References Akthar, Ding, D.Z and Gloria L.G. 2008. Strategic Human Resource Management Practices and perfonnance in Chinese Enterprises Human Resource Management. Vol. 47. 1:15-32. http://www.informaworld.com/index/3X183LCJRKKQU90W.pdf [Accessed: Feb.03, 2009]. Andersen, T.. Eriksen, B., Lemmergaard, J. and Povlsen. L. (2005): Is strategic human resource management strategic'?: The fit between strategy and strategic human resource management. Workshop on Organizational Design. Arthur, J.B. 1994. Effects of Human Resource Systems on Manufacturing Performance and Turnover. 1/ze Academy of Management Journal, Vol. 37, No.3: 670-687 http:i/www.jstor.org/stable/256705 [Accessed: Feb.03, 2009]. Bailey, T. 1993. Discretionary effort and the organization of work: Employee participation and work ref()rn1 since Hawthorne. Working paper, Columbia University, 1\ew York. Baron. J. N. and D. M. Kreps, I 999, Strategic human resource management: Frameworks fpr general managers, New York: John Wiley and Sons, Inc. Bartel, A. P. I 994. Productivity gains from the implementation of employee training programs. Industrial Relations, 33: 411-425. Barton, Dorothy Leonard. ( 1995). Wellsprings of knowledge: Building and sustaining the source of innovation. Boston: Harvard Business School Press. Becker, B. E., and Gerhart, B. I 996. The impact of human resource management on organizational performance: Progress and Prospects. Academy o{Management Journal, 779-801. Becker, B. E., Huselid, M.A., Pickus, P. S., and Spratt, M. F. 1997. HR as a source of 'd1archolder value: Research and recommendations. Human Resource Management, I), 39-47. 98
Transcript
References
Akthar, Ding, D.Z and Gloria L.G. 2008. Strategic Human Resource Management
Practices and perfonnance in Chinese Enterprises Human Resource Management. Vol.
Bailey, T. 1993. Discretionary effort and the organization of work: Employee
participation and work ref()rn1 since Hawthorne. Working paper, Columbia University,
1\ew York.
Baron. J. N. and D. M. Kreps, I 999, Strategic human resource management: Frameworks
fpr general managers, New York: John Wiley and Sons, Inc.
Bartel, A. P. I 994. Productivity gains from the implementation of employee training
programs. Industrial Relations, 33: 411-425.
Barton, Dorothy Leonard. ( 1995). Wellsprings of knowledge: Building and sustaining
the source of innovation. Boston: Harvard Business School Press.
Becker, B. E., and Gerhart, B. I 996. The impact of human resource management on organizational performance: Progress and Prospects. Academy o{Management Journal, ~lJ. 779-801.
Becker, B. E., Huselid, M.A., Pickus, P. S., and Spratt, M. F. 1997. HR as a source of
'd1archolder value: Research and recommendations. Human Resource Management,
~h( I), 39-47.
98
Becker, B. E., Husclid, M.A., and Ulrich, D. 2001. Making HR a Strategic Asset
\\\\ w .chrs.rutgers.edu/pub _ documents/H uselid-Strategy. pdf [Accessed: J une.03, 2009].
Dantanarayana, I. 2009. HR plays a key role in company's growth in turbulent economic
Request to Participate in Research - Survey/Interview
I am a MBA student of University of Moratuwa. My research is Impact of Systems of
~tratcgic Human Resource Management Practices on Perceptual Measures of Financial
Pcrfonnances. This study is based on the medium and large scale software development
companies in Sri Lanka. Many researches show that sustainable competitive advantage
\\ill come in future via management of human resources aligning with finn's business
:-;trategy. Therefore I am highly interest to research on what kind of strategic HR
Management practices are adopted by the software finns and the impact it has on
financial performances.
Please be assured that your responses will be kept strictly confidential. Individual
participants and the company will not be identified in the analysis as only aggregated
results will be analyzed. Your honest and valuable responds will be highly appreciated
'md which will indeed result in the success of this research.
