Executive Summary

In business, words are words; explanations are explanations, promises are promises, but only performance is reality

With the purpose of learning what kind of business environment should be. Such knowledge could contribute to improve business operation in several ways, one of which is the effective performance of employee.

We conducted a basic research in one of the company in telecommunication sector, i.e Paktel after observing problem area in their system, to study their performance circle, that how is it being affected by other factor and what result it is generating. We collected data from different sources through different methods, analyzed the situation and then in a position to give conclusion and recommendations on basis of authentic fact and figures we have, that what actually is the root cause and how can one cope with it in general.

In the balance of this report we present a brief review of the literature, the research design, the rate of response to the questionnaires, findings, conclusions concerning our inferences of the significance of the findings, and graphs depicting some of the trends of the information. We will try our best to meet the hallmarks of scientific research.

This, then, is a summary of an extensive research project. As such, it does not nor cannot possibly identify all findings and implications of those findings. Furthermore, readers are likely to infer implications we did not see in the data, and we would appreciate hearing about that. We have tried in this brief summary to say what has been done and reasons for it, and to provide interpretation that seems to be appropriate. However, we do believe much of the spirit of the project is captured in this report along with findings and conclusion

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1) Broad Problem Area

1.1) Introduction To Paktel :

Paktel is a mobile telecommunication company in Pakistan. It was the first ever company granted license to carry out cellular phone services in Pakistan. Its main competitor emerged in late 1990s as Instaphone and soon began to dominate the market. However after the launch and rapid success of Mobilink in 1998, both services lost market share In January 2007 Millicom sold Paktel for $284 million to China Telecom.

1.2) Problem Area :

Paktel have seen a recesion period in previous years,and was not able to compete with other telecomunication companies in Pakistan.But after its transfer of ownership to chinese mobile company,it has started with a new turn.It has started its new projects and trying to be in parallel with other companies.But still it has less turnover with their projects and stated goals.They are facing certain problem.It can be in selection of prject,strategies or in employee performance.or competitor pressure in market.

Problem at employee end was our main focus in conducting research.We tried to figure out that either employee performance is affecting the turnovr or some other reason.Through observation,we come to knw either a performace problem is a root cause and directly affecting or it is just a syptoms and somthign indirectly causing it to be a reason or hurlde in dersired effective output.

1.3)Preliminary Data Gathering We started with basic data gathering through primary sources.We tried to get information in different areas of system with different aspects so to can shape the main problem area.

1.31) Bachground information

Type : Private Limited CompanyFounded : Early 1990sHeadquarters : Islamabad, Pakistan 68-E Jinnah Avenue, Blue AreaArea served : PakistanKey people : Guo Yong Hong(CEO)Industry : TelecommunicationOwner : China Mobile Ltd. (Formerly Millicom)Slogan : Responsibility makes Perfection

They are a very diverse group but we will narrow down our research within Islamabad

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1.32) Managerial philosphy :

They have single basic department of Human resource management, hadling whole workflow(recruitment, selection, resignation acceptance, training) of H.R.Their higher management team is mostly based on chinese members, and 30 percent Pakistani memebers,and secong level team comprising of Pakistani memebers.Their selection method are formal test followed by interviews of concerned candidates.Basic qualification needed is different for different level.Low lever manager having less than 2 yrs experience, bachelors or masters, having coomunication skills are preffered.Their salaries are in range of 15,000/- to 30,000/- .2nd level are senior manager and manager and asistant manager, qualification masters, with experince from 2 yrs to 5 yrs.Their salary is in range 40,000/- to 50,000/-.they hire mostly on permanaent basis but also hire with a little ratio on contract basis.Salary is paid in chinese currency.

1.33) Perceptions, Attitudes, and Behavioral Responses

Their workings hours are 8 hrs which can be extend, depending on work pressure, or seminars and meetings.They are provinding annually bonuses on basis of performance.Promotion expected duration is long, but also depend on performance.Providing different facilities,or same facilities with variabilty, depending on different ranks.They also started training processes,with different level of training with variable duration to different ranks.

