QUESTIONNAIRE

*Dear Respondent: I am pursuing PhD on the topic ―Human Resource Development-

Its impact on the performance of knowledge workers. Kindly fill the questionnaire to
the best of your knowledge. The information provided by you shall be used for
research purpose only. Please tick mark (√) against the most appropriate answer.

PERSONAL PROFILE

Name of the bank: SBI / PNB / ICICI / HDFC

1. Name:

2. Gender:

1) Male ( ) 2) Female ( )

3. Age:

1) 21-30yrs ( ) 2) 31-40yrs ( )

3) 41-50yrs ( ) 4) 51yrs and above ( )

4. Designation:

1) Junior ( ) 2) Middle ( )

3) Senior ( )

5. Experience (Total);

1) 1-4yrs ( ) 2) 4-15yrs ( )

3) 15-30yrs ( ) 4) 30yrs and above ( )

6. Academic Qualification:

1) Graduate ( )

2) Post Graduate/Professional ( )

(PART-A)

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 TRAINING AND DEVELOPMENT IN YOUR ORGANISATION

1. What is the average number of hours of training received by you in the past 12
months?

1) Nil ( ) 2) 1-8 hours ( )

3) 9-24 hours ( ) 4) 25-40 hours ( )

5) 40 hours and above ( )

2. What is the Training policy of your organization? Is it

1) Mainly Need based ( ) 2) Mainly Cadre based ( )

(Please tick (√) whichever is applicable)

3. What methods are used in banks for identifying the training needs?

1) Need identified from Appraisals i.e., KRA ( )

2) Training on promotion or transfer ( )

3) On supervisory recommendation ( )

4) On recommendation of HR department ( )

5) On Job related problems ( )

6) Suggestions of the employees ( )

(Please tick (√) whichever are applicable)

4. Rate the training methods employed by your organization to conduct training

on the 5 point scale; where 5 = strongly agree, 4 = agree, 3 = neutral, 2 =
disagree and 1 = strongly disagree). Tick the appropriate number.

1) Role playing 5 4 3 2 1

2) Lecture, seminar 5 4 3 2 1
3) Group discussion/one to one 5 4 3 2 1

4) On the job training 5 4 3 2 1

5. What does the content of the training program attended by you lays stress
upon (Please tick (√) whichever are applicable):

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 1) Skillset updation ( ) 2) Customer Handling skills ( )
3) Multi tasking ( ) 4) Soft skills (Behavioral sciences) ( )

5) General Banking updates ( )

6. Indicate the specific areas of training requirement for your better performance
(Please tick (√) whichever are applicable):

1) Skillset building ( ) 2) Team building exercises ( )

3) Multi tasking ( ) 4) leadership training ( )

5) Management training ( ) 6) Stress Management exercises ( )

7. Indicate if the feedback scores are taken from the employees for formally
evaluating the impact of the training for review purpose.

1) Not evaluated ( ) 2) Evaluated ( )

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RATING SCALES
Please rate the following statements on the 5 point scale, where (5) = strongly agree,
(4) = agree, (3) = neutral, (2) = disagree, or (1) = strongly disagree. Tick (√) the
appropriate number for each statement using the above scale. Please tick only one
answer per statement.

1. Induction programs are well crafted to orient the employees 5 4 3 2 1

about knowledge of job and people.
2. Training needs are properly and regularly evaluated in your bank. 5 4 3 2 1
3. You are satisfied with the amount of training provided. 5 4 3 2 1
4 The training programs are: 5 4 3 2 1
4.1 Enjoyable and interesting
4.2 Well planned and multi skill 5 4 3 2 1
4.3 Not associated with real problems on the job 5 4 3 2 1
5. I am more planned and organized after attending training. 5 4 3 2 1
6. Effective designing of training programs help in supporting 5 4 3 2 1
individual development.
7. T&D programs have helped me with conceptual clarity, job 5 4 3 2 1
knowledge and familiarization with work practices.
8. Training (Learning and development activities) has helped me in 5 4 3 2 1
building interpersonal relationships in the workplace.
9. T&D supports potential development of the employee. 5 4 3 2 1
10. T&D programs of the bank support handle higher responsibility 5 4 3 2 1
11. T&D programs of the bank have helped me in increasing my 5 4 3 2 1
operational accuracy and reducing complaints & wastages.
12. I complete my work in time. 5 4 3 2 1
13. Training does not help in providing insight on critical issues that 5 4 3 2 1
affect your work.
14. I try to be at work in time and as often as I can. 5 4 3 2 1
15. I am able to grow through organizational learning programs. 5 4 3 2 1
16. Training did not help in team working, networking and 5 4 3 2 1
knowledge sharing.
17. I am currently working at my best performance level. 5 4 3 2 1
18. I willingly share my expertise with others in solving their 5 4 3 2 1
problems and getting their work done.

