, job definition, performance appraisal
and compensation) correlated positively with the employee performance.
Chapter Three
Research Design and Methodology
This chapter will describe the research design and methodology used to determine the
influence of human resource management practice on organizational performance at
Ministry of National Defense. The structure of this chapter will begin with the research
design and then discuss the study population and sample, sampling techniques, data
gathering instruments, reliability and validity, dependent and independent variables and
data analysis procedures.
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This research will be conducted with the purpose to assess the influence of human resource
management practice on organizational performance at Ministry of National Defense. The
aim will be to see the relationship between human resource management practice and
organizational performance through the eye of employees being studied. The approach
used to gather data and address the research questions of this study will be Quantitative
approach. This approach will be appropriate for this study because it will lead to accurate
conclusion.
A cross-sectional survey design was adopted in this study. This is where data is collected
at one point in time from a predetermined population (Franker and Wallet, 2008). The
variables are measured once through a survey where the opinions of the respondents are
illustrated.
The target population of the study includes both leaders and subordinates who are working
in Ministry of National Defense. According to organizational structure of Ministry of
National Defense, there are two forces. They are Ground Force and Air Force. Because of
the number of employees they have, Ground Force will be deliberately selected for this
study. The total populations of the study will be 2340 employees who are working in Head
Quarter of Ground force.
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section. After having determined the number of respondents from each stratum, the
respondents will be selected using simple random sampling technique. All department and
section heads are selected using availability sampling. To summarize, the researcher will
use a combination of stratified and simple random sampling techniques to select samples.
Since it ensures that the sample become representative and improves efficiency of data
collection.
In order to get sufficient and relevant information from the respondents, employees who
have worked for at least two years will be participated as respondents in this study.
Leaders must have been also a year in the current leadership position. This is for the reason
that at least one year work experience is enough to identify the current situation of human
resource management practice and organizational performance.
The total population for this study will be 2340 employees who are working in six
different departments of Ground Force. The size of sample depends upon the amount of
money available and time required for the study purpose. These factors should be kept in
to consideration while determining size of sample (Kothari, 2008).
In determining the sample size for the study, Guilford and Flruchter (1973)'s formula for
estimating sample size is used. The formula is expressed below:
Sample size for the study is N/ 1+ Q²N = 2340/1+ 0.05² X 2340 = 341.6 which is
approximately equals to 342. Therefore, in order to reach at statistically valid conclusion,
the researcher will select 342 sample respondents. Summarized population and sample size
are presented in the table below
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Logistics 398 11 47 58
Training 756 16 93 109
General service 362 11 42 53
TOTAL 2340 57 285 342
In order to obtain relevant data for this study, both primary and secondary source of data
has been considered. According to Franked and Walled (2008) primary data source is data
prepared by individuals who is participant in or a direct witness to the event that is being
described. This type of data is more accurate.
Basically this research is empirical in nature. Because of this, primary data will be
collected from leaders and subordinates to address the research questions of the study. Due
to the objective of the research, the more emphasis has been given to primary data source.
For better understanding and explanation of the research problem, the researcher will
collect data from secondary data sources. Information from secondary data source used to
supplement data obtained from primary data source. The secondary source is a document
prepared by an individual who is not a direct witness to an event but who obtained
information from someone (Fraenkel and Wallen, 2008). Secondary data will be collected
from books, journals (articles) and internet. This data used to establish the theoretical
framework and to design questionnaire. The main advantage of using secondary data for
this research will be to validate and compare the data obtained through questionnaire.
For collecting primary data this study will use questionnaires and interviews. The
questionnaires will be based on the research questions. This is because questionnaires are
advantageous in collecting large number of data from respondents and help
respondents to fill the questionnaire at their convenient time without the interviewer
bias. In order to be understandable by all respondents, the questionnaires will be translated
in Amharic.
First the researcher will collect official letter from Yardstick International college which
express about a researcher who is conducting MA research on the influence of human
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resource management practice on organizational performance at Ministry of National
Defense. This official letter will help researcher to collect necessary data in effect of the
consent of MoND.
By the use of a combination of stratified and simple random sampling techniques, the
researcher personally will give the questionnaires to both leaders and subordinates to fill.
The researcher wills distribute57 questionnaires for leaders and 285 questionnaires for
subordinates. After a week, the researcher personally collects all completed questionnaires
from each employee. After the questionnaires are collected, the researcher will check the
respondents answered all relevant questions.
For respondents who are not able to fill out the questionnaire on the first visit of the
researcher, one week will be given to do so for collection at a later date. After two weeks,
all questionnaires will be collected and will start analysis.