The basic loophole they are facing, is that they have not much high level skilled candidates coming who can be suitable for high rank post.or either they need to hire from other cellular and telecommunication companies but with a high paying cost ,as they have to pay them larger amount they are getting from previous companies,Causing demotivation in lower rank managers.Their most of selection acceptance is done by high ratio of Chinese memebers, which have their own criteria in mind.So the problem can lie in recruitment process,selction process,attraction for candidates,promotion chances.so in nutshell broad problem area in Paktel can be define as in basic recruitment area, resulting in less high level employees and less employee turnover.

These were basic data collected through all primay sources,to pinpoint basic variables ,affecting the system and to ensure that no other variable left out.Till now or broad problem area has somewhat narrowdowned to circle of employee performance.Further data collection procceded through secondary sources and giving it shape of lterature survey,which is giving precise and comprehensive preview of all exixting variable in the system enviornment.

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2) Literature Survey

2.1) Performance

“A major factor in determining the overall productivity of a system, performance is primarily tied to availability, throughput and response time”. “Measurable outcomes relative to stated goals”.

What is a performance problem?

A performance problem occurs when an employee is failing to obtain the results expected of him or her, or falling short of the goals and objectives for the job. In other words, there's a gap between what the employee should be producing and what he or she is currently producing. Performance problems occur in many forms, and can range from simple poor productivity, to absenteeism, to negatively affecting the work of others.

However, it's important to distinguish between performance issues that negatively affect the company, and employee actions that may simply be annoying to the manager or other employees. Some employees may have certain habits that do not impact on their value, but simply annoy people. These are not really performance problems. In assessing whether there is a real performance problem, a good question to ask is: "What effect does "it" have on the company, or work unit, in terms of goal achievement." Or, "If we do nothing about this "problem", will there be any negative outcomes?"

Where do start with performance problem?

Once have a sense that there is a performance issue or performance problem with a specific employee, the very first step involves mapping out that problem in more detail. It's very helpful to know when the problem occurs, under what conditions, and the impact the problem has on your business or work-unit goals and responsibilities

What is diagnosing a performance problem?

Diagnosing a performance problem is a process used to identify WHY a particular employee is performing below expectations. Its function is obvious. To solve a problem, need to get to the root cause, the ultimate and critical cause, so can address the cause, and not just the symptom. Remember that the purpose of the diagnosis is to can fix the problem. It's not for the purpose of blaming, and should be carried out WITH the employee. It shouldn't be something you do TO the employee.

What are the most common causes of employee poor performance?

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There are two main causes of performance problems. The first has to do with employee characteristics. Employee performance is based on the following: employee skill levels, motivation, ability, training, and other factors that "belong" at least in part, to the employee.

The second type of cause has to do with the system in which work is done. In this category are included: managerial behavior, allocation of resources, the effects of colleague behavior, and a wide range of variables that are, by and large, beyond the control of the individual employee

What is most important pitfall to be avoided while diagnosing?

The most common pitfall, for managers, when trying to identify the cause of a performance problem (diagnosing) involves making what is called an "attribution error". That is, they attribute the cause of the problem to the employee, in its entirety, assuming that the productivity problem is caused by a deficit in the employee, and only a deficit in the employee

Of course, this can be true and accurate, but it can also be a) completely wrong, or more likely b) only partially accurate. The reality is that many performance problems occur as a result of the system in which the person works. For example, an employee may be less productive over time if the tools s/he is given are faulty, poor or inadequate. Certainly, that not the fault of the employee and it's not something the employee can even control.

In many situations, performance problems are jointly caused. That is, the causes lie both with the employee and the environment or system (and that includes managerial behavior). The two "causes" often interact, which is why will find that two employees doing the same job in the same environment can be differentially productive. Anyway, the point is not to rush to judgment and attribute a productivity problem solely to the employee. It's unfair to do so, and what's worse, aren't likely to be able to fix the problem unless also look at the work environment. When diagnosing performance look at employee factors as contributors and the bigger picture

2.2) Problem Definition:

Our research statement is:

Why performance of employees of Paktel are not up to mark?