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 (PART-B)

PERFORMANCE APPRAISAL AND MANAGEMENT IN YOUR

ORGANISATION
1. On what factors are the performance ratings of the employees based on?
1) Performance evaluation of Key Result Areas ( )
2) Subjective Judgment of the supervisor ( )
2. Tick (√) mark the method of Appraisal used in your organization:
1) Appraisal by Reporting officer ( )
2) Appraisal by Reporting officer and Self appraisal ( )
3) Appraisal by Reporting officer, Self appraisal and
Juniors reporting to you ( )
4) Reporting officer, Self appraisal, Juniors reporting to you and Customer
reviews (if relevant) ( )
3. Apart from assessing employee performance, Performance appraisal
records are also used for:
1) Assessing employees‘ strengths and weaknesses ( )
2) Setting future targets ( )
3) Evaluating and enhancing employees‘ potential ( )
4) Departmental decisions as job rotation, transfers,
promotions, career planning and perk setting ( )
5) Assessing training needs ( )
4. Performance appraisal takes
1) Only quantitative aspects ( )
2) Quantitative and Qualitative as well ( )
5. The performance management process of your organization encourages:
1) Flexible working approach (given targets) ( )
2) Strict working routine ( )
6. For employee involvement while taking critical decision related to a job, the
consultations are held with:
1) Branch Head only ( )
2) Branch Head and Reporting officer ( )
3) Branch Head, Reporting officer and Individual ( )

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RATING SCALES
Please rate the following statements on the 5 point scale, where (5) = strongly agree,
(4) = agree, (3) = neutral, (2) = disagree, or (1) = strongly disagree. Tick (√) the
appropriate number for each statement using the above scale. Please tick only one
answer per statement.

1. Expectations of my supervisor are clear to me regarding my job 5 4 3 2 1

performance.
2. Timely access to appraisal records is given by your bank. 5 4 3 2 1
3. Receives and provide open and constructive feedback for 5 4 3 2 1
performance improvement.
4. Discussions regarding target setting, expectations and 5 4 3 2 1
requirements for performing are done in consultation with the
employee.
5. Incremental compensation is linked to performance 5 4 3 2 1
measurement.
6. Important matters related to performance are addressed by the 5 4 3 2 1
supervisors.
7. Achievements are rarely quantified and low performance is 5 4 3 2 1
highlighted.
8. Motivating style of supervisors has helped my career 5 4 3 2 1
development.
9. Performance evaluation of employee is accurate, objective and 5 4 3 2 1
unbiased.
10. Performance appraisal helps in leveraging your strength and 5 4 3 2 1
improving your weaknesses through training.
11. Effective and speedy follow-ups of performance reviews have 5 4 3 2 1
helped in increasing my work effectiveness.
12. Performance results are gathered on a regular basis and do not 5 4 3 2 1
suffer from recency effect.

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 (PART- C)

CAREER PLANNING IN YOUR ORGANISATION

1. Promotion is based upon

1) Merit based test ( )
2) Seniority ( )
3) Performance Appraisal records ( )
2. Career planning:
1) includes career counseling, guidance and workshops ( )
2) linked to Performance Appraisal for subsequent promotion ( )
3) linked to training for setting up of realistic plans for
further promotion ( )
4) None of these ( )
3. Transfer based promotion policy has affected your development prospects
1) Yes ( ) 2) No ( )

RATING SCALES
Please rate the following statements on the 5 point scale, where (5) = strongly agree,
(4) = agree, (3) = neutral, (2) = disagree, or (1) = strongly disagree. Tick (√) the
appropriate number for each statement using the above scale. Please tick only one
answer per statement.