• IF you are a General Manager/Financial Analyst I Financial Manager I Auditor/
Accountant etc- (any employee aware about financial perfonnances of the
organization) please fill FinanciaiPerformacesSurvey.doc
• IF you are a HR Manager/ Project Manager or any employee who is engaged in
managing IT workers please fill Survey-ForManagers.doc
• If you arc a Non managerial professional Please fill
EmployeeSa tisfactionS urvey .doc
\~
105
These surveys can also be downloaded from following link
h!lp: \\\\\\.box. net :-,harcQ_ \lj~J]~J_0_2y_r
Please do email your replies/feedbacks to rasanjah.livanae_cl{/ ll,Jlwil.com or contact me
on mobile 0773 79663 7. This research has been approved by university of Moratuwa. My
academic advisors for the research are Mrs. Vishaka Nanayakkara (Head Computer
Science and Engineering Department University of Moratuwa and Mr. Ishan
Danthanarayana, Senior Director HR, Global Head - TandD and the Global HR
Processing Centre Virtusa Corp. I have attatched the letter of pennission recieved by the
university to distribute this survey.
Thank you for your participation!
Best Regards
Janani Rasanjali
106
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Appendix B- Survey 1 -Role of HR Manager
This survey to be mainly filled by CEOs, HR professionals or Project managers (Professional who are aware about organizational Business strategy and and engage in People Management Practices)
Section 1 - General Information
1 . Your designation (optional) I Number of Employees in the company --- Please Select ---3. Do you have a separate HR Department --- Please Select ---
Section 2 -Strategic Role of HR/Project Managers Strategic Roles of HR involves
1. business partner - working alongside business colleagues to align HR and
business strategy and manage human resource strategically
' Innovator- Developing integrated HR strategies
3. Change agent -The management and transfonnation of change
4. Implementer- getting strategies into action
Please specify the nature of your role in tenns of Human Resource Management based on above description on strategic role on HR manager. ---Please Select-----
Please answer below questions regarding the strategic role of HRM Section 3 (a)
Are you involved organizational decision actively
! Strongly disagree
111 the D making
Does the company consider " 0 HR/Project mangers input of HR !
issues are very essential in such ! i
meetings where decisions are taken , for the whole organization?
Do you opportunity and freedom to 0 formulate, implement HR practices to align the business strategy(s) of your company
Neutra Some 1 what
agree e
0 D D
0 ,0 D
D o···· o
Strongly agree
D
D
D
108
HR managers' uses such HR matrixes which measure the value creation for the business outcomes e.g. balance score card extensively rather than traditional HR measures which measure HR operational dticiency.
D
Considering all the answers above, t D In addition to the administrative work, H R plays a strategic role (one ; \vho create value for business outcomes) in HRM functions
j
D
D
D '0 D
D D D
Section 3 (b)- HR manager believes on Strategic Human Resource Management Please answer the following question even if the HR management does not play a
strategic role at current context.
Do you believe HR Practices can : D impacting the client delight (e.g. better client relationships)
1
Do you believe HR Practices can I 0 impacting the employee delight
HR practices are can add values for D business outcomes ( e.g. creating next level of talent required by organization)
Can the results be seen in short and [ 0 medium term in cmTent context? i
I
Do you beii~~~ HRM ~h(;~lclplaya ro strategic role (even if it's not played • significantly at the moment) to add value for business outcomes?
D
0
D ---
D
o·-
What prevents HR play a strategic role? ---Please Select-----
0 10··· D
0 0 D
D D ·o
D 0
D 0
7. Ditticulties in convincing senior management that HR need to play strategic role 8. HR is still not ready to expand from its traditional role 9. Lack of resources - e.g. human resources, budget restrictions to implement HR
strategic plans I 0. Lack of proper HR, Business, Financial and Technological competencies to shift
for a strategic role 11. Lack of proper tools and measures to evaluate HR effectiveness towards business
outcomes 12. The attitude HR functions are towards cost savings, rather
109
than HR functions towards achieves business return on investment. Other Please specify
Section 4: Company Business strategy
(I) The business strategy used in your company- Please underline. --- Please Select ---Other Please specify
Section 5: Strategic HR management practices
Please rank the first seven HR Management practice according to its significance and
criticalness on how much it contribute for business outcomes, financial perfonnances of
your company
E.g. (a) Recruitment and Selection- 1 (most critical HR Practice to impact in business outcomes)
(b) Teamwork - 2
-
H R Management practice
(a) Recruitment and Selection (b) Training and development
'-- ----- - ~
(c) Team working -- ------------- -- - ---
(d) Perfonnance Management and appraisal (e) Reward and pay satisfaction (f) Job design
(g) Job security
---
(h)Communication
(i) Employee involvement --- ----- --- --w Work life balance
---- -- ---- __ '" ___ _ (k) Career development and opportunity
--
Rank
End of the Survey - Please save your changes Thank you for you participation
II 0
Appendix C -Reliability and Factor Analysis of Survey 1
Extraction Method: Principal Component Analysis. a 1 components extracted.