We will consider all direct or indirect affecting variables, mention above and later, in our research, and then finally will come to any conclusion.

2.3) FACTORS AFFECTING EMPLOYEES INVOLVEMENT IN JOBS:

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(Does The Work Environment You Provide Affect Employee Performance?By Louise Manning )

The environment that people are required to work in can have a significant impact on their ability to undertake the tasks that they have been asked to do. This can affect productivity and employee health and well-being. The key factors fall into two categories, those that are driven by procedures, protocols and management requirements and the factors that arise from premises, office or factory design.

3. Management driven factors include the development of: •Organisation plans such as the allocation of responsibilities at all levels of the organisation, definition of job descriptions and the degree of access to the management and administrative support needed to complete their tasks;•Working patterns, shift-working, break times, absence or holiday cover; and•Health and safety policies, including the provision of training, development of safe working practices and the adequate supply of protective clothing and equipment.

The work environment can also have an impact on an individual’s ability to work safely, competently and in compliance with operational performance targets. It is important to address the following:

•Work space availability. Have you determined whether there is adequate space available for the tasks the individual is required to undertake? Are desks/computer terminals being shared and is this affecting productivity or causing stress? If the individual is working in a manufacturing area and they need to complete documentation or carry out inspection is there a work station available in their work environment close to where they work? •Light intensity. The requirements for light intensity and type of light should be determined as insufficient light will impact on visual inspection activities. •Weather/temperature. Is the area where the individual is required to work too hot or too cold, open to the weather/elements? If there is a requirement to work outside or in adverse temperatures does the company provide adequate controls, clothing or equipment?•Ventilation/humidity. Does the work environment contain poor quality air that could cause fatigue or a reduction in performance?•Noise/vibration. Can vibration affect an individual’s performance or safety? Is it a requirement to wear ear protection? Could this adversely affect performance? •Odour/dust or other emissions. How is this assessed and if required controlled to ensure personnel safety?•Premises hygiene/welfare facilities. Is the area that the individual is expected to work in hygienic, clean and tidy? Does the level of clutter affect performance? Is the area so filthy, unhygienic or infested with pests that it causes stress to those individuals working there? Are staff facilities, toilets, washrooms, canteens, coffee making facilities appropriate and maintained in a hygienic state?

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ON THE BASIS OF ( Chartered Institute of Personnel and Development’s annual survey 1997-2001)

4. Less skillful employees like Sales, operative and elementary employees were the least likely to have opportunities for direct participation. Level of qualification required for the job, was also strongly associated with direct participation.

5. Inexperienced managers probably have more difficulty in correcting problems that involve under-performing staff members. They have, by definition, a background which has provided fewer opportunities to interact with subordinates as problems are identified and successfully addressed.

6. One reason both inexperienced   managers and their less-experienced counterparts

may have difficulty with problem resolution in situations involving people is because it is never easy (in fact, it is typically a challenge) to “manage” problems which involve employees—each of whom have their own differing attitudes, viewpoints and perspectives

HR I N S I D E R S E R I E S

Ensuring your employees understand how their specific job/role contributes to achieving your company’s business objectives. Without a consistent process of setting goals for each individual employee that map directly to your company’s objectives, they may be spending too much time on the wrong activities how can your company expect its people to work toward a shared vision — and deliver bottom-line results — if they’re unclear what’s expected of them?

The ultimate goal of managing is not to get an employee to perform as expected, but to have them willingly go above and beyond the call of duty — because they want to. Building a culture in which employees are energized and engaged to perform at maximum levels (and beyond) requires both strong management skills, and a consistent process for providing accurate, quality feedback

Less Use of data ,effectively to gain powerful insights about company performance

Performance Appraisals –How to Make Them Work For You by Steve Lemmex, Global Knowledge Course Director,

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Poorly done, less performance appraisals can leave you with underperformers who lack the direction to change their behavior, good performers who feel unrecognized for their work, and, worse yet, problem employees who should be dismissed, but a lack of appropriate documentation prevents this.