1. Your organization develops continuing education and/or new 5 4 3 2 1

skills to improve employees‘ potential for the next step.
2. The organization plans conducive and visible policy for 5 4 3 2 1
individual growth.
3. Superiors address the development needs of employees and 5 4 3 2 1
adjust their efforts accordingly.
4. Ample career advancement opportunities and the necessary 5 4 3 2 1
requirements for growth are given equitably to all the employees.
5. Your bank makes an effort to put you in a job where you will be 5 4 3 2 1
successful (person –job fit).
6. You feel a sense of achievement in your career and suggest the 5 4 3 2 1
job to others.

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 (PART-D)

REWARDS AND RECOGNITION IN YOUR ORGANISATION

According to you what is the basis of your rewards and increments?

1) Seniority basis ( ) 2) Individual Performance ( ) 3) Branch performance ( )

RATING SCALES
Please rate the following statements on the 5 point scale, where (5) = strongly agree,
(4) = agree, (3) = neutral, (2) = disagree, or (1) = strongly disagree. Tick (√) the
appropriate number for each statement using the above scale. Please tick only one
answer per statement.

1. I get plenty of opportunities to be rewarded for the work I do. 5 4 3 2 1

2. Seniors motivate and support such behavior that must be 5 4 3 2 1
performed to earn organizational rewards.
3. The Rewards & Recognition policy matches industry 5 4 3 2 1
practices.
4. Performance based incremental reward policy has helped in 5 4 3 2 1
reducing employee turnover.
5. Your regular basis small efforts lead to rewards or 5 4 3 2 1
recognition which in turn leads to improvement in efforts
applied on your part.

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 (PART-E)

JOB SATISFACTION

RATING SCALES
Please rate the following statements on the 5 point scale, where (5) = strongly agree,
(4) = agree, (3) = neutral, (2) = disagree, or (1) = strongly disagree. Tick the
appropriate number for each statement using the above scale. Please tick only one
answer per statement.

1. I have been getting promotion as per my qualification and 5 4 3 2 1

experience.
2. I have full confidence in the management of this organization. 5 4 3 2 1
3. Favoritism does not have any role to play in my organization. 5 4 3 2
4. On the whole I am satisfied with the general supervision in 5 4 3 2 1
my department.
5. Working conditions in this organization are satisfactory. 5 4 3 2 1
6. My organization treats its employees better than any other 5 4 3 2 1
organization.
7. I have good opportunity to present my problems and views to 5 4 3 2 1
management.
8. My present job is as per my ability, qualification n experience 5 4 3 2 1
9. I have satisfactory relations with my supervisors. 5 4 3 2 1
10. I am proud of my organization. 5 4 3 2 1
11. Compared to the salary for similar jobs. 5 4 3 2 1
12. My supervisor takes into account my wishes and my 5 4 3 2 1
performance.
13. My job has helped to learn more skills. 5 4 3 2 1
14. My job is reasonably secure as long as I do good work. 5 4 3 2 1
15. Promotions are made on merit in this organization. 5 4 3 2 1
16. I usually feel fresh at the end of the day‘s work. 5 4 3 2 1
17. My pay is enough for providing necessary things in my life. 5 4 3 2 1
18. There is high team spirit in the work group. 5 4 3 2 1
19. I am satisfied with the welfare activities provided by the 5 4 3 2 1
organization.
20. I have good prospects of advancement in my job. 5 4 3 2 1

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 ANNEXURE -2
FACTOR ANALYSIS
Factors for the Training Practice in Public and Private Sector Banks
FACTORS ITEMS

1.Behaviors Oriented I am more planned and organized after attending training.

performance Outcome
Training and Development programs helped me with
conceptual clarity, job knowledge and familiarization with
work practices.
T&D programs of the bank have helped me in increasing
operational accuracy and reducing complaints & wastages
I complete my work in time.
I am currently working at my best performance level
2. Need Analysis and Training needs are properly and regularly evaluated in
Evaluation your organization.
You are satisfied with the amount of training provided
The training programs are not associated with real
problems on the job
Effective designing of training programs help in
supporting individual development
Training does not help in providing insight on critical
issues that affect your work.
3. Promotion specific T&D program of your bank supports potential
competencies development of the employee
T&D programs of the bank support handle higher
responsibility
I am able to grow through organizational learning
programs
4. Training content Training programs are enjoyable and interesting.
Training programs are well planned, multi skill and multi
functional
5. Contextual impact Training (Learning and development activities) has helped
of training me in building interpersonal relationships in the
workplace

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 I try to be at work in time and as often as I can
I willingly share my expertise with others in solving their
problems and getting their work done
6. Job success Induction programs are well crafted to orient the
Competencies employees about knowledge of job and people
Training did not facilitate team working, networking and
knowledge sharing.

