This document discusses assessing the effects of human resource management (HRM) practices on employee job performance at the University of Education in Lahore, Pakistan. The study examines how recruitment, training, and reward practices impact employee job performance. It reviews literature on the relationships between HRM practices and performance. The study aims to determine which HRM practices significantly correlate with employee job performance. It hypothesizes that effective HRM practices positively influence employee job performance.

1. ASSESSING THE EFFECTSOFHUMAN RESOURCE MANAGEMENT
(HRM) PRACTICES ON EMPLOYEE JOB PERFORMANCE
Class Project
MAY 25, 2017
University of Education
Bank Road, Lahore

2. 1
ASSESSING THE EFFECTS OF HUMAN RESOURCE MANAGEMENT (HRM)
PRACTICES ON EMPLOYEE JOB PERFORMANCE: A STUDY OF UNIVERSITY of
EDUCATION BANK ROAD CAMPUS, LAHORE
Aqsa Nawab
aqsanawab76@gmail.com
Mahreen Fatima
mahreenfatima77@gmail.com
Rabia Bashir
rabiabashir560@gmail.com
Hafiza Sajida Iqbal
sajidahiqbal88@gmail.com
Fatima Yakoob
fatimachoudhry.fc@gamil.com
Ayesha Bilal
ayeshasheikh.agca@gmail.com
Ma’am Uzma Aslam
Department of management Sciences, University of Education, Lahore
ABSTRACT
Organization commitment towards improving their Human Resource Management (HRM) practices
becomes increasingly necessary day by day. The study examines the effects of Human Resource
Management practices on employees’ job performance in UNIVERSITY OF EDUCATION BANK ROAD
CAMPUS LAHORE. The study shows the proposition that an effective HRM practices have positive
effects on the employees’ job performance and the results unraveled that some not all the HRM
practices correlates significantly with employee job performance even though all are related.
Key words:
Recruitment, Training, Reward and Employee job performance

3. 2
CHAPTER NO. 1
INTRODUCTION
In the chapter1 firstwe discussthe introductionof ourresearch sectorthatisHuman Resource
Management.Ourtopicis “Assessingthe effectof Humanrecoursespracticesinthe university”. We
can say inthisbasicfocusis onour selectedvariablesthatare Recruitment,trainingandRewardfrom
the aspectof differentauthors.Thenthereisaobjective of the studyandthenproblemstatement
and lastgivenscope orsignificance of the study.
Human resource management encompassed activities designed to provide for and co-ordinates, all
human element within the organization. This will ensure its stable continuity and achievement. The
humanpersonnelelementrepresentsone of the company’slargestinvestments.The greatestassetof
any organization is its human resources that ensure that achievement of the company’s goal and
objective.Humanresourceshave emergedasthe mostvaluable source of competitive advantage for
organizations.
Developing countries present a different context for HRM. Human resource management is
administrative activities associated with human resources planning, recruitment, selection,
orientation,training,appraisal,motivationandalsoafunctionswithinanorganizationthatfocuseson
people (Wikipedia,2012). Relativelyhighunemploymentratesalongwithlarge populationscreatean
employer’s market. Therefore, human resources are considered more of a cost than an asset or
contributors to organizational performance. Developing effective HR practices in health care
organizationsfor high quality of care in the developing countries is complex issue. In recent years,it
has beennotedthatgoodnumberof businessestablishmentare havingpoorperformance asaresult
of lackof effectiveandefficienthumanresources.Businessisfullof uncertaintyandthe understanding
of laborcontributionorhumanresourcesdevelopmentisvitalformanagementespeciallyinthe areas
of boosting organizational productivity and as well its profitability.
The challenges of lack of skilled labor, heavy competition among firms, technological problems, low
productivity and to mention but a few leads to a high rate of poor performance and poor product
implementationwhile placinga seriouslimitationonproductexpansionandincrease inproductivity.
Activities of HRM include HRM planning, staffing, training and development, performance
management, compensation management, safety and health and employee relations. In an early
stage,the managementof organizationhasignoredthe functionof HRMpracticesas a maindriverof
organizational success.

4. 3
1.1 Objectives
The mainreasonforstudyistofindoutthe impactof HRMpracticesontheEmployeejobperformance.
Other related objectives are gathered by using University of Education Bank road campus Lahore as
the study area to investigate the relationship between the following:
• Recruitment /Selection and Employee Job Performance.
• Training /Development and Employee Job Performance
• Reward/Compensation and Employee Job Performance.
1.2 Problem statement
What are the HRMpractices that affect the employee job performance?
1.3 Scope of study
This study covers an assessment of the effects of Human Resource Management practices
(Recruitment/Selection, Training and Development, Employee Involvement, Maintenance,
CompensationandRewards,andSeparation) onemployee jobperformancewithparticularreference
to University of Education Bank Road Campus, Lahore.