CHANGING PATTERNS OF EMPLOYEE INVOLVEMENT (SKOPE Research Paper No.28 Spring 2002,Duncan Gallie, Nuffield College, Alan Felstead, University of Leicester and Francis Green, University of Kent. )

The second broad perspective of research was concerned with employees’ involvement indecision-making as a potential factor improving work performance and organizational productivity.

Other factors

Recruitment strategies Internal communication Workloads Performance management Development of a stress policy Higher absenteeism and no action against it. Less employee retention Less hardworking and motivating. Less norms, reward and promotion and other facilities. Less training Less reputation enhancement Less attractive pays according to capability. Less job satisfaction. Contract type job. communication frequency supervisor job performance Less or poor guidance and Style of instruction: Age factor and its interrelation with training, experience of individual, general

knowledge and exposure to Business world. Confidence level.

3) Theoretical Framework

Moderating Variables

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Independent Variables Intervening Variables Dependent Variable

Schematic diagram for Theoretical FrameworkProblem Definition:

Why performance of Paktel employees is not up to the mark?

Academics

Training

Managerial Behavior

Division Of Work

Compensation

Performance Appraisal

Experience

PERFORMANCE

Confidence Job Satisfaction

Motivation

WellDefined Policies

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3.1) Explanation:

On Basis of literature survey conducted for getting deep insight of variable affecting problem area that is performance of employees, we come to know following different variable affecting the scenario:

Variables Identification:

Performance Dependent Variable Academics Independent Variable Training Independent Variable Managerial Behavior Independent Variable Division of Work Independent Variable Compensation Independent Variable Performance Appraisal Independent Variable Experience Independent Variable Motivation Moderating Variable Well Defined Polices Moderating Variable Confidence Intervening Variable Job Satisfaction Intervening Variable

Variables Relations:

The dependent variable is performance, which is of primary interest, and which is varying by the influence of seven independent variable.

Academics : It affects performance directly, employee having good education, knowledge, exposure, and skills required for the job, will definitely perform well as compare to one having less education or skills.

Training : It also affects performance directly. As good and proper training increased the requisite knowledge of performance standards. No or poor training can lead to probability of decrease in effective performance.

Managerial Behavior: Good leadership leads to good followers. If boss or whole management teams would be enough flexible to reduce communication gap between management and lowers employees, it will lead to good performance. Right instructions, at right time in right way will guide the employees in doing

their job in desired way and will be thus effective in achieving standard. so it is directly strengthening performance

Division of Work: Allocating proper type of work to right person will also be helpful in effective performance of every employee .Management taking in

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account, that who is capable of which sort of work, knows the right way of taking desired output from employees.

Compensation : Attractive salaries and different facilities according to designation will attract the skilled candidates and will be able to retain present employees and thus directly affecting the performance.Availibility of basic facilities to employee of every level without discrimination of designation will lead to good result to all level.

Performance Appraisal : Every one wants to be praised and proper appreciation for good work. Good appraisal in form of promotion, bonus, extra facilities and positive reputation enhancement will directly heighten performance in future.

Experience : More experience will bring maturity which can enhance performance, better know how of working pattern will directly affect the performance. That’s why for higher responsibilities jobs demand experience of different years.

Motivation : is moderating variable. Firstly Individual having aim and motivation of achieving anything will not only benefit their self but also the system, they are part of, through struggling which is ultimately key to success. So employees who are highly motivated will try their best to perform and will perform up to the mark. So motivation will speed up the performance.

Well Defined Polices: Secondly, proper rules and polices for employees will also speed up the performance. There should be controlling body, to take action against any wrong behavior .or higher absenteeism and should be enough flexible to listen to heir employees. Proper rule and tracking that if they are followed will lead to effective performance.