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Factors for the Appraisal and Performance Management Practice in Public and

Private Sector Banks

FACTORS ITEMS

Achievements are rarely quantified and low performance

1.Effectiveness of
Performance Rating is highlighted
Performance evaluation of employee is accurate,
objective, unbiased.
Performance results appraised on a regular basis and does
not suffer from Recency effect
Expectations of my supervisor are clear to me regarding
2. Supportive
Working my job performance

Relationship Important matters related to performance are addressed by

the supervisors.
Motivating style of supervisors has helped my personal
development
Incremental compensation is linked to performance
3. Developmental
Appraisal measurement
Performance appraisal helps in leveraging strength and
improving weaknesses through training
Effective and speedy follow-ups of performance reviews
have helped in increasing my work effectiveness
Timely access to appraisal records is given by your bank.
4. Supportive
Feedback Receives and provide open and constructive feedback for
performance improvement.
Discussions regarding target setting, expectations and
requirements for performing are done in consultation with
employee

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 Factors for the Career Planning Practice in Public and Private Sector Banks

FACTORS ITEMS
1. Organization Organization develops continuing education and/or new skills
career planning to improve employee potential for their next step.
The organization plans conducive and visible policy for
individual growth.
Superiors address the development needs of employees and
adjust their efforts accordingly.
Ample career advancement opportunities and the necessary
requirements for growth are given equitably to all the
employees.
This organization makes an effort to put you in a job where
you will be successful.
You feel a sense of achievement in your career and suggest
the job to others.

Factors for the Reward and Recognition Practice in Public and Private Sector
Banks
FACTORS ITEMS

I get plenty of opportunities to be rewarded for the work I do

1. Incremental
Rewards & Seniors motivate and support such behavior that must be
Recognition performed to earn organizational rewards.
The R&R policy matches industry practices
Performance based incremental reward policy has helped in
reducing employee turnover
Your regular basis small efforts lead to rewards or recognition
which in turn leads to improvement in effort applied on your
part.

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 ANNEXURE 3
STATEMENTS RELATED TO BEHAVIORAL REACTIONS TO HRD
(Based on Opatha)
FACTORS INDICATORS ITEMS
Job knowledge T&D programs have helped me with
1. TRAIT conceptual clarity, job knowledge and
familiarization with work practices.
Interpersonal Training (Learning and development
Relations activities) has helped me in building
interpersonal relationships in the workplace.
Dependability Training did not help in team working,
networking and knowledge sharing.
Cooperation Motivating style of supervisors has helped
my career development.
I willingly share my expertise with others in
solving their problems and getting their work
done.
Communication Receives and provide open and constructive
feedback for Performance improvement.
Planning and I am more planned and organized after
Organising attending training.
Punctuality I try to be at work in time and as often as I
2.BEHAVIOUR can.
Speed Effective and speedy follow-ups of
performance reviews have helped in
increasing my work effectiveness.
Attendance Performance based incremental reward
policy have helped in reducing employee
turnover.
3. RESULT Completion of I complete my work in time.
work on
schedule
Quality of work T&D programs of the bank have helped me
in increasing my operational accuracy and
reducing complaints & wastages.

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Efficiency I am currently working at my best
achievements performance level.

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 ABSTRACT

Knowledge Workers- ‗People who use their brains more than their hands to earn a
living. Their job requires more brain power than muscle power.‘
- Peter Drucker
INTRODUCTION
Knowledge work and knowledge workers are not new concepts. What is new is the
fact that knowledge work and knowledge worker are rapidly becoming a crucial factor
in economic development, productivity and growth. Knowledge is being regarded as a
resource/capital in itself. Knowledge is today a critical asset for organizations. As we
move from a traditional manufacturing to a service/knowledge community, it is
recognized that knowledge is a primary source of competitive advantage, particularly
because it is so difficult to emulate.