The researcher will not conduct interview with leaders. Because of the Federal government
vs tigray region of Conflict, it is difficult to conduct interview with leaders to collect the
necessary information.
Secondary sources of data will be collected from books, journals (articles), annual reports
and internet. They are useful in obtaining relevant data and information to supplement the
primary data.
Descriptive statistics will be applied to compile and analyze the data. The collected data
will be analyzed up on receiving completed surveys by using descriptive and inferential
statistics. The survey data will be processed using SPSS version 24. The relevant datawill
be coded, summarized and then transferred to SPSS version 24 to be analyzed and
presented. Data collected from the respondents will be presented and analyzed using
frequency counts, descriptive statistics
The researcher will use frequency tables to summarize the characteristics of sample
respondents in the form of frequency and percentage. Frequency and percentage are used
to present the data by the help of SPSS. And Tables and graphs will be used to ensure
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easily understanding of the analysis. Finally, the result of statistical analysis will be
summarized, tabulated and interpreted appropriately.
The hypothesis test procedure for this research will be if the p-value is less than the alpha
level of 0.05 (P<0.05) or 0.01 (P<0.01), the researcher will reject the null hypothesis and
conclude that there is significant correlation between human resource management
practice and organizational performance. On the other hand if the p-value is greater than
the alpha level of 0.05 (P>0.05) or 0.01 (P>0.01), the researcher will fail to reject the null
hypothesis and conclude that there is no significant relationship between the two variables.
For this research Human resource management practice is independent variables and
organizational performance is dependent variables. Four separate measures of human
resource management practice will be used as independent variables. They are recruitment
and selection, Training and development, performance appraisal and compensation.
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2.25 Reliability and Validity of Data Collection Instruments
Reliability (internal consistency) and validity (construct validity) are the statistical criteria
used to assess whether the research provides a good measure. They are the two important
concepts that should be considered when the researcher select or design the instrument.
According to Fraenkel and Wallen (2008) reliability refers to the consistency of scores or
answers from one administration of an instrument to another and from one set of items to
another. If an instrument is reliable, it provides consistent result.
The questionnaire will be distributed to 50 employees who are randomly selected to test
the content validity of the instrument and also to check the clarity, length, word
ambiguity and structure. The sample respondents comment and suggestion will be
included before the final distribution of the questionnaire.
During conducting this research, maximum effort will be madeto keep the data collected
confidential. A guaranty will be given to all respondents where their personal data will not
be reported in this study. The final copy of this research report will be given to Ministry of
National Defense.
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Time schedule 2023
Activity February March April may June july
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Literature
Review
Data collection
Data analysis
Presentation
First draft report
Final report
Publication
Each task will be performed by researcher.
The researcher will conduct the study in Addis Ababa.
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4.2 Budget
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Reference
Amin, Ismail, Selman, R. (2014). The impact of human resource management practices on
performance: Evidence from a Public University. The TQM Journal, 26(2), 125-142.
Alwadaei, S.A (2010). Employee’s perception of, and satisfaction with, performance
Appraisal
26
Fraenkel Jack R. and Wallen Norman E. (2008). How to Design and Evaluate Research in
Education (7th ed.), New York: McGraw Hill.
Guest D. (2011) Human resource management and performance: still searching for some
answer`, Human Resource Management Journal, Vol. 21, No.1,3-13
Hameed, A., & Waheed, A. (2011). Employee development and its effect on employee
performance a conceptual framework. International journal of business and social
science, 2(13) : 2000-000X Vol. 1 Issue 9, November – 2017, Pages: 165-178
www.ijeais.org 178
Khan, M. A. (2010), “Effects of Human resource management practices on organisational
performance –An empirical Study of oil and gas industry in Pakistan”, European
Journal of Economics, Finance and Administrative Science, Vol.24, pp.157-175.
Kothari, C.R. (2004). Research Methodology: Method and techniques (2nd Ed.). New
Delhi: New age international (P) limited.
Mcgahan, A.; Porter, M. E. (1997). How much does industry matter, really?
StrategicManagement Journal, v. 18, n. 4, p. 15-30.
Porter, M. E. (1985). Competitive advantage: creating and sustaining superior
performance. New York, Free Press; Collier Macmillan
Rehman, M. S. (2011) Exploring the impact of human resources management on
organizational performance: A study of public sector organizations. Journal of
Business Studies Quarterly, 2(4),1.