All independent and moderating variables will boost up the job satisfaction and confidence which are the foundation of success, and effective & valuable performance. Inner satisfaction and confidence will make the employee to perform any given responsibility with honesty, sincerity and with best input of abilities.

4) Operational Definition: Dimensions and Elements

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Operationalizing the concept of Managerial Behavior

Operationalizing the concept of Motivation

ManagerialBehavior

InstructionFeedbackMonitor

Stand by/ Silent

Observation

Periodic/Regular

Immediate/ late

Appreciation

No. of Instruction per task

Verbal/Written

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Opertionalizing the concept of Well Defined Policies

Motivation

Performance

Working Hour

Meeting Deadlines

Absentees

Target Achievement

Challenges

Lead Team

Attitude towards Work

Constant Work

Days Off

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5) Hypothesis Statements

Well DefinedPolicies

Awareness

Orientation

Training

Control

Rigid/Flexible

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Following are some hypotheses which can be developed from the literature we consulted and the given theoretical framework irrespective of there are many other factors involved in the whole scenario which we haven’t taken to narrow down our scoop for this report.

Acadmeics

o Good education & skill is positively associated with performance.o If there will be better education & skill then it will lead to improvement in

performance.o There is no relationship between education & skill and performance.

Training

o Effective training boosts up performance directly.o If effective training would be the input then output would be effective performanceo The relationship between training and performance is zero

Managerial Behavior

o Well managerial behavior will result in proper desired performance.o If managerial behavior will be proper then it will add to performance positive

impact.o The two variables: managerial behavior and performance are independent of each

other.

Division Of Work

o Proper allocation of responsibility will improve the performance positivelyo If responsibilities will be allocated properly then it will turn out into good

performanceo Proper allocation of responsibility doest not influence performance

Compensation

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o Attractive salaries and facilities increment the performanceo If salaries and facilities would be attractive and proper then it will enhance the

performance.o Salary and facilities does not manipulate performance

Performance Appraisal

o Proper timely performance appraisal will reinforce the good performanceo If proper appraisal would be conducted then it will result into productive

performanceo Performance appraisal has nothing to do with performance

Experience

o Experience will augment the performanceo If experience would me more as job requiring then its consequence will be positive

on performanceo Experience and performance has no relationship

Well Defined Rule & Polices

o Proper Rules will cause proper performanceo If there would be proper rules and their tracking then it will create positive

performanceo rules and polices has no effect on performance

6) Research Design

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Purpose of Study

The research undertaken will lie in the category of BASIC RESEARCH as it is to generate a basic body of knowledge about the performance of employees. Finding of such results contribute to the building of knowledge in the various functional areas of business.

The nature of study is HYPOTHESES TESTING as it explains the nature of relationship between different internal factors and performance of employees. It also describes how motivation, and proper rules and policies strengthen this relation.

Type of Investigation

This would be a CO-RELATIONAL STUDY. As we are interested in identification of all important multiple factors associated with the problem and influencing it.

Extent of Researcher Interference

We used MINIMAL INTERFERENCE, beyond administering a questionnaire to the employees; we have not interfered with their normal activities. So it will be field study (non- contrived) where work proceeds normally in natural environment.

Unit of Analysis

Unit of analysis for the undertaken study is INDIVIDUALS; as we will get information by individual employees and will treat individual response as data source. While observations at very start are in general of employees performance.

Time Horizon

While the topic is so vast, complex and affected with the time factor along many other factors that it can be prolonged to a longitudinal study. But due to time limit we can only conduct this research as one-shot. So it is CROSS SECTIONAL

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7) Data Collection Method

We have used questionnaires as our data collection instrument and we have personally administrated the questionnaire. The questionnaire used for our study is given. As we personally administered the questionnaires so we have 100% return rate. The responses that we gathered from respondents by questioners have been summarized in graphical form.