The only resource in the business that possesses this knowledge is popularly called
knowledge workers. The performance of any organization depends upon the capacity
and contribution of its knowledge workers as they compete through their know-how.
The knowledge worker, by virtue of his position or knowledge, is responsible for a
contribution that materially affects the capacity of the organization to perform and to
obtain results (Drucker, 1966).
For effective performance of these knowledge workers, organizations require
approaches to people management to provide these workers with higher levels of
skills and motivations to unlock their hidden potential. For this, human resource
development policies and practices of the organization are considered to be the major
contributory factor to meet the challenges existing in the industry. That is why there is
so much demand of human resource management in shaping the future of the
organization. Organizations which are able to acquire, develop, stimulate and retain
this special category of workers are able to survive and compete in the knowledge era.
This study will analyses and compares certain critical human resource development
practices with respect to management of knowledge workers and how the knowledge
workers and those who manage them can understand their role better and contribute to
up-gradation of human capital of the firm.

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“it is certain that the emergence of knowledge workers and their productivity
as a competence, within a few decades, will bring about fundamental changes
in the structure and nature of the economic system.
-Peter F Drucker in his book, Management Challenges for the 21st
Century.

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INTRODUCTION OF HUMAN RESOUCE DEVELOPMENT

HRD is an organized learning experience aimed at matching the organizational need

for human resource with the individual need for career growth and development. It is
a system and process involving organized series of learning activities designed to
produce behavioral changes in human beings in such a way that they acquire desired
level of competence for present or future role.
According to Prof. T.V. Rao the best known Indian HRD expert, ―HRD‖ is a
process in which the employees of an organization are continually helped in a planned
way to:
(d) acquire or sharpen capabilities required to perform various
functions associated with their present or expected future roles.
(e) Develop their general capabilities so that they may be able to
discover their own inner potentialities and exploit them to full for their
own and organizational development purpose, and
(f) To develop an organizational culture where superior
subordinate relationships, teamwork and collaboration among different
sub-units are strong and contribute to organizational wealth (or
professional well-being) and motivation and pride of the employees.
On the basis of definition, the following features of HRD may be identified:
(iv) Human resource development is a planned and systematic
approach to the development of people. It is not a fragmented or piece-
meal approach but a total system of interacting elements designed to
improve the total personality.
(v) Human resource development is a continuous process of
developing the competencies, motivation, dynamism and effectiveness
of employees. It is based on the belief that there is no end to the
development of an individual and learning continues throughout life.
(vi) Human resource development is an interdisciplinary concept.
Experts belong to different disciplines tend to adopt a
compartmenttalised approach to HRD. But HRD involves confluence
of ideas from many sciences. Sociology provides new insights in the
growth and development of human system through the study of
families, communities and other groups, Psychology provides

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 explanation of human behaviour in terms of perception, motivation,
morale, etc. It provides instruments for use in selection, induction,
training, counseling, etc of employees. Anthropology focuses on
traditions, kinship, culture, etc which is helpful in conflict
management, intercultural relationships, etc. Political science provides
for power, status, politics, etc. Economics and management also
contribute to HRD in their own ways.
The various key functions of Human Resource Development are:
(vii) Performance appraisal
(viii) Potential appraisal
(ix) Career planning
(x) Training and employee development
(xi) Organization development
(xii) Rewards and employee welfare
In short, Human Resource Developments aims at helping people to acquire
competencies required to perform all their functions effectively and make their
organization do well.

INTRODUCTION TO KNOWLEDGE WORKERS

A Knowledge worker is today‘s workforce is an individual that is valued for their

ability to interpret information within a specific subject area. They will often advance
the overall understanding of that subject through focuses analysis, design and/or
development. They use research skills to define problems and to identify alternatives.
Fueled by their expertise and insight, they work to solve those problems, in an effort
to influence company decisions, priorities and strategies.

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Knowledge workers may be found across a variety of information technology roles,
but also among professionals like teachers, lawyers, architects, doctors, nurses,
engineers and scientists. As businesses increase their dependence on information
technology, the number of fields in which knowledge workers must operate has
expanded dramatically.