Richard, P. J., Devinney, T. M., Yip, G. S., & Johnson, G. (2009). Measuring
organizational performance: Towards methodological best practice. Journal of
Management, 35(3), 718-804.
S. Saraswathi,(2010) „Human resources development climate: An empirical study‟.
International Journal of Innovation Management and Technology, vol. 1, no. 2:
pp: 174-179, 2010
Shaukat, H.,(2015). Impact of Human Resource Management Practices on Employees
Performance. Middle-East Journal of science Research 23(2) 329-338.
Singh K. (2007). Quantitative Social research method. Sege publication India Pvt. Ltd.
Delhi and printed at Chaman Enterprises, New Delhi.
Stanley Vincent, Albin Joseph (2013) Challenges for human resource experts in Global
Scenerio. International Journal of advancement in Research & Technology. Vol
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2, Issue 4, April 2013.
Venkatraman, N.; Ramanujam, V. (1986). Measurement of business performance
instrategy research: a comparison of approaches. Academy of Management
Review, v. 11, n.4, p. 801 - 814.
Wright, P. M. (2005). The relationship between HR practices and firm
performance:examining causal order. Personnel Psychology, v. 58, n. 2, p. 409-
446.
Wright, P. M.; Mcmahan, G. C. (1992). Theoretical perspectives for strategic human
resourcemanagement. Journal of Management, v. 18, n. 2, p. 295-320.
Wright, P. M.; Mcmahan, G. C.; Mcwilliams, A. (1994). Human resources and
sustainedcompetitive advantage: a resource-based perspective. International
Journal of HumanResource Management, v. 5, n. 2, p. 301-326.
28
YARDESTIC INTERNATIONA COLLEGE
School of Graduate Studies
Department Of Business Administration
The objective of the study is examining the influence of Human Resource Management
practice on organizational performance at Ministry of National Defense.
To make the study fruitful, the respondents’ intense cooperation in filling the questionnaire
is highly valuable. Hence, the researcher highly demands your support to objectively fill
the questionnaire. The researcher also wants the respondents to assure that the data to be
collected will be used only for the acadamic purpose and the personal data of the
respondents will be kept confidential.
PART ONE
The following questions concern about your personal information. Its confidentiality is
assured.
1) Sex of Respondents
Male Female
5) Age group
1
21- 25 years 26 – 30 Years Above 41 years
Doctorate Degree
Other …………………………………
PART TWO
1 2 3 4 5
Strongly Disagree (SD) Disagree (D) Neutral (N) Agree (A) Strongly Agree (SA)
The following questionnaires describe the levels of agreement in each of the items below
with regards to the Human resource Management Practice of Ministry of National
Defense. There are five scales in front of each question. Please tick (√) in the box to the
extent of your agreement or disagreement with each statement regarding Recruitment and
Selection Practice using the scale below (1 – 5).
SD D N A SA
Code Recruitment and Selection
1 2 3 4 5
RS1 Appointments in MoND are based on merit.
RS2 Advertisements are used by the MoND to recruit
RS3 There is formal induction, orientation and familiarization process
designed to help new recruits understand the organization
RS4 In MoND, line managers and HR managers participate in the
selection process.
RS5 Selection system selects those having the desired knowledge,
skills and attitude
RS6 Vacancies are filled from qualified employees internally
2
PART THREE
The following questionnaires describe the levels of agreement in each of the items below
with regards to the Human resource Management Practice of Ministry of National
Defense. There are five scales in front of each question. Please tick (√) in the box to the
extent of your agreement or disagreement with each statement regarding Training and
Development Practice using the scale below (1 – 5).
1 2 3 4 5
Strongly Disagree (SD) Disagree (D) Neutral (N) Agree (A) Strongly Agree (SA)
SD D N A SA
Code Training and Development
1 2 3 4 5
TD1 MoND has a training and development policy applicable to all
employees.
TD2 Training and development positively improve the organizational
belief.
TD4 Training and development help create better corporate image
which aids organizational development, Organizational Culture
and Performance.
TD5 The training needs of the employees in our organization are
assessed on the basis of their performance appraisal
TD6 Training in our organization includes social skills, general
problem solving skills and broader knowledge of the organization
and business.
TD7 When employees arrive from training, supervisors encourage
them to share what they have learned with other employees
TD8 Supervisors support the use of techniques learned in training that
employees bring back to their jobs.
TD9 Supervisors give employees the chance to tryout their training on
the job immediately.
TD1 Supervisors ease the pressure of work for a short time so
employees have a chance to practice new skills that are taught in
0
training.