Factor analysis - Section 3 (b)
Communalities
Initial Extraction Question 1 1.000 .485
Question 2 1.000 .686
Question 3 1.000 .844
Question 4 1.000 .688
Question 5 1.000 .844
Extraction Method: Principal Component Analysis.
I I I
Component Matri>C
Com pone nt
1 Question 1 .696
Question 2 .828
Question 3 .918
Question 4 .830
Question 5 .918
Extraction Method: Principal Component Analysis.
a. 1 components extracted.
112
Appendix D - Descriptive Statistics of Survey 1
Frequency Tables- Section 5: Strategic HR management practices
Recruitment & selection
Cumulative Frequency Percent Valid Percent Percent
Valid importance level1 19 59.4 59.4 59.4
importance level 2 10 31.3 31.3 90.6
importance level 3 3 9.4 9.4 100.0
Total 32 100.0 100.0
Training & Development
Cumulative Frequency Percent Valid Percent Percent
Valid importance level 2 14 43.8 43.8 43.8
importance level1 12 37.5 37.5 81.3
importance level 3 6 18.8 18.8 100.0
Total 32 100.0 100.0
Team Work
Cumulative Frequency Percent Valid Percent Percent
Valid importance level 5 14 43.8 43.8 43.8
importance level 6 14 43.8 43.8 87.5
Not withing the rankings 4 12.5 12.5 100.0
Total 32 100.0 100.0
Performance Management and appraisal
Cumulative Frequency Percent Valid Percent Percent
Valid importance level 4 16 50.0 50.0 50.0
importance level 2 5 15.6 15.6 65.6
importance level 3 4 12.5 12.5 78.1
Not withing the rankings 4 12.5 12.5 90.6
importance level 5 3 9.4 9.4 100.0
Total 32 100.0 100.0
Reward and pay satisfaction
Cumulative : Frequency Percent Valid Percent Percent
Valid importance level 3 16 50.0 50.0 50.0
importance level 4 8 25.0 25.0 75.0
Not withing the rankings 4 12.5 12.5 87.5
importance level 2 3 9.4 9.4 96.9
importance level1 1 3.1 3.1 100.0
Total 32 100.0 100.0
I 13
Job design
Cumulative Frequency Percent Valid Percent Percent
Valid Not withing the rankings 29 90.6 90.6 90.6
importance level 3 3 9.4 9.4 100.0
Total 32 100.0 100.0
Job security
Cumulative Frequency Percent Valid Percent Percent
Valid Not withing the rankings 24 75.0 75.0 75.0
importance level 7 6 18.8 18.8 93.8
importance level 4 1 3.1 3.1 96.9
importance level 5 1 3.1 3.1 100.0
Total 32 100.0 100.0
Communication
Cumulative Frequency Percent Valid Percent Percent
Valid Not withing the rankings 13 40.6 40.6 40.6
importance level 6 8 25.0 25.0 65.6
importance level 5 7 21.9 21.9 87.5
importance level 7 4 12.5 12.5 100.0
Total 32 100.0 100.0
Career Development
Cumulative Frequency Percent Valid Percent Percent
Valid Not withing the rankings 26 81.3 81.3 81.3
importance level 7 4 12.5 12.5 93.8
importance level 4 2 6.3 6.3 100.0
Total 32 100.0 100.0
Work life balance
Cumulative Frequency Percent Valid Percent Percent
Valid Not withing the rankings 19 59.4 59.4 59.4
importance level 7 6 18.8 18.8 78.1
importance level 4 5 15.6 15.6 93.8
importance level 5 1 3.1 3.1 96.9
importance level 6 1 3.1 3.1 100.0
Total 32 100.0 100.0
114
...
Knowledge Management
Cumulative Frequency Percent Valid Percent Percent
Valid importance level 7 12 37.5 37.5 37.5
importance level 6 9 28.1 28.1 65.6
importance level 5 6 18.8 18.8 84.4
Not withing the rankings 5 15.6 15.6 100.0
Total 32 100.0 100.0 - -
Mean Values for Critical HR Practices
N I Sum Mean I
Recruitment and selection 32 . 48 11.50 I
Training and Development 32 58 1.81
Reward and pay satisfaction 32 119 . 3.72
Performance Management 32 . 133 i
I 4.16 and appraisal I
I
Team Work 32 I 186 5.81
Knowledge Management 32 • 208 6.50
Communication 32 215 6.72
Work life balance 32 225 I 7,03 I I
Job design 32 241 1 7.53
Job security 32 243 7.59
Career Development 32 244 7.63
Valid N (listwise) 32
115
Appendix E - Survey 2 - HR value Proposition for Business Outcomes
This survey to be mainly filled by HR professionals or Project managers (Professional who are engaged in People Management Practices)
a) Your Designation (optional)
h) Number of Employees in the company --- Please Select ---
c) Do you have a separate HR Department --- Please Select ---
HR Manager Competencies
d) Do the HR managers or project managers ( in the absence of HR department) have the right HR qualifications and competencies in terms of
• Personal credibility ---Please Select-----• Change Management ---Please Select-----• Knowledge in Business ---Please Select-----• Delivery in HR Basics ---Please Select-----
Section 1: HR Value Proposition from Talent Enhancing HR practices
Section 1.1: Recruitment and Selection Practices
I) Managers plan and implement strategies extensively to match talent requirements with business strategy ---Please Select-----
2) The budget variance (difference between a budgeted figure and an actual figure considering the advertising, agency fees, employee relocation, recruiter pay and benefits costs and the number of hires) is acceptable ---Please Select-----
'l Your satisfaction on the extent the Recruitment and Selection HR practices **complement (support) with other HR practices ---Please Select-----
4) Average perfonnance appraisal score of new hires (compared to last year for the same job) was good ---Please Select-----
5) Number of exceptional candidates recruited for each strategic (key) job opening ---Please Select-----
6) The turnover rate of new hires within first year is at an acceptable ---Please Select-----
7) I am satisfied about the value proposition of this HR function to the business as a whole ---Please Select-----
116
Section 1.2: Training and Development Practices
I) Current and future talent and skill requirements are strongly considered to match with business strategy when designing training programs ---Please Select-----
2) Training and development practices have impacted in increased employee effectiveness in work. E.g. noticeable customer satisfaction (reduced number of customer reported bugs in software applications etc. ---Please Select-----
3) It can be satisfied about the capacity of promotable staff created which in turn the level of skills gaps bridged in terms of business requirements. ---Please Select-----
4) Considerably higher Percentage of statf promoted on fast track after completion of required training modules ---Please Select-----
S) The budget variances for these practices are at acceptable. ---Please Select-----
6) Your satisfaction on the extent the Recruitment and Selection HR practices **complement (support) other HR practices ---Please Select-----
7) I am satisfied about the value proposition of this HR function to the business as a whole. ---Please Select-----
Section 1.3: Performance Management and Appraisals
I . Higher Proportion of the workforce receives fonnal perfonnance feedback from multiple sources (360 feedback) ---Please Select-----
2. Do you/your managers use perforn1ance bell curve? ---Please Select-----
3. Finn adopt a professionally developed and validated competency model to match business strategy for performance management of employees ---Please Select-----
4. Perfonnance management practices have impacted positively on retaining the required talent ---Please Select-----
5. Performance management practices have impacted on reduction in absenteeism , increased motivation ---Please Select-----
6. Your satisfaction on the extent the perfonnance management practices **complement (support) other HR practices such as Rewarding, training and development practices ---Please Select-----
7. I am satisfied about the value proposition of this HR function to the business as a whole ---Please Select-----
117
Section 1.4: Knowledge Management Practices
1. Collecting and sharing infonnation about best practices ---Please Select-----
2. Setting up networks for transferring infonnation between employees who interact with customers and company managers ---Please Select-----
3. Setting up networks for transferring infonnation between employees who interact with customers and engineers who create the product. ---Please Select-----
4. Creating fonnal procedures to ensure that lessons learned in the course of a project are passed along to others doing similar tasks. ---Please Select-----
5. Knowledge management systems create employee productivity by creating "learning"* mindset. ---Please Select-----
6. Knowledge Management Practices have impacted in higher competitive advantage by creating talented professionals with unique skills which are difficult to imitate by others ---Please Select-----
7. I am satisfied about the value proposition of this HR function to the business as a whole ---Please Select-----
Section 2: HR Value Proposition from Motivation and Empowerment Enhancing HR practices
Section 2.1: Reward and pay satisfaction
1. The reward system is externally competitive to attract and retain required talent pool ---Please Select-----
)
' '
The reward system is convergent with business strategy and contributing to gain required values, skills and behaviours of employees ---Please Select-----You are satisfied about average merit increases granted by job classification and pertonnance ---Please Select-----
-+. The reward system changes in response to changing needs of employees ---Please Select-----
5. The reward system is planed in such a way to be consistent with other HR practices such performance management, training and development For example reward system need to be complied with perfonnance management practices in terms of merit based payments and training and development practices in tenns of skill based payments ---Please Select-----
h. Do you believe this practices has an great impact on achieving employee productivity by up I i fting the feeling of "empowem1ent"
---Please Select-----
118
Li~Ft ;-::;~·:' ;r .. ·~~t;{ ~~~:·
: I am satisfied about the value proposition of this HR function to the business as a \\hole
---Please Select-----
Section 2.2: Teamwork Practices
I. My department encourages teamwork. ---Please Select-----
I Team members are held accountable* for the decisions they make. ---Please Select-----
3. Team work practices encourage leadership* and encouraged to come up with their ideas for better implementation of work (innovation*)
---Please Select-----4. Teamwork practices are consistent with other HR practices such as communication, knowledge sharing and management practices
---Please Select-----5. There is a good collaboration and quality in cross-functional teams
---Please Select-----6. Team work practices impacted on creating shared mindset* and strategic unity*
---Please Select-----7. There is a good value proposition of this HR function to the business as a whole
---Please Select-----
Section 2.3: Communication Practices
I. Employees are being well informed about company business goal, strategies and progress corporate social rcsponsihility*.
---Please Select-----2. There are opportunities for employees to express their ideas to upper
management and percentage of employee suggestions have been implanted are at high rate ---Please Select-----
3. There is supportive environment and resources which enable employees to communicate effectively. ---Please Select-----
4. Higher percentage of employees are aware how their job going to contribute the success of the business ( Employee Strategic Focus). ---Please Select-----
5. Communication practices have positively impacted in better customer connccti\ity*
and relationships. ---Please Select-----
6. Do you believe the communication practices has an great impact on employee productivity by increasing collahoration*
---Please Select-----7. I am satisfied about the value proposition of this HR function to the business as a
whole ---Please Select-----
95684 119
Definitions
** Complementarities and Synergies between HR practices
Complementarities and Synergies means HR practices support each other to
implement their plans. For example if HR is planning to recruit innovative and highly
committed workers recruitment and selection practices have to be supported by
providing rigorous training and knowledge management practices and incentive
compensation.
*HR deliverables
HR deliverables are the capabilities that will make their organization unique and drive
the creation of intangible value. The capabilities define intangibles that investors pay
attention to, the finn brand to which customers can relate, and the culture that shapes
employee behaviour. These capabilities become the identity of the finn, the deliverablcs
of HR practices, and the keys to implementing business strategy.
HR Deliverable Leadership -Being good at building leaders that generate confidence in the future.
Strategic Unity -Being good at creating a shared agenda around our strategy
Customer Connectivity -Being good at fostering enduring relationships of trust with target customers
Corporate Social Responsibility -Being good at establishing a strong reputation for sustainability, philanthropy, and employability in our industry and community
Shared Mindset -Being good at ensuring customers and employees have a consistent and positive experience of our tim1 identity
Collaboration -Being good at working together across boundaries to ensure leverage and efticiency
Learning -Being good at generating, generalizing, and implementing ideas with impact
Innovation -Being good at doing something new in both content and process
Talent -Being good at attracting, motivating, developing, and retaining talented and committed people
Speed -Being good at making important changes rapidly
Efficiency -Being good at reducing the costs of our business practices
120
•
Definitions
** Complementarities and Synergies between HR practices
Complementarities and Synergies means HR practices support each other to
impkment their plans. For example if HR is planning to recruit innovative and highly
wmmitted workers recruitment and selection practices have to be supported by
pnn iding rigorous training and knowledge management practices and incentive
L"(lmpcnsation.
*HR deliverables
H R deliverables are the capabilities that will make their organization unique and drive
the creation of intangible value. The capabilities define intangibles that investors pay
attention to, the firm brand to which customers can relate, and the culture that shapes
employee behaviour. These capabilities become the identity of the finn, the deliverables
of H R practices, and the keys to implementing business strategy.
IIR Deliverable Leadership -Being good at building leaders that generate contidence in the future.
Strategic Unity -Being good at creating a shared agenda around our strategy
Customer Connectivity -Being good at fostering enduring relationships of trust with targ.et customers
Corporate Social Responsibility -Being good at establishing a strong reputation for sustainability, philanthropy, and employability in our industry and community
Shared Mindset -Being good at ensuring customers and employees have a consistent and positive experience of our fim1 identity
Collaboration -Being good at working together across boundaries to ensure leverage and efficiency
Learning -Being good at generating, generalizing, and implementing ideas with impact
Innovation -Being good at doing something new in both content and process
Talent -Being good at attracting, motivating, developing, and retaining talented and committed people
Speed -Being good at making important changes rapidly
Efficiency -Being good at reducing the costs of our business practices
120
Accountability -Being good at creating and enforcing standards that lead to high pcrtonnance and execution
Please Save Your Changes
End of the survey
Thank you for your participation
121
Appendix F- Reliability and Factor Analysis of Survey 2
Valid Some What Agree 36 45.0 45.0 45.0 Some What Disagree 26 32.5 32.5 77.5 Strongly Agree 12 15.0 15.0 92.5 Neutral 6 7.5 7.5 100.0 Total 80 100.0 100.0
2. I receive rigorous training to update my knowledge with the changing technological requirements of the company.
item 2
' ' Cumulative
Frequency ! Percent Valid Percent Percent Valid Some What Agree 42 52.5 i 52.5 52.5
Some What Disagree 21 26.3' 26.3: 78.8 Strongly Agree 9 11.3 i 11.3 90.0 Neutral 8' 10.0 10.0 100.0 Total 80 100.0 100.0
3. There are opportunities available for me to go up in the career ladder with duly promotions.
item3
Cumulative I Frequency Percent Valid Percent Percent
Valid Some What Disagree 31 38.8 38.8 38.8
Neutral 25 31.3 31.3 70.0
Some What Agree 19 23.8 23.8 93.8
Strongly Agree 5 6.3 6.3 100.0
Total 80 100.0 100.0
4. I am encouraged to take the initiative in determining my own career development and professional growth.
137
i ...
....
item 4
Cumulative Frequency Percent Valid Percent Percent
Valid Some What Agree 36 45.0 45.0 45.0
Some What Disagree 24 30.0 30.0 75.0 Neutral 20 25.0 25.0 100.0
Total 80 100.0 100.0
5. I was able to build a better career profile (which will benefit me in future career opportunities) compared to the day I begin this job few years back.
item 5
Cumulative Frequency Percent Valid Percent Percent
Valid Some What Agree 40 50.0 50.0 50.0
Some What Disagree 22 27.5 27.5 77.5 Neutral 18 22.5 22.5 100.0
Total 80 100.0 100.0
6. I receive a moderate work load which gives me room to work effectively within my capacity without a high-level job stress.
item 6
' Cumulative
Frequency Percent Valid Percent Percent Valid Some What Disagree 33 41.3 41.3 ' 41.3
Strongly Disagree 22 27.5 27.5 I 68.8 Some What Agree 18 22.5 22.5' 91.3 Neutral 5 6.3 6.3' 97.5 Strongly Agree 2 2.5 2.5 100.0 Total 80 100.0 100.0
7. I am satisfied with the overall learning, career oppmiunities I received for my present job?
item 7
Cumulative Frequency Percent Valid Percent Percent
Valid Some What Agree 27 33.8 33.8 33.8
Neutral 20 25.0 25.0 58.8
Some What Disagree 18 22.5 22.5 81.3
Strongly Agree 15 18.8 18.8 100.0 Total 80 100.0 100.0
138 ~ 1
J
........
Frequency Tables- Employee Responses for Line manager's role
I. Do the Line managers have right HR qualifications and competencies in addition to technical knowledge in terms of Change Management, Knowledge in Business, Delivery in HR Basics
item 1
Cumulative Frequency Percent Valid Percent Percent
Valid Some What Disagree 39 45.9 45.9 45.9 Some What Agree 27 31.8 31.8 77.6
Neutral 19 22.4 22.4 100.0
Total 85 100.0 100.0
2. Line Managers understands the respect the subordinates suggestions and problems from subordinate's point of view.
item 2
Cumulative Frequency Percent Valid Percent Percent
Valid Some What Agree 34 40.0 40.0 40.0
Neutral 26 30.6 30.6 70.6
Some What Disagree 22 25.9 25.9 96.5
Strongly Agree 3 3.5 3.5 100.0
Total 85 100.0 100.0
3. Line Managers take leadership in transfonning, and stimulating company cultural values.
item3
Cumulative Frequency Percent Valid Percent Percent
Valid Strogly Disagree 4 4.7 4.7 4.7
Some What Disagree 37 43.5 43.5 48.2
Neutral 6 7.1 7.1 55.3
Some What Agree 28 32.9 32.9 88.2 Strongly Agree 10 11.8 11.8 100.0
Total 85 100.0 100.0
139
·-"
......-.
4. Line managers/ supervisor give me clear performance expectations that enable me to do quality work.
item 4
Cumulative Frequency Percent Valid Percent Percent
Valid Some What Disagree 38. 44.7 I 44.7 44.7 Neutral 9 10.6 10.6 55.3 Some What Agree ' 91.8 31 36.5. 36.5. Strongly Agree 7 i 8.2 8.2 : 100.0 Total 85 100.0 100.0 '
--L-
5. Line a manager understands subordinate's unique skills and provides them opportunity to apply them and develop when ever possible
item 5
Cumulative Frequency Percent Valid Percent Percent
Valid Neutral 36 42.4 42.4 42.4
Some What Agree 25 29.4 29.4 71.8
Some What Disagree 24 28.2 28.2 100.0
Total 85 100.0 100.0
6. Line manager/Immediate supervisor is credible and accountable.
item 6
Cumulative Frequency Percent Valid Percent Percent
Valid Some What Agree 26 30.6 30.6 30.6
Strongly Agree 25 29.4 29.4 60.0
Neutral 24 28.2 28.2 88.2
Some What Disagree 10 11.8 11.8 100.0
Total 85 100.0 100.0
7. Subordinates feel their job performance is fairly evaluated and receive credit for a job well done.
item 7
Cumulative Frequency Percent Valid Percent Percent
Valid Some What Agree 27 31.8 31.8 31.8
Strongly Agree 26 30.6 30.6 62.4
Some What Disagree 16 18.8 18.8 81.2
Neutral 16 18.8 18.8 100.0
Total 85 100.0 100.0 ------------- ··- -----
140
......
8. Line Managers take leadership in enhancing the strategy awareness of employees (the understanding how the employee's job result in success of the company).
item 8
i Cumulative I
Frequency Percent Valid Percent Percent Valid Some What Disagree 42 49.4 49.4 49.4
Neutral 8 9.4 9.4 ' 58.8
Some What Agree 21 i 24.7 24.7 83.5
Strongly Agree 14 I
16.5 16.5 100.0
Total 85 100.0 100.0
9. Overall, I am satisfied with the job being done by line managers
item 9
Cumulative Frequency Percent Valid Percent Percent
Valid Strogly Disagree 2 2.4 2.4 2.4
Some What Disagree 38 44.7 44.7 47.1
Neutral 7 8.2 8.2 55.3
Some What Agree 23 27.1 27.1 82.4
Strongly Agree 15 17.6 17.6 100.0
Total 85 100.0 100.0
141
. ..-
Appendix H- Reliability and Factor Analysis of Survey 3