HISTORICAL EVOLUTION OF THE CONCEPT

The term was first coined by Peter Drucker ca. 1959, as one who works primarily
with information or one who develops and uses knowledge in the workplace.
Weiss (1960) said that knowledge grows like organisms, with data serving as food to
be assimilated rather than merely stored. Popper (1963) stated that there is always an
increasing need for knowledge to grow and progress continually, whether tacit
(Polanyi, 1976) or explicit.
Toffler (1990) observed that typical knowledge workers (especially R&D scientists
and engineers) in the age of knowledge economy must have some system at their
disposal to create, process and enhance their own knowledge. In some cases they
would also need to manage the knowledge of their co-workers.
Nonaka (1991) described knowledge as the fuel for innovation, but was concerned
that many managers failed to understand how knowledge could be leveraged.
Companies are more like living organisms than machines, he argued, and most
viewed knowledge as a static input to the corporate machine. Nonaka advocated a
view of knowledge as renewable and changing, and that knowledge workers were the
agents for that change. Knowledge-creating companies, he believed, should be
focused primarily on the task of innovation.
This laid the foundation for the new practice of knowledge management, or ―KM‖
which evolved in the 1990‘s to support knowledge workers with standard tools and
proceeses.
Savage (1995) describes a knowledge-focus as the third wave of human socio-
economic development. The first wave was the Agriculatural Age with wealth defined
as ownership of land. In the second wave, the industrial age, wealth was based on
ownership of Capital, i.e. factories. In the Knowledge Age, wealth is based upon the
ownership of knowledge and the ability to use that knowledge to create or improve
goods and services. Product improvements include cost, durability, suitability,
timeliness of delivery, and security. Using data (attributed to Ann Andrews, citation?)

333
in the Knowledge Age, 2% of the working population will work on the land, 10% will
work in industry and the rest will be knowledge workers.

PURPOSE OF THE STUDY

The knowledge base of companies is increasingly seen as underlying a firm‘s

performance, and the role of knowledge workers within this frame work is seen as
strongly associated with the firm‘s competitive performance. This perspective views
the effective management of knowledge workers as crucial in sustaining an
organizations competitive advantage. This study views the banking industry as a
knowledge intensive sector which nurtures the idea that banking sector relies on
specialist knowledge or expertise relating to a specific functional domain. This study
aims to investigate two things:-
(i) The first purpose is to explore the present HRD practices in
public and privates sector banks.
(ii) The second purpose of the study is to identify the important
factors which are most helpful to uplift the Job Satisfaction of
knowledge workers.
This empirical study will examine public sector banks and private sector banks in
Tricity. This research study will help to give an insight into effective management of
knowledge workers in these banks.

OBJECTIVES OF THE STUDY

To study the present policy frame work regarding HRD in the
selected public and private sector banks.
To study the HRD practices in these banks.
To examine the satisfaction of knowledge workers with regard
to existing HRD practices of banks.
To study the employees problems and providing suitable
suggestions with regard to HRD practices of the banks.
SCOPE OF THE STUDY
This study is an attempt to evaluate the HRD practices in selected Public Sector
Banks and Private sector Banks. The study will focus on various components of

334
human resource development. A sample of banks representing, suitably the above will
be taken for the purpose of the study.

RESEARCH METHODOLOGY
The proposed study will be based on primary as well as secondary data. Primary data
will be collected with the help of structured questionnaire from middle level and
lower level of management in the banks. A sample of certain percentage of the total
population will be selected for filling up the questionnaires in public, private sector
banks. Appropriate statistical tools will be used to reach the conclusions.

335
IMPORTANT INTERNET SITES
www.questia.com
www.acessmylibrary.com
www.amazon.com/exec/obidos/ASIN/0750670584
www.nitie.edu.com
www.tsivaram@rediffmail.com
www.kmresource.com/bookstore/htm
www.knworld.com
http://en.wikipedia.org/wiki/knowledgeworker
http://www.acm.org/ubiquity/interviews/v6134davenport.htm
http://www.cio.com/archieve/100198/Think.html
http://www.wharton.upen.edu
http://www.kellogg
http://www.mdi.ac.in
http://insead.edu
http://cretec.com
http://www.mcgeesmusings.net
http://www.humancapitalonline.com

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