TD1 I am motivated to learn the concepts that will be covered in the
training program.
1
TD1 Training has helped improve my job performance
2
TD1 Training for motivation towards performance improvement
3
3 enabled me to contribute to increased productivity
TD1 Training program helps me to improve the quality and quantity of
my work.
4
TD1 Training program enable the employees to be accountable and
authoritative in making decision
5
TD1 Training helps to improve employee –employee relationship
6
Td17 Training helps to the motivation level of employees
TD1 Training enables employees to be more productive
8
TD1 I am actively involved in learning during training process
9
TD2 Training course facilitate you in improving personal competency
0
PART FOUR
The following questionnaires describe the levels of agreement in each of the items below
with regards to the Human resource Management Practice of Ministry of National
Defense. There are five scales in front of each question. Please tick (√) in the box to the
extent of your agreement or disagreement with each statement regarding Performance
Appraisal Practice using the scale below (1 – 5).
1 2 3 4 5
Strongly Disagree (SD) Disagree (D) Neutral (N) Agree (A) Strongly Agree (SA)
SD D N A SA
Code Performance Appraisal
1 2 3 4 5
PA1 Performance appraisal is fair in MoND
PA2 There is a formal and written performance appraisal system in
MoND
PA3 I am informed of how my performance evaluation is done
PA4 Performance of employees is measured on the basis of objective
quantifiable results
PA5 The objectives of the appraisal system are clear to employees
PA6 Appraisal system has a strong impact on individual and team
performance
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PA7 Appraisal system helps me to grow and develop my career
PA8 Employees are provided with performance based feedback and
counseling
PA9 I feel performance appraisal is just a formality in this organization
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PART FIVE
1 2 3 4 5
Strongly Disagree (SD) Disagree (D) Neutral (N) Agree (A) Strongly Agree (SA)
The following questionnaires describe the levels of agreement in each of the items below
with regards to the Human resource Management Practice of Ministry of National
Defense. There are five scales in front of each question. Please tick (√) in the box to the
extent of your agreement or disagreement with each statement regarding Compensation
Management Practice using the scale below (1 – 5).
SD D N A SA
Code Compensation Management
1 2 3 4 5
CM1 There Is compensation management in MoND.
CM2 I am satisfied with compensation management of MoND
CM3 MoND provides a general increase of salary.
CM4 MoND provides a cost of living increase .
CM5 MoND has a bonus or incentive plan.
CM6 MoND has a formal employee merit review process. .
CM7 Salary and other benefits are comparable to the market.
CM8 The compensation for all employees is directly linked to his/her
performance.
CM9 Profit sharing is used as a mechanism to reward higher performance.
CM10 Compensation administrators always seek to achieve internal equity
and consistency through organizational belief.
CM11 I am paid adequately for the work I do.
CM12 Pay increments offered by our organization are satisfactory.
CM13 MoND follows the policy of matching pay with performance.
CM14 The pay I receive is competitive compared to that of employees doing
similar work in other organizations.
CM15 Rewards and incentives are fairly distributed in MoND
CM16 Rewards in MoND are strictly linked to employee’s performance.
CM17 The existing reward and incentive plan does not motivate me for
better performance.
CM18 The salary increments given to employees who do their jobs very
well motivates me.
CM19 Financial incentives motivates me more than non-financial
incentives.
CM20 I am satisfied with the salary I draw at present.
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CM21 I am satisfied with the benefits I receive.
PART SIX
The following questionnaires describe the levels of agreement in each of the items below
with regards to the Human resource Management Practice of Ministry of National
Defense. There are five scales in front of each question. Please tick (√) in the box to the
extent of your agreement or disagreement with each statement regarding Organizational
Performance using the scale below (1 – 5).
1 2 3 4 5
Strongly Disagree (SD) Disagree (D) Neutral (N) Agree (A) Strongly Agree (SA)
SD D N A SA
Code Organizational Performance
1 2 3 4 5
OP1 My relationship with my supervisor is a harmonious one
OP2 My relationships with members of my work group are cordial as
well as professional
OP3 The goals of MoND are clearly known to me.
OP4 I understand the purpose of MoND
OP5 I have enough input in deciding my work-unit goals
OP6 I am personally in agreement with the stated goals of my work
units.
OP7 The priorities of MoND were understood by its employees
OP8 Other work units are helpful to my work unit whenever
assistance is requested.
OP9 I have the information that I need to do a good job.
OP10 MoND has a skilled and competent personnel and capable of
providing services to guests.
Thank you
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