Distributing Questioners

We distributed questioners in different employees of Paktel, Head office Islamabad.. The feed back was quite good because questioner was not that much lengthy and was very easy and understandable.

8) Data Collection Instrument

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Questionnaire

Dear Participant,

This questionnaire is designed to study performance of employees. The information you provide will help us better understand the factors which affect the performance of an employee. Your response will be kept strictly confidential.

Cordially,

Groovy! The Group

1. Training affects my performance standards _____

Strongly Neither Agree StronglyDisagree Disagree nor Disagree Agree Agree

1 2 3 4 5

2. How often company offers training to the employees?

a) Annually b) Semi-Annually c) After 2-3 years d) After 3-4 years

3. Put the most appropriate response number for you on the side of each item, using the scale below.

Not at All Somewhat Moderately Very Much 1 2 3 4

I am satisfied with the task assigned to me each day ____ I enjoy performing the daily activities of my job ____ I will stay overtime to finish a job even if I am not

paid for it ____

4. Your working hours exceed from normal 8 hours?

a) Never c) Mostly d) Rarely

5. How much you are satisfied with your working hour?

Extremely Extremely Satisfied 5 4 3 2 1 Unsatisfied

6. How do you feel about your salary?

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7. Indicate the weightage you give to each of the following four aspects in terms of

appraising the performance of an employee in the organization by allotting points for each to total 100 in all

Promotion ____ Bonus ____ Extra Facilities ____ Positive Reputation Enhancement _______________________________________________ Total 100___________________________________________

8. In your opinion your benefits are adequate?

a) Yes b) No

9. What is the channel of giving instructions between employees and the manager?

a) Verbal b) Written

10. State how would you rate yours manager’s behavior with respect to each of the characteristics mentioned below, by circling the appropriate number.

+3 +3 +2 +2 +1 +1 Instruction per Immediate Task Feedback -1 -1 -2 -2 -3 -3

+3 +3 +2 +2 +1 +1 Appreciation Monitoring

-1 -1 -2 -2

-3 -3

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11. Circle the number that is close to how you feel about the statements given below.

__________________________________________________________________ Very Very

False True

1. I complete the task given to me 1 2 3 4 5 on time. 2. I occasionally prefer to take 1 2 3 4 5

days off. 3. I prefer to concentrate on 1 2 3 4 5

achieving my goals. 4. I would probably keep working 1 2 3 4 5

even if I don’t need money. 5. I always prefer to take extremely 1 2 3 4 5

difficult assignments.__________________________________________________________________

12. How much job experience do you have?

a) Below 5 years b) 5-10 years c) Above 10 years

13. How rigid rules and policies are of your organizations for the employees?

Extremely Extremely Rigid 7 6 5 4 3 2 1 Flexible

14. On scale of 1 to 10, rate your orientation course ______

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The questions in the survey may not have afforded you an opportunity to report some things you may want to say about your job, organization or yourself. Please make additional comments needed, in the space provided________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Name _________________ Occupation _________________

Education _________________

I sincerely appreciate your time and cooperation. Please check to make sure that you have not skipped any questions inadvertently.

Thank you!

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Description of Questionnaire

1. Training affects my performance standards _____

Strongly Neither Agree StronglyDisagree Disagree nor Disagree Agree Agree

1 2 3 4 5

In above question we used Likert Scale. This also uses the interval scale. We used likert scale because we wanted to measure the magnitude of the differences in the preferences among the individuals. From the above-mentioned question, we will come to know the exact number of employees who have improved their performance through training. Regarding this (question) we can also measure whether the company is offering appropriate training to the employees for efficiency of their performance.

2. How often company offers training to the employees?

a) Annually b) Semi-Annually c) After 2-3 years d) After 3-4 years

This question uses Category Scale, which also uses nominal scale. By this question we can analyze that excess training can hamper their performance.

3. Put the most appropriate response number for you on the side of each item, using the scale below.

Not at All Somewhat Moderately Very Much 1 2 3 4

I am satisfied with the task assigned to me each day ____ I enjoy performing the daily activities of my job ____ I will stay overtime to finish a job even if I am not

paid for it ____

In above question Itemized Rating Scale, which uses interval scale is used. With the help of above mentioned statements we will come to know whether proper type of job is being allocated to right person because proper division of work among employees improves the performance positively.

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4. Your working hours exceed from normal 8 hours?

a) Never b) Mostly c) Rarely

Category Scale, which uses nominal scale, is used in this question. Above question is to measure working time limitation.

5. How much are you satisfied with your working hour?

Extremely ExtremelySatisfied 1 2 3 4 5 Unsatisfied

Above question uses Numerical Scale. This is also interval scale. This question is to measure the satisfaction of hectic workload on employees.

6. How do you feel about your salary?

The question mentioned above uses Face Scale. This is also interval scale. Above question will help us analyze the financial satisfaction level of the employees regarding their salary package.

7. Indicate the weightage you give to each of the following four aspects in terms of appraising the performance of an employee in the organization by allotting points for each to total 100 in all

Promotion ____ Bonus ____ Extra Facilities ____ Positive Reputation Enhancement _______________________________________________ Total 100___________________________________________

It is a Fixed or Constant Sum Scale. This is more in the nature of an ordinal scale. In the given question to analyze on which of the above mentioned four aspects does the company emphasis more in respect of positive performance.

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8. In your opinion your benefits are adequate?

a) Yes b) No

In above question we used Dichotomous Scale, which uses nominal scale. With the help of above question we can categories two mutually exclusive groups. The information generated from above question will help us in calculating the percentage (or frequency) of employees who think that their benefits are sufficient and those who think that their benefits are insufficient.

9. What is the channel of giving instructions between employees and the manager?

a) Verbal b) Written

Above question uses Category Scale. This also uses the nominal scale. It will help us understand

How formal the atmosphere of a company is? What is the channel of communication among employees and the manager?

10. State how would you rate yours manager’s behavior with respect to each of the characteristics mentioned below, by circling the appropriate number.

+3 +3 +2 +2 +1 +1 Instruction per Immediate Task Feedback -1 -1 -2 -2 -3 -3

+3 +3 +2 +2 +1 +1 Appreciation Monitoring

-1 -1 -2 -2

-3 -3

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The above mentioned question uses Stapel Scale, which is also an interval scale. It will help us measure both direction and intensity of attitude of employees towards the immediate feedback, monitoring, appreciation and instructions given by the manager.

11. Circle the number that shows how you feel about the statements given below.

__________________________________________________________________ Very Very

False True

1. I complete the task given to me 1 2 3 4 5 on time. 2. I occasionally prefer to take 1 2 3 4 5

days off. 3. I prefer to concentrate on 1 2 3 4 5

achieving my goals. 4. I would probably keep working 1 2 3 4 5

even if I don’t need money. 5. I always prefer to take extremely 1 2 3 4 5

difficult assignments.

In this question Numerical Scale is used. This is also an interval scale. The above statements will help us to measure the motivation level of each employee. It will give us an idea of how enthusiastic and devoted employees of a company are for achieving anything that will not only benefit their self but also the system.

12. How much job experience do you have?

a) Below 5 years b) 5-10 years c) Above 10 years

The question stated above uses Category Scale. This also uses nominal scale. It will help us in measuring the experience and consistence level of employees.

13. How rigid rules and policies are of your organizations for the employees?

Extremely Extremely Rigid 7 6 5 4 3 2 1 Flexible

The above mentioned question uses Numerical Scale, which is also an interval scale. It will help us measure the implementation of autocratic or either democratic management style.

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14. On scale of 1 to 10, rate your orientation course ______

The above stated question uses Graphical Rating Scale. This is an ordinal scale. With the help of this question we will come to know how many employees are aware of the policies and system of a company.

Occupation _________________ Education _________________

It is an Open Ended Question.The above question states whether the qualification of the employee is up to the required standard of his/her designation or job status.

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