5. 4
CHAPTER NO. 2
LITERATURE REVIEW
In the chapterno 2 firstlywe givethe literaturereview of the study. Thatreflects the backgroundof
studywithdifferentaspect. Thenwe discussshotsummaryof HRMpracticesandEmployee job
performance.Andatthe endwe discussthe hypothesisof the study.
ABUBAKAR and Allumi in 2013 stated that when HRM was introduced as a US management
concept it put stress on individual employee and provide the need to treat worker as an asset
rather than cost. Guest (1987) provides three main approaches regarding to HRM. Initially,
HRM as a new title for personal management was showing that organizations recreate their
personnel department without changing HRM practices. Secondly, HRM as a way for
reorganizing employee’s role and provide information about work and lastly HRM as a new
approach which focused on full and positive usage of HRM resources.
Storey’s (1992) enlighten the unitary aspect of HRM as an effective management that employee
was well aware of company goals how to achieve it. HRM was a process which were related
to employee selection, training, compensating employees, check towards their health and
safety.
Hendry and Pettigrew (1990) emphasized on framework or structures were necessary for HRM.
Another feature was the decentralization of responsibility. Line managers not only emphasized
on technical responsibilities but also increasing the aspect of HRM.
HR recruitment and selection was based on the organization's mission and the workplace
culture. Recruitment and selection process was necessary to enter in the organization where
most organizations recruit talents that drive their goals and interest. Interviews, assessment
centers, curriculum vitae, references among others were used for this purpose.
Training was the formal and systematic modification of behavior through learning
Whichoccurs as a resultof education,instruction,developmentandplannedexperience (Armstrong,
2001). Trainingcouldbe onthe joboroffthe jobdependingonthe need.Appropriate trainingrequired
forvariousneedssuchas:tosolve pertinentproblems,toboostperformance,andalsoforcontinuous
development of human resource.
The trainingprocesswasone of the most importantaspectsof HRM neededtokeep organizations
ahead of their competitors Hilb (1992). A rigorous study conducted by Koch and McGrath (1996)
demonstrated that firms that engaged in systematic training of their workforce are more likelyto
enjoy the rewards of a more productive workforce.

6. 5
The remuneration process was essential and a source of argument in most organizations. It is
concerned with both financial and nonfinancial rewards and embraced the strategies, philosophies
planand processesemployedbyorganizationstodevelopandmaintainrewardsystems.Aninclusive
andeffectiveHRMstrategyhadacoherentapproachtorewardsasone of itsmostcentral component
(Armstrong & Murlis 1991; Poole & Jenkins 1997). It plays a motivational role in management.Pay
strategiesinclude performance relatedpay,productionbasedpay,skill based,knowledgebasedand
base pay (Brown 1989).
Employee jobperformance hadmostimportantof anyorganizationandresearchers.Job performance
was related to behavior and attitude of employee they were show in worked place. MCClLOY,
CAMPBELL and CUDECK (1994) Job performance was attribute variable in job has different
performance elements. (MCCLOY et al; 1994) PORTER and LAWLER (1968) contend that attitude
influence performance.Forexample,CHRISTEN et al; (2006) CHORS et al; (2006) RAYTON (2006) and
ZHANG and ZHENG (2009) established the job satisfaction-an attitude variable – influence job
performance – a behavioral variable. LOWLER and PORTER (1967) Satisfaction was higher relation
could be the job performance. So the job satisfaction and job performance closely related to each
other. JUDGE, THORESEN, BONO and PALLON (2001) made the average true correlation of job
satisfaction and job performance estimated to be 0.30.
2.1 HRM Practices and Employee Job Performance
Previous studies attached individual HRMpractices to firm financial performance (Milkovich, 1992;
Huselid,1995; Guest,1997). DeleryandDoty (1996) describedpracticesthatwere alwaysconsidered
as HRM practices that were temporarily linked with overall organization. Mostly research was
conducted on relationship of HR practices and work outcomes.
Social exchange theory put stress that HRMpractices play positive exchange role towards employee
and employer–especiallywhenthe needof individual workerwasrecognized.Asaresult,employee
repay with positive attitudes and behavior (Gould – Williamsand Davies, 2005). