Posts tagged "Questionnaire"

Employee Exit Interview Questions

Sample Template of Employee Separation & Exit Interview Survey Questionnaire of HR Department of a company in word format.







Job Title:


Reporting Manager:


Date of Joining:


Date of Separation:

Section 1 –

Q1.if you are leaving job for job in other organization, please tell us why?


  1. Is it for Higher salary
  2. More Interesting Work
  3. More convenient work location
  4. More convenient working hours
  5. Better benefits & perquisites
  6. Better career opportunities
  7. Any other reason, please specify


Q2. If you are leaving your job for another, please give us some details?


  1. it is a similar job
  2. It is in a similar industry
  3. It is in the same city
  4. It is in the same state
  5. It is in the foreign country
  6. Others


Q3. Please tell us the reason you originally accepted a job in this organization?


  1. Good Salary
  2. Good Benefits & Perquisites
  3. Interesting Work & responsibilities
  4. Good working hours & schedule
  5. Convenient Location
  6. Good name & reputation of the organization
  7. Others


Section 2 – Work Nature


Q1. Workload

  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q2. Opportunities for Learning

  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied









Q3. Opportunities for advancement


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q4. Interesting nature of Work


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q5. Element of fun & enjoyment in work


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Section 4 – Compensation Benefits


Q1. Salary with reference to work


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q2. Salary with reference to colleagues


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q3. Salary with reference to other companies in industry


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Section 5 – Learning Opportunities


Q1. Induction on joining


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q2. Training prior to job assignment


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied



Q3. Opportunities for development training


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q4. Input for doing your current job


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Section 6 – Relationships


Q1. Relationship with colleagues in the department/section


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q2. Relationship with coworkers in other departments/sections


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q3. Relationship with immediate bosses


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q4. Relationship with staff of service departments such as HR, admin etc.


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied



Q5. Accessibility of senior managers


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Section 7 – Performance Feedback


Q1. Your Performance feedback


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q2. Knowledge & expertise of immediate superior


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Section 8 – Grievance Addresal


Q1. Being able to talk openly with colleagues & bosses


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Q2. Protection against harassment & bulling


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied



Q3. Action taken on employee grievances


  1. Highly Satisfied
  2. Satisfied
  3. Dissatisfied
  4. Highly Dissatisfied


Section 9 – Others


Q1. You would recommend your friends to join this organization


  1. Agree
  2. Disagree


Q2. You would reconsider joining this organization


  1. Agree
  2. Disagree


Q3. You agree that this organization has treated you fairly


  1. Agree
  2. Disagree


Q4. You consider this as employee-friendly organization


  1. Agree
  2. Disagree


Q5. You consider this a very professional organization


  1. Agree
  2. Disagree


Q6. You have a lot of good friends in this organization


  1. Agree
  2. Disagree


Click Here To Download Exit Interview Survey Questions


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Posted by Hrformats - November 26, 2013 at 9:40 AM

Categories: HR   Tags: ,

Questionnaire on Talent Acquisition

Company’s Talent Acquisition Survey Questions with Answer / HR Interview Questionnaire for MBA Project for Employers / Managers in .doc format.


There are two sections in this questionnaire. Section A contains personal data –and section B contains series of statements. While answering section – B, you are kindly requested to express your free frank opinion. Your choice is important.

Indicate the extent to which each of the following statements you agree in your organization using the five point scale by marking a tick mark [√] against that option.

         SECTION A:

     (In respect of employers) –

                          Name of the Organization:———————–————————————————

                          Name Of the HR Manager:———————–———————————————–


                         Workforce (No. of Employees):———————–——————————————


         SECTION B:

1) During the time of recruitment, do you prefer external source more acceptable than internal source, the one most preferable for your company?

a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree

2) Do you consider the reference check as an integral part of recruitment?

a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree.

3) Are people, responsible for employer branding (HR), if aware of employer branding as a

concept ?


a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree

  4) Is your company’s communication channel strong enough in promoting and strengthening the

brand in the market place?

a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree.

5)  Do you consistently appoint high caliber employees ?

a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree

  6) Do you believe that transfer, demotion, suspension and dismissal are based on performance  


a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree.

7)  Does salary factor attracts most of the potential employees than career growth and   


a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree.

8)  Do you ensure that salaries being set are according to the market scenario?

a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat    disagree.

9) Is your company lacking ,fairness in supervision and inconsistency in employment

opportunities ,having an impact on employee retention?

a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree.

10) Do you believe that cash incentives have more of the contribution in employee retention  


a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree.

 11) Do you nominate employees for various company awards (such as on-the-spot and

circle of excellence awards) ?

a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree.

12) Do you ensure that vacancies do not remain open for long period of time?

a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree.

13) Do you possess a good overall knowledge of HR recruitment process and policies?

a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree.

14 ) Do you frequently meet team members for formal career planning session ?

a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree.

15) Do you prioritize issues which concern the development of employees ?

a) Strongly agree   b) Somewhat agree   c) Neutral  d ) Strongly disagree   e) Somewhat disagree.

16) Do you think that the one having the authority to select, comprehensive job specification & job description, availability of sufficient number of applicants are the essentials to make the selection procedure successful?                                                                                                      

a) Strongly agree b) Somewhat agree  c) Neutral  d) Strongly disagree e) Somewhat disagree.

17) Is a person’s character more important if compared to their job skills ,when it comes to being a    good employee in your company?

a) Strongly agree b) Somewhat agree  c) Neutral  d) Strongly disagree e) Somewhat disagree.

 Click Here To Download Sample HR Questionnaire Template Format

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Posted by Hrformats - November 26, 2013 at 9:28 AM

Categories: HR   Tags: ,

Online Shopping Survey Questionnaire

Please find the attachment for online shopping survey questions.

Click Here To Download Filled-Online Purchasing Scenario


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Posted by Hrformats - June 14, 2013 at 2:47 PM

Categories: Others   Tags: , ,

Teacher Job Satisfaction Questionnaire

I have Attached Teacher Job Satisfaction Questionnaire



Directions: The following statements refer to factors that may influence the way a teacher feels about his/her job. These factors are related to teaching and to the individual’s perception of the ob situation. When answering the following statements, circle the numeral which represents the degree to which you agree or disagree with the statements. Please set aside 10-15 uninterrupted minutes to provide thoughtful responses. Please do not identify yourself on this instrument.


Key: 1 2 3 4 5

1 Strongly Disagree

2 Neutral

3 Agree

4 Strongly Agree

5 Neither agree nor disagree


1. Teaching provides me with an opportunity to advance professionally. 1 2 3 4 5

2. Teacher income is adequate for normal expenses. 1 2 3 4 5

3. Teaching provides an opportunity to use a variety of skills. 1 2 3 4 5

4. Insufficient income keeps me from living the way I want to live. 1 2 3 4 5

5. My immediate supervisor turns one teacher against another. 1 2 3 4 5

6. No one tells me that I am a good teacher. 1 2 3 4 5

7. The work of a teacher consists of routine activities. 1 2 3 4 5

8. I am not getting ahead in my present teaching position. 1 2 3 4 5

9. Working conditions in my school can be improved. 1 2 3 4 5

10. I receive recognition from my immediate supervisor. 1 2 3 4 5

11. I do not have the freedom to make my own decisions. 1 2 3 4 5

12. My immediate supervisor offers suggestions to improve my teaching. 1 2 3 4 5

13. Teaching provides for a secure future. 1 2 3 4 5

14. I receive full recognition for my successful teaching. 1 2 3 4 5

15. I get along well with my colleagues. 1 2 3 4 5

16. The administration in my school does not clearly define it policies. 1 2 3 4 5

17. My immediate supervisor gives me assistance when I need help. 1 2 3 4 5


18. Working conditions in my school are comfortable. 1 2 3 4 5

19. Teaching provides me the opportunity to help my students learn. 1 2 3 4 5

20. I like the people with whom I work. 1 2 3 4 5

21. Teaching provides limited opportunities for advancement. 1 2 3 4 5

22. My students respect me as a teacher. 1 2 3 4 5

23. I am afraid of losing my teaching job. 1 2 3 4 5

24. My immediate supervisor does not back me up. 1 2 3 4 5

25. Teaching is very interesting work. 1 2 3 4 5

26. Working conditions in my school could not be worse. 1 2 3 4 5

27. Teaching discourages originality. 1 2 3 4 5

28. The administration in my school communicates its policies well. 1 2 3 4 5

29. I never feel secure in my teaching job. 1 2 3 4 5

30. Teaching does not provide me the chance to develop new methods. 1 2 3 4 5

31. My immediate supervisor treats everyone equitably. 1 2 3 4 5

32. My colleagues stimulate me to do better work. 1 2 3 4 5

33. Teaching provides an opportunity for promotion. 1 2 3 4 5

34. I am responsible for planning my daily lessons. 1 2 3 4 5

35. Physical surroundings in my school are unpleasant. 1 2 3 4 5

36. I am well paid in proportion to my ability. 1 2 3 4 5

37. My colleagues are highly critical of one another. 1 2 3 4 5

38. I do have responsibility for my teaching. 1 2 3 4 5

39. My colleagues provide me with suggestions or feedback about my 1 2 3 4 5 teaching.

40. My immediate supervisor provides assistance for improving instruction. 1 2 3 4 5

41. I do not get cooperation from the people I work with. 1 2 3 4 5


42. Teaching encourages me to be creative. 1 2 3 4 5

43. My immediate supervisor is not willing to listen to suggestions. 1 2 3 4 5

44. Teacher income is barely enough to live on. 1 2 3 4 5

45. I am indifferent toward teaching. 1 2 3 4 5

46. The work of a teacher is very pleasant. 1 2 3 4 5

47. I receive too many meaningless instructions from my immediate 1 2 3 4 5


48. I dislike the people with whom I work. 1 2 3 4 5

49. I receive too little recognition. 1 2 3 4 5

50. Teaching provides a good opportunity for advancement. 1 2 3 4 5

51. My interests are similar to those of my colleagues. 1 2 3 4 5

52. I am not responsible for my actions. 1 2 3 4 5

53. My immediate supervisor makes available the material I need to 1 2 3 4 5

do my best.

54. I have made lasting friendships among my colleagues. 1 2 3 4 5

55. Working conditions in my school are good. 1 2 3 4 5

56. My immediate supervisor makes me feel uncomfortable. 1 2 3 4 5

57. Teacher income is less than I deserve. 1 2 3 4 5

58. I try to be aware of the policies of my school. 1 2 3 4 5

59. When I teach a good lesson, my immediate supervisor notices. 1 2 3 4 5

60. My immediate supervisor explains what is expected of me. 1 2 3 4 5

61. Teaching provides me with financial security. 1 2 3 4 5

62. My immediate supervisor praises good teaching. 1 2 3 4 5

63. I am not interested in the policies of my school. 1 2 3 4 5

64. I get along well with my student. 1 2 3 4 5

65. Pay compares with similar jobs in other school districts. 1 2 3 4 5

66. My colleagues seem unreasonable to me. 1 2 3 4 5

Click Here To Download Teacher Job Satisfaction Questionnaire

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Posted by Hrformats - September 7, 2012 at 8:18 AM

Categories: HR   Tags: , , ,

Questionnaire Revised

I have Attached Questionnaire Revised



 each yes=2

No    =    0

Sometimes =1 carries


1)    I am given enough time to do what is expected of me on my job.


Yes                                  No                       Sometimes

2) I get upset thinking that I am not able to prosper (or) make progress in my Job or carrier.


Yes                                  No                       Sometimes


3) I very Often feel that I am being neglected when I am in the Team.


Yes                                  No                       Sometimes


4) I do my work under considerable Tension.

Yes                                  No                       Sometimes


5) I find difficult to concentrate on my work.


Yes                                  No                       Sometimes

          6) I often hesitate to start something new because I feel that I will not be successful and get scolding from       boss

Yes                                  No                       Sometimes



7) I have to do my thing in my role that against my better judgment

Yes                                  No                       Sometimes



8) I don’t have the information I need for my work.


Yes                                  No                       Sometimes


9) I feel that I been work loaded with too any jobs


Yes                                  No                       Sometimes







0-6     –          less work stress to the person


7-12                     Medium work stress to the person


13-18                       More work stress to that people








III) Emotional Exhaustion



1)  I feel emotionally drained from my work


Yes                                  No                       Sometimes



2)    I generally feel that the life is burden



Yes                                  No                       Sometimes



3)  I often Feel that I am not able to think clearly



Yes                                   No                       Sometimes



4)   I feel I am absolutely useless why my boss scold me for minor mistake.


Yes                                  No                       Sometimes



5)    I find it extremely difficult to take decision



Yes                                  No                       Sometimes


6) I get very nervous when I didn’t meet Organizational requirements in job.



Yes                                  No                       Sometimes


7) I often feel that I am unable to think clearly



Yes                                  No                       Sometimes



8) I will get stress by mostly external person



Yes                                  No                       Sometimes




0-4                   less emotional stress


5-11                              Medium emotional stress


12-16                        High work stress




  IV) Vulnerability:


1) Compare to others I usually come out ahead



Yes                                  No                       Sometimes


2) I love to take risk when the stakes are high



Yes                                  No                       Sometimes


3)      I never get mad I just get even.



Yes                                  No                       Sometimes


4) Thought of suicide have never crossed in my mind



Yes                                  No                       Sometimes


5)      I rarely explain things and apologize



Yes                                  No                       Sometimes






6)   Life is serious of achievement and meet challenges



Yes                                  No                       Sometimes


7)  I do something I expect to be rewarded



Yes                                   No                       Sometimes


8)    I get depressed after a victory.




Yes                                  No                       Sometimes





0-4                Too modest and cautious


5-8                 you are in satisfactory level


9-12               you are vulnerable

13-16            you are more vulnerable

V) Physical



1) I will get 7-8 hrs sleep



Yes                                   No                       Sometimes


2) Do you have frequent headache while doing the job.



Yes                                  No                       Sometimes



3) Do you have to forget things easily



Yes                                  No                       Sometimes


4) Are you loosing weight?


Yes                                  No                       Sometimes


5)  Do you become restless and cant keep stiff while working.


Yes                                  No                       Sometimes


6) I smoke Less than Half a packet of cigarette every day.



Yes                                  No                       Sometimes



7)I drink fever alholic drink


Yes                                  No                       Sometimes


                                       8)I have at least one friend with me so that I can share all the personal details to                                                    him.



Yes                                  No                       Sometimes



9) I am able to speak openly about my feeling when I am angry or worried



Yes                                  No                       Sometimes


10) I do fun at least once a week.



Yes                                  No                       Sometimes






0-8                           low physical stress


9-20         High physical stress




     VI) Organizational Commitment



I am proud to tell people where I work


Yes                                              No


I feel myself to be part of the organization


Yes                                              No


I feel to move from this company because of various reasons


Yes                                             No


I feel that the company should change in some perspective



                                                                Yes                                              No




0-3             low commitment


4-8             High commitment



So total stress level


I   +   II    +    III     +   IV     +     V    +    VI





Total rating:


0-13                                  they have less stress and the activities should be suggested according to which rate is high among six



14-27                            They have medium stress level and activities will be                                              given according to the high among six


28-39                          they are high stress level person so given proper treatment and high care

 Click Here To Download Questionnaire Revised

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Posted by Hrformats - September 7, 2012 at 8:13 AM

Categories: HR   Tags: ,

NSAd Stress Questionnaire

I have Attached NSAd Stress Questionnaire


Because everyone reacts to stress in his or her own way, no one stress test can give you a complete diagnosis of your stress levels. This stress test is intended to give you an overview only. Please see a Stress Management Consultant for a more in depth analysis.

Answer all the questions but just tick one box that applies to you, either yes or no. Answer yes, even if only part of a question applies to you. Take your time, but please be completely honest with your answers:

Yes No
1 I frequently bring work home at night
2 Not enough hours in the day to do all the things that I must do
3 I deny or ignore problems in the hope that they will go away
4 I do the jobs myself to ensure they are done properly
5 I underestimate how long it takes to do things
6 I feel that there are too many deadlines in my work / life that are difficult to meet
7 My self confidence / self esteem is lower than I would like it to be
8 I frequently have guilty feelings if I relax and do nothing
9 I find myself thinking about problems even when I am supposed to be relaxing
10 I feel fatigued or tired even when I wake after an adequate sleep
11 I often nod or finish other peoples sentences for them when they speak slowly
12 I have a tendency to eat, talk, walk and drive quickly
13 My appetite has changed, have either a desire to binge or have a loss of appetite / may skip meals
14 I feel irritated or angry if the car or traffic in front seems to be going too slowly/ I become very frustrated at having to wait in a queue
15 If something or someone really annoys me I will bottle up my feelings
16 When I play sport or games, I really try to win whoever I play
17 I experience mood swings, difficulty making decisions, concentration and memory is impaired
18 I find fault and criticize others rather than praising, even if it is deserved
19 I seem to be listening even though I am preoccupied with my own thoughts
20 My sex drive is lower, can experience changes to menstrual cycle
21 I find myself grinding my teeth
22 Increase in muscular aches and pains especially in the neck, head, lower back, shoulders
23 I am unable to perform tasks as well as I used to, my judgment is clouded or not as good as it was
24 I find I have a greater dependency on alcohol, caffeine, nicotine or drugs
25 I find that I don’t have time for many interests / hobbies outside of work
A yes answer score = I (one), and a no answer score = 0 (zero). TOTALS



To find a stress adviser / counsellor in your area you can contact:

The International Stress Management Association (ISMAUK) on

T: 01179 697284 E: [email protected] W:

Registered Charity No 1088103 Company Limited by Guarantee No 4079657


Click Here To Download NSAd Stress Questionnaire

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Posted by Hrformats - September 7, 2012 at 8:11 AM

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Questionnaire for measuring the effectiveness of the participative FORA at NTPC

I have attached Questionnaire on WPM in NTPC.




1.Are you satisfied with the functioning of participative fora in NTPC, Unchahar?


YES                                   NO                                NA


2.Does the functioning of participative fora enhances the efficiency of the employee and the productivity of the plant?


YES                                    NO                                 NA


3. .Does the participative fora ensure the proper flow of two-way  communication between the management and the employee?


YES                                    NO                                 NA


4.Are you satisfied with the functioning of union/association nominated members in the participative fora?


YES                                    NO                                 NA


5. Are you satisfied with the general health, welfare, safety measures taken for employees?


YES                                     NO                                 NA


6.Does  participative fora helps to increase the efficiency of accommodation, motivation and commitment to employees?


YES                                     NO                                 NA


7.Has participative fora built up the better employer-employee relationship in  the NTPC?


YES                                     NO                                 NA


8.As the company emphasis on productivity, cost reduction and safety. Does the participative fora laid emphasis on these factors?


YES                                     NO                                 NA



9.Are you satisfied with the level of attendance in the meetings of participative fora?


YES                                     NO                                 NA


10. Are you satisfied with the issues discussed during the meetings of participative forum meet?


YES                                     NO                                 NA


11. Are you satisfied with the involvement of team members in the meetings?


YES                                     NO                                 NA


12. If you have a opportunity, in which of the participative fora would you like to be nominated?


SLC-I                                    SLC-II                           SLC III

SLC-IV                                  PLC                              TADC


CMC                                    HAC                               SAFETY





Any Suggestions:  ————————————————————————————————————————————————————————————————————————————————————————————————————————————————————————-


 Click Here To Download Questionnaire on WPM in NTPC

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Posted by Hrformats - September 1, 2012 at 8:01 AM

Categories: HR   Tags: , , , ,

Knowledge Management Questionnaire

 I have attached Knowledge management questionnaire.


Knowledge Management in Industries

I am XXX XXX pursuing Ph.D. in Pondicherry University on “KNOWLEDGE MANAGEMENT PRACTICES” in industries. I request you to please fill in the questionnaire to facilitate the completion of the same.

Introduction:Knowledge management is the systematic process of finding, selecting, organizing, distilling and presenting information.   This project is to find the KM practices used in industries, Benefits and challenges faced in the implementation of KM practices.


Name               :   _________________                      Designation       :  ________________

Organisation     :   _________________                Place                      :  ________________

  1. What is the type of industry?

i)        Manufacturing               ii)Service                      iii) IT & ITES               iv)  Others

2)      How old is the company?

i)        < 2 years                ii) 2- 5 years                       iii) 5-10 years        iv)  >10years

3)      What is the size of your company? (number of employees)

i)        < 50                 ii)51-100                      iii) 100 -250                 iv) > 250

4)Describe your business model:

i) Business 2 Business   ii) Business to Consumer           iii) Other

Please put a   mark  in the appropriate box wherever required.

5) What do you think of Knowledge Management (KM)?

a)   Never heard of it.                                                                                       [  ]

b)      Something they are already doing but not under the same name.                   [  ]

c)      It is just a management fad.                                                      [  ]

d)      It is strategic part of their business.                                                              [  ]

e)      Something that could be beneficial for the organisation.             [  ]

f)        If any other, please specify  __________________________________________

6)  According to you, what is knowledge management?

1.a technological concept: ‘the use of information technology to capture data

and information in order to manage knowledge’                                                 [  ]

2. a business-focused approach: ‘the collection of processes that govern the

creation, dissemination, and utilisation of knowledge to fulfil organisational

objectives’                                                                                                                    [  ]

3. a situation where no visible processes are used but it is ’simply the ability to

manage “knowledge’’ ’                                                                                     [  ]

4. about intellectual assets: ‘taking the form of documents and information

bases’.                                                                                                                         [  ]

7) Does your organization recognize knowledge as a part of their asset base?

a)   Yes                  [  ]                 b)  No               [  ]              c)   Can’t say     [  ]

8) Does your firm or organisation

  1. Has a written knowledge management policy or strategy
  2. Has a values system or culture intended to promote knowledge sharing
  3. Has policies or programs intended to improve worker retention
  4. Uses partnerships or strategic alliances to acquire knowledge

9) What is the attitude of senior management w.r.t. KM in your organization ?

a)   Sees it as very important and provides full support.                                      [  ]

b)   Sees it as very important but hardly supports it.                                           [  ]

c)   Sees it as a waste and hardly bothers.                                                         [  ]

d)   Was very supportive in the beginning but now lost interest. [  ]


10) Indicate which sources triggered your firm or organisation to put into effect the knowledge Management practices that you currently use. (Select whichever is applicable)

Internal          Mgt                Non –mgt workers                    union active in the workplace
External     i)Firm or organisation with  which you have a strategic Alliance, joint   venture or consortium

ii)Universities, technical colleges, public labs or business school

iii)Professional, trade or industrial associations or federations



v) Consultants


vi) Suppliers


vii)  Customers or clients

Knowledge Sharing / Knowledge acquisition / knowledge capture

12) Which technologies have you implemented in your organisation?

(please tick whichever is applicable)

a)  Internet              [  ]                 b)   Data warehousing                                     [  ]

c)  Intranet              [  ]                 d)   Knowledge management software             [  ]

e)  Extranet             [  ]                 f)    Decision support system                            [  ]

g)  Groupware        [  ]                 h)   Data management system                          [  ]

i)  E Commerce   [  ]                  j)   Automated Manufacturing                     [  ]

k) Quality circles  [  ]                l)    “Communities of Practice*(CoP’s)         [  ]

* An informal, self-organising group of people in the organisation, brought together by common interest who share expertise and solve problems together.

14) Which Knowledge management methodologies are used in your firm?

a)  Training                                                                                            [  ]

b) Attending workshops, conferences                                                    [  ]

c)  Exit Interviews                                                                                 [  ]

d)  Mentoring                                                                                       [  ]

e)  Documentation                                                                           [  ]

f)  Retiree programs                                                                              [  ]

g)   Coaching                                                                                        [  ]

h)   Rotational assignments                                                                     [  ]

i)   Collaborations with  R & D centres, Educational institutions,

Technological agreements etc.                                                         [  ]

j) Active R & D department                                                                 [  ]

15.  Your firm or organisation regularly

  1. captures and uses knowledge obtained from other industry sources such as industrial associations, competitors, clients and suppliers                              [  ]
  2. captures and uses knowledge obtained from public research institutions including universities and government laboratories                                                       [  ]
  3. dedicates resources to detecting and obtaining external knowledge and communicating it within your firm or organisation                                          [  ]
  4. encourages workers to participate in project teams with external experts      [  ]

Training and mentoring

16. Your firm or organisation

  1. Provides formal training related to knowledge management practices      [  ]
  2. Provides informal training related to knowledge management                      [  ]
  3. Uses formal mentoring practices including apprenticeships                          [  ]
  4. Encourages experienced workers to transfer their knowledge to new or less experienced workers                                                                                        [  ]
  5. Encourages workers to continue their education by reimbursing tuition fees for successfully comleted work-related courses                                                   [  ]
  6. Offers off-site training to workers in order to keep skills current                   [  ]


17. In your firm or organisation workers share knowledge or information by

  1. Regularly updating databases of good work practices, lessons learned or listings of experts
  2. Preparing written documentation such as lessons learned, training manuals, good work practices, articles for publication, etc. (ORganisational memory)
  3. Facilitating collaborative work by projects teams that are physically separated (Virtual teams)

Knowledge organisation and retrieval

18. The extent to which knowledge is shared within the organization and assess whether knowledge information is easily accessed.

Knowledge Shared

To a Great Extent

To Some Extent

Not Shared

Don’t know

I Know Where to Access this Information

Information about key customers






Information about customer satisfaction
Information about competitors
Information about future plans
Information about senior management decisions
Information about the use of technology
Information about processes
Information about new initiatives
Information about other business functions
Information about training and
development opportunities
Information about team and individual successes


19. How much time does it take for an employee to get the relevant knowledge document in your organization ?

a)   A few minutes   [  ]                c)   A few days                    [  ]

b)   A few hours      [  ]                d)   Week or more               [  ]


Reasons for  KM Practices

Critically important Important Somehwat important Not much Not at all important
To improve the compeititve advantage of your firm or organsiation
To help integrate knowledge within your firm or organisation
To improve the capture and use of knowledge from sources outside your firm or organization
To improve sharing or transferring of knowledge with partners in strategic alliances, joint ventures or consortia
To increase efficiency by using knowledge to improve production processes
To protect your firm or organsiation from loss of knowledge due to worker’s departures
To train workers to meet strategic objectives of your firm or organisation
To increase worker acceptance of innovations
To increase worker acceptance innovations

20. Reasons knowledge management practices are used in your firm or organisation

Benefits of Using Knowledge Management Practices

22.Effectiveness of results of using knowledge management practices (Very effective, effective, somewhat effective, not effective)

Very effective effective Neutral Not muchEffective Not at all effective
Increased our knowledge sharing horizontally(across departments, functions or business units)
Increased our knowledge sharing vertically (Up the organizational hierarchy)
Improved worker efficiency and/or productivity
Improved skills and knowledge of workers
Increased our number of markets (more geographic locations)
Improved client or customer relations
Helped us add new products or services
Increased our adaptation of products or services to client requirements
Increased flexibility in production and innovation 
Prevented duplicate research and development
Improved our corporate or organizational memory
Increased our ability to capture knowledge from public research institutions including universities and government laboratories
Increased our ability to capture knowledge from other business enterprises, industrial associations, technical literature etc.
Improved involvement of workers in the workplace activities


Spending on kM practices

23. So the KM practices currently in use in your firm or organisation have dedicated budgets or spending?

If yes, what percentage of expenditure is dedicated to Knowledge Management Practices?

i)<5 %              ii)5-10%                       iii)10 – 20%     iv) >20%

Knowledge Retention

24.What do you think are the factors influencing Knowledge retention in your organization ?    (Rank the factors given below from 1 – 5  on your choice of preference)

a) Employees leaving for a better job elsewhere                         [  ]

b) Retirement                                                                                          [  ]

c) Promotion                                                                                          [  ]

d) Relocation                                                                                          [  ]

e) Downsizing and external factors                                                          [  ]

25.What are the problems faced by you in using IT for Knowledge Management?

(Rank the factors given below from 1 – 8  on your choice of preference)

a)    Lack of training.                                                                                         [  ]

b)   System too much complicated.                                                                    [  ]

c)   Lack of identifying the proper IT tool                                                      [  ]

d)   Lack of time to learn.                                                                                 [  ]

e)   Lack of user uptake due to insufficient  communication.       [  ]

f)    Every day use did not integrate into normal working practice.                       [  ]

g)   Unsuccessful due to technical problems.                                                      [  ]

h)   If any other ,please specify ___________________________________________

Challenges in implementing KM practices

26. What are the problems faced by you in using IT for Knowledge Management?

(Rank the factors given below from 1 – 8  on your choice of preference)

a)    Lack of training.                                                                                         [  ]

b)   System too much complicated.                                                                    [  ]

c)   Lack of identifying the proper IT tool                                                      [  ]

d)   Lack of time to learn.                                                                                 [  ]

e)   Lack of user uptake due to insufficient  communication.       [  ]

f)    Every day use did not integrate into normal working practice.                       [  ]

g)   Unsuccessful due to technical problems.                                                      [  ]

27. What is the biggest hurdle in effective implementation of KM in your organization ?

1.Changing people’s behaviour from knowledge hoarding to knowledge sharing.             [  ]

2.Lack of understanding of KM and its benefits.                                                             [  ]

3.Determining what kind of knowledge to be managed & making it available.                  [  ]

4.justifying the use of scarce resources for KM.                                                              [  ]

5.Lack of top management commitment to KM.                                                             [  ]

6.Overcoming technological limitations.                                                                          [  ]

7.Attracting & retaining talented people.                                                                         [  ]


28. Please mention your perception on the satisfaction level of the strategy does your organisation use for KM?

(Rank the factors given below as VS – Very Suitable, S – Suitable, M – Medium, NS – Not Suitable, NAS – Not at all suitable  on your choice of preference)

a)   KM as a business strategy.                                                                         [  ]

b)      Transfer of knowledge & best practices.                                                     [  ]

c)      Customer focused knowledge.                                                                    [  ]

d)      Personal responsibility for knowledge.                                                         [  ]

e)      Innovation and knowledge creation.                                                            [  ]

f)        If any other, please specify ___________________________________________


Responsibility for knowledge management practices

32. Which of the following groups is responsible for the knowledge management practices Currently in use in your firm or organization?

  1. HR                                                                               [  ]
  2. IT                                                                                 [  ]
  3. Knowledge management unit                                         [  ]
  4. Library / documentation centre                          [  ]
  5. Executive management team                                          [  ]
  6. Don’t know                                                                  [  ]


33.  Are there any knowledge management practices that your firm or or oraganisation uses that we have not included in the survey?

  • No
  • Yes, Please specify


Click Here To Download Questionnaire in Knowledge Management

2 comments - What do you think?
Posted by Hrformats - August 6, 2012 at 9:59 AM

Categories: HR   Tags: , , ,

IR Questionnaire

I have Attached IR Questionnaire


The relationship between Employer and employee or trade unions is called Industrial Relation. Harmonious relationship is necessary for both employers and employees to safeguard the interests of the both the parties of the production. In order to maintain good relationship with the employees, the main functions of every organization should avoid any dispute with them or settle it as early as possible so as to ensure industrial peace and higher productivity. Personnel management is mainly concerned with the human relation in industry because the main theme of personnel management is to get the work done by the human power and it fails in its objectives if good industrial relation is maintained. In other words good Industrial Relation means industrial peace which is necessary for better and higher productions.

i. Industrial Relation is that part of management which is concerned with the manpower of the enterprise – whether machine operator, skilled worker or manager. BETHEL, SMITH & GROUP

ii. Industrial Relation is a relation between employer and employees, employees and employees and employees and trade unions. – Industrial dispute Act 1947

iii. While moving from jungle of the definitions, here, Industrial Relation is viewed as the “process by which people and their organizations interact at the place of work to establish the terms and conditions of employment.”

The Industrial Relation relations also called as labor – management, employee-employers relations.

A few notable features pertaining to Industrial Relations are as under:

1. Industrial Relation do not emerge in vacuum they are born of employment relationship in an industrial setting. Without the existence of the two parties, i.e. labor and management, this relationship cannot exist. It is the industry, which provides the environment for industrial relations.
2. Industrial Relation are characterized by both conflict and co-operations. This is the basis of adverse relationship. So the focus of Industrial Relations in on the study of the attitudes, relationships, practices and procedure developed by the contending parties to resolve or at least minimize conflicts.
3. As the labor and management do not operate in isolations but are parts of large system, so the study of Industrial Relation also includes vital environment issues like technology of the workplace, country’s socio-economic and political environment, nation’s labor policy, attitude of trade unions workers and employers.
4. Industrial Relation also involve the study of conditions conductive to the labor, managements co-operations as well as the practices and procedures required to elicit the desired co-operation from both the parties.
5. Industrial Relations also study the laws, rules regulations agreements, awards of courts, customs and traditions, as well as policy framework laid down by the governments for eliciting co-operations between labor and management. Besides this, it makes an in-depth analysis of the interference patterns of the executive and judiciary in the regulations of labor–managements relations.

In fact the concepts of Industrial Relations are very broad-based, drawing heavily from a variety of discipline like social sciences, humanities, behavioral sciences, laws etc.

In fact, Industrial Relation encompasses all such factors that influence behavior of people at work. A few such important factors are details below:

1. Institution: It includes government, employers, trade unions, unions federations or associations, government bodies, labor courts, tribunals and other organizations which have direct or indirect impact on the industrial relations systems.
2. Characters : It aims to study the role of workers unions and employers’ federations officials, shop stewards, industrial relations officers/ manager, mediator/conciliators / arbitrator, judges of labor court, tribunal etc.
3. Methods : Focus on collective bargaining, workers’ participation in the Industrial Relation schemes, discipline procedure, grievance re-dressal machinery, dispute settlements machinery working of closed shops, union reorganization, organizations of protests through methods like revisions of existing rules, regulations, policies, procedures, hearing of labor courts, tribunals etc.
4. Contents : Includes matter pertaining to employment conditions like pay, hours of works, leave with wages, health, and safety disciplinary actions, lay-off, dismissals retirements etc., laws relating to such activities, regulations governing labor welfare, social security, industrial relations, issues concerning with workers’ participation in management, collective bargaining, etc.

Objectives of Industrial Relation

A. To safeguard the interest of labor and management by securing the highest level of mutual understanding and good-will among all those sections in the industry which participate in the process of production.
B. To avoid industrial conflict or strife and develop harmonious relations, which are an essential factor in the productivity of workers and the industrial progress of a country.
C. To raise productivity to a higher level in an era of full employment by lessening the tendency to high turnover and frequency absenteeism.
D. To establish and nurse the growth of an Industrial Democracy based on labor partnership in the sharing of profits and of managerial decisions, so that ban individuals personality may grow its full stature for the benefit of the industry and of the country as well.
E. To eliminate, as far as is possible and practicable, strikes, lockouts and gheraos by providing reasonable wages, improved living and working conditions, said fringe benefits.
F. To establish government control of such plants and units as are running at a loss or in which productions has to be regulated in the public interest.
G. Improvements in the economic conditions of workers in the existing state of industrial managements and political government.
H. Control exercised by the state over industrial undertaking with a view to regulating production and promoting harmonious industrial relations.
I. Socializations or rationalization of industries by making he state itself a major employer
J. Vesting of a proprietary interest of the workers in the industries in which they are employed.

The main aspect of Industrial Relations are :-

i. Labor Relations, i.e. relations between union and management.
ii. Employer-employees relations, i.e. relations between management and employees.
iii. Group relations, i.e. relations between various groups of workmen.
iv. Community or Public relations, i.e. relations between industry and society.
v. Promotions and development of healthy labor-managements relations.
vi. Maintenance of industrial peace and avoidance of industrial strife
vii. Development of true industrial Democracy.

Effects of poor Industrial Relations
Poor Industrial Relation produces highly disquieting effects on the economic life of the country. We may enumerate the ill-effects of poor Industrial Relations as under:
1. Multiplier effects: Modern industry and for that matter modern economy are interdependent. Hence although the direct loss caused due to industrial conflict in any one plant may not be very great, the total loss caused due to its multipliers effect on the total economy is always very great.
2. Fall in normal tempo: poor Industrial Relations adversely effect the normal tempo of work so that work far below the optimum level. Costs build up. Absenteeism and labor turnover increase. Plants discipline breaks down and both the quality and quality of production suffer.
3. Resistance of change: Dynamic industrial situation calls for change more or less continuously. Methods have to be improved. Economics have to be introduced. New products have to be designed, produced and put in the market. Each of these tasks involves a whole chain of changes and this is resisted bitterly if these are industrial conflict.
4. Frustration and social cost: every man comes to the work place not only to earn a living. He wants to satisfy his social and egoistic needs also. When he finds difficulty in satisfying these needs he feels frustrated. Poor Industrial Relations take a heavy toll in terms of human frustration. They reduce cordiality and aggravate social tension.

Suggestions to Improve Industrial Relation:-

a. Both management and unions should develop constructive attitudes towards each other
b. All basic policies and procedures relating to Industrial Relation should be clear to everybody in the organization and to the union leader. The personnel manager must make certain that line people will understand and agree with these policies.
c. The personnel manager should remove any distrust by convincing the union of the company’s integrity and his own sincerity and honesty. Suspicious, rumors and doubts should all be put to rest.
d. The personnel manager should not vie with the union to gain workers’ loyal to both the organization. Several research studies also confirm the idea of dual allegiance. There is strong evidence to discard the belief that one can owe allegiance to one group only.
e. Management should encourage right kind of union leadership. While it is not for the management to interfere with union activities, or choose the union leadership, its action and attitude will go a long way towards developing the right kind of union leadership. “Management gets the union it deserves” is not just an empty phrase. Managements


The healthy industrial relations are key to the progress. Their significance may be discussed as under –
1. Uninterrupted production – The most important benefit of industrial relations is that this ensures continuity of production. This means, continuous employment for all from manager to workers. The resources are fully utilized, resulting in the maximum possible production. There is uninterrupted flow of income for all. Smooth running of an industry is of vital importance for several other industries; to other industries if the products are intermediaries or inputs; to exporters if these are export goods; to consumers and workers, if these are goods of mass consumption.
2. Reduction in Industrial Disputes – Good industrial relation reduces the industrial disputes. Disputes are reflections of the failure of basic human urges or motivations to secure adequate satisfaction or expression which are fully cured by good industrial relations. Strikes, lockouts, go-slow tactics, gherao and grievances are some of the reflections of industrial unrest which do not spring up in an atmosphere of industrial peace. It helps promoting co-operation and increasing production.
3. High morale – Good industrial relations improve the morale of the employees. Employees work with great zeal with the feeling in mind that the interest of employer and employees is one and the same, i.e. to increase production. Every worker feels that he is a co-owner of the gains of industry. The employer in his turn must realize that the gains of industry are not for him along but they should be shared equally and generously with his workers. In other words, complete unity of thought and action is the main achievement of industrial peace. It increases the place of workers in the society and their ego is satisfied. It naturally affects production because mighty co-operative efforts alone can produce great results.
4. Mental Revolution – The main object of industrial relation is a complete mental revolution of workers and employees. The industrial peace lies ultimately in a transformed outlook on the part of both. It is the business of leadership in the ranks of workers, employees and Government to work out a new relationship in consonance with a spirit of true democracy. Both should think themselves as partners of the industry and the role of workers in such a partnership should be recognized. On the other hand, workers must recognize employer’s authority. It will naturally have impact on production because they recognize the interest of each other.
5. New Programmes – New programmes for workers development are introduced in an atmosphere of peace such as training facilities, labor welfare facilities etc. It increases the efficiency of workers resulting in higher and better production at lower costs.
6. Reduced Wastage – Good industrial relations are maintained on the basis of cooperation and recognition of each other. It will help increase production. Wastages of man, material and machines are reduced to the minimum and thus national interest is protected.

Thus, from the above discussion, it is evident that good industrial relation is the basis of higher production with minimum cost and higher profits. It also results in increased efficiency of workers. New and new projects may be introduced for the welfare of the workers and to promote the morale of the people at work.
An economy organized for planned production and distribution, aiming at the realization of social justice and welfare of the massage can function effectively only in an atmosphere of industrial peace. If the twin objectives of rapid national development and increased social justice are to be achieved, there must be harmonious relationship between management and labor.


The term “Industrial Relations” is different from “Human Relations”. Industrial relations refer to the relations between the employees and the employer in an industry. Human relations refer to a personnel-management policy to be adopted in industrial organizations to develop a sense of belongingness in the workers improves their efficiency and treat them as human beings and make a partner in industry.
Industrial relations cover the matters regulated by law or by collective agreement between employees and employers. On the other hand, problems of human relations are personal in character and are related to the behavior of worker where morale and social elements predominated. Human relations approach is personnel philosophy which can be applied by the management of an undertaking. The problem of industrial relations is usually dealt with a three levels – the level of undertaking, the industry and at the national level. To sum up the term “Industrial Relations” is more wide and comprehensive and the term “Human Relations” is a part of it.

Determining factors of industrial relations –

Good industrial relations depend on a great variety of factors. Some of the more obvious ones are listed below:
1. History of industrial relations – No enterprise can escape its good and bad history of industrial relations. A good history is marked by harmonious relationship between management and workers. A bad history by contrast is characterized by militant strikes and lockouts. Both types of history have a tendency to perpetuate themselves. Once militancy is established as a mode of operations there is a tendency for militancy to continue. Or once harmonious relationship is established there is a tendency for harmony to continue.
2. Economic satisfaction of workers – Psychologists recognize that human needs have a certain priority. Need number one is the basic survival need. Much of men conducted are dominated by this need. Man works because he wants to survive. This is all the more for underdeveloped countries where workers are still living under subsistence conditions. Hence economic satisfaction of workers is another important prerequisite for good industrial relations.
3. Social and Psychological satisfaction – Identifying the social and psychological urges of workers is a very important steps in the direction of building good industrial relations. A man does not live by bread alone. He has several other needs besides his physical needs which should also be given due attention by the employer. An organization is a joint venture involving a climate of human and social relationships wherein each participant feels that he is fulfilling his needs and contributing to the needs of others. This supportive climate requires economic rewards as well as social and psychological rewards such as workers’ participation in management, job enrichment, suggestion schemes, re-dressal of grievances etc.
4. Off-the-Job Conditions – An employer employs a whole person rather than certain separate characteristics. A person’s traits are all part of one system making up a whole man. His home life is not separable from his work life and his emotional condition is not separate from his physical condition. Hence for good industrial relations it is not enough that the worker’s factory life alone should be taken care of his off-the-job conditions should also be improved to make the industrial relations better.
5. Enlightened Trade Unions – The most important condition necessary for good industrial relations is a strong and enlightened labor movement which may help to promote the status of labor without harming the interests of management, Unions should talk of employee contribution and responsibility. Unions should exhort workers to produce more, persuade management to pay more, mobilize public opinion on vital labor issues and help Government to enact progressive labor laws.
6. Negotiating skills and attitudes of management and workers – Both management and workers’ representation in the area of industrial relations come from a great variety of backgrounds in terms of training, education, experience and attitudes. These varying backgrounds play a major role in shaping the character of industrial relations. Generally speaking, well-trained and experienced negotiators who are motivated by a desire for industrial peace create a bargaining atmosphere conducive to the writing of a just and equitable collective agreement. On the other hand, ignorant, inexperienced and ill-trained persons fail because they do not recognize that collective bargaining is a difficult human activity which deals as much in the emotions of people as in their economic interests. It requires careful preparation and top –notch executive competence. It is not usually accomplished by some easy trick or gimmick. Parties must have trust and confidence in each other. They must possess empathy, i.e. they should be able to perceive a problem from the opposite angle with an open mind. They should put themselves in the shoes of the other party and then diagnose the problem. Other factors which help to create mutual trust are respect for the law and breadth of the vision. Both parties should show full respect for legal and voluntary obligations and should avoid the tendency to make a mountain of a mole hill.
7. Public policy and legislation: – when Government, regulates employee relations, it becomes a third major force determining industrial relations the first two being the employer and the union. Human behavior is then further complicated as all three forces interact in a single employee relation situation. Nonetheless, government in all countries intervenes in management – union relationship by enforcing labor laws and by insisting that the goals of whole society shall take precedence over those of either of the parties. Government intervention helps in three different ways 1) it helps in catching and solving problems before they become serious. Almost every one agrees that it is better to prevent fires them to try stopping them after they start; 2) It provides a formalized means to the workers and employers to give emotional release to their dissatisfaction; and 3) It acts as a check and balance upon arbitrary and capricious management action.
8. Better education: – with rising skills and education workers’ expectations in respect of rewards increase. It is a common knowledge that the industrial worker in India is generally illiterate and is misled by outside trade union leaders who have their own axe to grind. Better workers’ education can be a solution to this problem. This alone can provide worker with a proper sense of responsibility, which they owe to the organization in particular, and to the community in general.
9. Nature of industry: – In those industries where the costs constitute a major proportion of the total cast, lowering down the labor costs become important when the product is not a necessity and therefore, there is a little possibility to pass additional costs on to consumer. Such periods, level of employment and wages rise in decline in employment and wages. This makes workers unhappy and destroys good industrial relations.


Today’s professional industrial relations director, or by whatever title he is designated, no longer views his job as personalizing management, or that of a social worker in a factory, or a union buster, he looks upon his department as an adjunct to management supervision at all levels; he keeps other executives informed about new discoveries, programme trends and needs. At the same time, he provides efficient service in the operation of several centralized services.
A successful industrial relations programme reflects the personnel viewpoint, which is influenced by three main considerations:
a) Individual thinking
b) Policy awareness and
c) Expected group reaction
Individualized thinking makes if imperative for the administrator to consider the entire situation in which the affected individual is placed. Policy awareness underscores the idea of the consistency of treatment and the precedent value of any decision which a management takes; while expected group reaction balances what we know of human nature in groups against an individual’s situation in the light of the policy that has been formulated and implemented. In all these different circumstances, reality demands that all the three aspects of the personnel viewpoint should be considered at once in terms of the past, the present and the future. This viewpoint is held at all the levels of management from the top to the bottom, from the top executives and staff to the line and supervisory personnel.


The staff employed in the industrial relations department should know the limitations within which it has to function. The industrial relations director generally has several assistants who help him to perform his functions effectively, and he usually reports directly to the president or chairman of the board of directors of an organization.

The functions of the industrial relations staff are –
1. Administration, including overall organization, supervision and co-ordination of industrial relations policies and programmes.
2. Liaison with outside groups and personnel departments as well as with various cadres of the management staff.
3. The drafting of regulations, rules, laws or orders and their construction and interpretation.
4. Position classification, including overall direction of job analysis, salary and wage administration, wage survey and pay schedules.
5. Recruitment and employment of workers and other staff.
6. Employment testing, including intelligence tests, mechanical aptitude tests and achievement tests.
7. Placement, including induction and assignment.
8. Training of apprentices, production workers, foremen and executives.
9. Employee counseling on all types of personnel problems-educational, vocational, health or behavior problems.
10. Medical and health services.
11. Safety services, including first aid training.
12. Group activities, including group health insurance, housing, cafeterial programmes and social clubs.
13. Suggestion plans and their uses in labor, management and production committees.
14. Employee relations, specially collective bargaining with representatives and settling grievances.
15. Public relations.
16. Research in occupational trends and employee attitudes, and analysis of labor turnover.
17. Employee records for all purposes.
18. Control of operation surveys, fiscal research and analysis.
19. Benefit, retirement and pension programmes.


The basic requirements on which a successful industrial relations programme is based are :-
a) Top Management Support: – Since industrial relations is a functional staff service, it must necessarily derive its authority from the line organization. This is ensured by providing that the industrial relations director should report to a top line authority to the president, chairman or vice president of an organization.
b) Sound Personnel Policies: – These constitute the business philosophy of an organization and guide it in arriving at its human relations decisions. The purpose of such policies is to decide, before any emergency arises, what shall be done about the large number of problems which crop up every day during the working of an organization. Policies can be successful only when they are followed at all the level of an enterprise, from top to bottom.
c) Adequate Practices should be developed by professionals: – In the field to assist in the implementation of the policies of an organization. A system of procedures is essential if intention is to be properly translated into action. The procedures and practices of an industrial relations department are the “tool of management” which enables a supervisor to keep ahead of his job that of the time-keeper, rate adjuster, grievance reporter and merit rater.
d) Detailed Supervisory Training :- To ensure the organizational policies and practices are properly implemented and carried into effect by the industrial relations staff, job supervisors should be trained thoroughly, so that they may convey to the employees the significance of those policies and practices. They should, moreover, be trained in leadership and in communications.
e) Follow-up of Results: – A constant review of an industrial relations programme is essential, so that existing practices may be properly evaluated and a check may be exercised on certain undesirable tendencies, should they manifest themselves. A follow up of turnover, absenteeism, departmental morale, employee grievances and suggestion; wage administration, etc. should be supplemented by continuous research to ensure that the policies that have been pursued are best fitted to company needs and employee satisfaction. Hints of problem areas may be found in exit interviews, in trade union demands and in management meetings, as well as in formal social sciences research.

Click Here To Download IR Questionnaire

2 comments - What do you think?
Posted by Hrformats - July 17, 2012 at 4:33 AM

Categories: HR   Tags: ,

Questionnaire on Labour Laws

I have Attached Questionnaire on Labour Laws. The questionnaire is based on central Acts and the chances of deviation for your states is remote.


MCQs on Industrial and Labour Laws


  1. Appointment of Welfare Officer under Factories Act, 1948 is compulsory where_______ employees are employed.

( (a) 50 (b) 500 (c) 1000 (d) 100)

  1. Crèche is mandatory under the Factories Act  where ______________ workers are employed

( (a) 30 (b) 100 (c) 30 women (d) 250)

  1. A canteen for use of workers providing subsidized food is statutory under the Factories Act where _____________ workers are employed.

( (a) 250 (b) 1000 (c) 100 (d) 150)

  1. Under Factories Act, appointment of a Safety Officer is mandatory where the no. of employees exceeds ________

( (a) 1000 (b) 500 (c) 100 (d) 50)

  1. Under Plantation Labour Act, 1951 a Welfare Officer is required to be appointed where the no. of workers is __________

( (a) 100 (b) 300 (c) 500 (d) 1000)

  1. Under Plantation Labour Act, crèche is to be set up where ______________ women workers are employed or the no. of children of women workers exceeds ________

( (a) 50 and 20 (b) 30 and 20 (c) 50 and 30 (d) 30 and 5)

  1. Under Plantation Labour Act, canteen is compulsory where ________ workers are working

( (a) 100 (b) 250 (c) 500 (d) 150)

  1. An adult worker under the Factories Act is eligible for leave with wages @ I day for every________ days worked during the preceding year

( (a) 50 (b) 20 (c) 15 (d) 240)

  1. Under the Factories Act no worker is permitted to work for more than _____ hours in a day

( (a) 8 (b) 9 (c) 10 (d) 24)

  1. Under the Factories Act, white washing of the factory building should be carried out in every _________ months

( (a) 12 (b) 24 (c) 26 (d) 14)

  1. Repainting or re varnishing under the Factories Act is required to be carried out in every ________ years

( (a) 5 (b) 10 (c) 3 (d) 1)

  1. Certification of Standing Orders under the Industrial Employment (Standing Orders) Act, 1946 is mandatory where ________ workers are employed

( (a) 500 (b) 1000 (c) 250 (d) 100)

  1. In order to be eligible for maternity benefit under the Maternity Benefit Act, 1961, a woman worker should have worked for not less than_________ days in the 12 months immediately preceding the date of delivery

( (a) 160 (b) 240 (c) 30 (d) 80

  1. Under the Maternity Benefit Act, a woman worker is eligible for ______ weeks leave with wages

( (a) 6 (b) 24 (c) 15 (d) 12)

  1. In case of miscarriage, a woman worker shall be allowed______ weeks leave with wages

( (a) 12 (b) 6 (c) 4 (d) 24)

  1. Under the Payment of Wages Act, 1936 payment of wages of establishments employing not more than 1000 employees shall be paid within _______ of the wage month

( (a) 10th day (b) 7th day (c) 2nd day (d) 15th day)

  1. Under the Payment of Wages Act, payment of wages of establishments employing not less than 1000 employees shall be paid within __________ of the wage month ( (a) 7th day (b) 15th day (c) 2nd  day (d) 10th day)
  2. An employee is eligible to get bonus under the Payment of Bonus Act, 1965 if he had worked for not less than ________ days in the preceding year

( (a) 30 (b) 240 (c) 160 (d) 190 )

  1. An employee whose salary does not exceed ____________ is eligible for Bonus under the Payment of Bonus Act.

( (a) Rs 3500 (b) Rs 2500 (c) Rs 6500 (d) Rs 10000 )

  1. The statutory minimum bonus is ________

( (a) 8.33% (b) 10% (c) 24% (d) 20%)

  1. Maximum bonus under the Payment of Bonus Act is _______

( (a) 8.33% (b) 10% (c) 24% (d) 20% )

  1. In order to be eligible for Gratuity under the Payment of Gratuity Act, 1972, an employee should have a minimum continuous service of __________

( (a) 10 years (b) 5 years (c) 7 years (d) 3 years)

  1. Under the Payment of Gratuity Act, the rate of gratuity is _________ salary for every completed year of service

( (a) 20 days (b) 30 days (c) 15 days (d) 2 months)

  1. A news paper employee is eligible for gratuity if he has ______ years continuous years of service

( (a) 10 (b) 5 (c) 7 (d) 3 )

  1. Employees who are drawing salary not more than __________ are covered under the Employees State Insurance Act, 1948.

( (a) Rs 15000 (b) Rs 7500 (c) Rs 6500 (d) Rs 3500)

  1. Employees’ share of contribution under the ESI Act is ________

( (a) 12% (b) 8.33% (c) 1.75 % (d) 4.75% )

  1. The employer’s share of contribution under the ESI Act is _____

( (a) 12 % (b) 8.33 % (c) 1.75 % (d) 4.75 % )

  1. Employees who are getting a daily average wages up to ________ are exempted from contributing employees’ share of ESI contribution.

( (a) Rs 70 (b) Rs 50 (c) Rs 100 (b) Rs 384.60 )

  1. Employees Provident Fund and Miscellaneous Provisions Act, 1952 is applied to establishments employing not less than _______

( (a) 10 employees (b) 20 employees (c) 50 employees (d) 100 employees )

  1. An employee whose salary at the time of joining does not exceed _________ shall become a member of the provident fund under the Act.

( (a) Rs 10000 (b) Rs 7500 (c) Rs 6500 (d) Rs 5000 )

  1. Employees’ share of provident fund contribution is __________

( (a) 12 % (b) 8.33% (c) 1.75 % (d) 4.75% )

  1. Employer’s share of contribution to the provident fund is  ________

( (a) 8.33% (b) 12% (c) 3.67 % (d) 4.75 % )

  1. Employer’s contribution to Employees Pension Scheme is _______

( (a) 8.33% (b) 12% (c) 3.67 % (d) 4.75 % )

  1. Employer’s contribution to Employees’ Deposit Linked Insurance is __________ ( (a) 3.67 % (b) 1.1 % (c) 0.5 % (d) 0.05 % )
  2. Prior intimation to the appropriate Govt to lay off, retrench or close down an establishment is required under the Industrial Disputes Act, 1947 where there are ________ workers

(  (a) 100 (b) 1000 (c) 50 (d) 500 )

  1. Prior permission from the appropriate Govt to lay off, retrench or close down an establishment is required under the Industrial Disputes Act where there are ________ workers

( (a) 100 (b) 1000 (c) 50 (d) 500 )

  1. Forming of a Works Committee under the Industrial Disputes Act, is mandatory where the no. employees is _________

( (a) 1000 (b) 100 (c) 500 (d) 250 )

  1. Lay off compensation is to be paid @ _________  of average wages

( (a) 15 days (b) 50%  (c) 60% (d) 75 % )

  1. The minimum no. of workers required to register a Trade Union under the Trade Unions Act, 1926 is _________

( (a) 10% (b) 50% (c) 33 % (d) 10% or 100 whichever is less )

  1. Continuous Service under major labour legislations means _______________         ( (a) work of 240 days if work is above the ground and 190 days if work is below the ground (b) work of 240 days (c) work of 180 days ( d) work of 160 days )
  2. _______________________prohibits discrimination in fixing salary to men and women engaged in the work of similar nature

( (a) Minimum Wages Act, 1948, (b) Payment of Wages Act, 1936,   (c) Payment of Subsistence Allowance Act  (d) Equal Remuneration Act, 1976 )

  1. Subsistence Allowance @ __________ shall be paid if suspension extends to a period beyond 90 days

( (a) 50% (b) 75% (c) 90% (d) 100% )

  1. The wages under the Minimum Wages Act, 1948 shall  include ______________ (  (a) CTC (b) a basic rate of wages and dearness allowance variable according to cost of living (c) basic rate of wages, DA, HRA and CCA (d) A consolidated amount decided by the employer  )
  2. ______________ absolves the employer’s liability under the Maternity Benefit Act and Workmen’s Compensation Act.

( (a) Employees Provident Fund Act (b) Industrial Employment (Standing Order ) Act (c) Employees State Insurance Act (d) Industrial Disputes Act

  1. Any amount due from an employer under settlement or award can be recovered following the procedures laid down in ______________

( (a) The Standing Orders   (b) section 15 of the Payment of Wages Act   (c) Minimum Wages Act (d) section 33 (C) of the Industrial Disputes Act.


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Posted by Hrformats - May 28, 2012 at 4:42 AM

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