Top 8 Questionnaires for Evaluation of Personnel Policies

This article throws light upon the top eight questionnaires for evaluation of personnel policies. The questionnaires are: 1. General 2. Selection of Personnel 3. Placement, Promotion and Transfer 4. Education, Training and Development 5. Employee Remuneration 6. Motivation and Discipline 7. Disputes and Settlement 8. Social Relations.

Personnel Policies Evaluation: Questionnaire # 1. General:

(i) Does the organization view the personnel activity as a staff function for the purpose of giving advice to other operating managements on personnel matters?

(ii) Are the company policies in regard to authority, responsibility and duties of the personnel function clearly defined?

(ii) Are the company policies in regard to authority, responsibility and duties of the personnel function clearly defined?

Are they commensurate with the size and nature of the business and its organisation?

(iii) What are the different aspects of personnel management and development taken care of by the company’s personnel policies?

Do these policies include the following, for example:

(a) Employment functions covering selection, placement, training, development and promotion?

(b) Human relations functions necessary for the development of employee morale and for the maintenance of discipline and union relations?

(c) Employee remuneration consisting of wages, salaries, bonus or other monetary incentive schemes?

(d) Welfare activities and employee services both within and without the organi­sation?

(iv) Does the company formulate its policies on the recommendations of the committees formed by them?

Personnel Policies Evaluation: Questionnaire # 2. Selection of Personnel:

(i) Have the policies been framed in consideration of three important phases of work, viz., job analysis, sources of recruits and selection procedures?

(ii) Are the procedures for analysing the jobs properly outlined to disclose the requirements, responsibilities and duties involved in different jobs of an organisa­tion?

Do such procedures differentiate the requisite attributes, qualities or attainments and standards necessary for working personnel and management personnel?

(iii) Are the sources of recruits (internal or external, direct or indirect) for different categories of personnel balanced?

Is the framework of the policy of ‘promotions from within’ clearly laid down for the knowledge of concerned personnel?

(iv) Are the steps taken in the selection procedure in conformity with the company policy?

Personnel Policies Evaluation: Questionnaire # 3. Placement, Promotion and Transfer:

(i) Have the policies and procedures in these respects been formulated in consultation with the departmental and operating managements?

(ii) If so, are these executed in day-to-day work situations?

(iii) Are these policies made known to the concerned employees?

Personnel Policies Evaluation: Questionnaire # 4. Education, Training and Development:

(i) Are the policies in these respects well defined and made known to all concerned?

(ii) Are the policies widely comprehensive to cover various facts, viz., health, safety, hygiene, industrial hazards, etc.?

Personnel Policies Evaluation: Questionnaire # 5. Employee Remuneration:

(i) Are the monetary compensation policies clearly laid down for the knowledge of all concerned?

(ii) Are the policies reviewed and re-evaluated in terms of wage boards or national wage policy or other awards?

Personnel Policies Evaluation: Questionnaire # 6. Motivation and Discipline:

(i) What are the motivational techniques covered by the personnel policies?

Do they include the following, such as:

a. Satisfactory service and working conditions?

b. Recognition and appreciation for service?

c. Employee suggestion schemes?

d. Opportunity for personnel development?

e. Facility of participation and counselling?

f. Effective communication of management decisions?

g. Extra security plans over and above the statutory requirements?

h. Job satisfaction, job rotation, job enrichment and job evaluation?

To what extent these are made known to the employees?

If any of the above factors not included, is it in accordance with the management’s decision in consultation with the employees’ associations? Any attitude survey conducted?

(ii) Is there any written code of discipline? If so, is it accepted by the employees? What are the powers, duties and responsibilities assigned to the Discipline Committee? How is the committee formed and what is the scheme of proportional representa­tion? Any study as to the causes of indiscipline?

Personnel Policies Evaluation: Questionnaire # 7. Disputes and Settlement:

(i) Are the policies and practices defined in clear terms to reduce the incidence of disputes or to eliminate them by means of long-term measures? (Conciliation and mediation, arbitration, etc.)

(ii) Does the management have any authorised ‘joint consultation’ machinery for settlement of day-to-day differences and disputes between the work-force and supervisory management?

(iii) How is the achievement history regarding collective bargaining? Any reference to labour/industrial tribunals?

Personnel Policies Evaluation: Questionnaire # 8. Social Relations:

(i) Are the objectives of the company in regard to social work services appropriately defined in the personnel policies?

If so, how implemented and what are the development programmes usually undertaken? Community work? Education/health/medical/cultural/vocational pro­grammes?

(ii) Are the programmes reviewed periodically and revised or modified in the light of changing environment, social awareness and employee expectations?

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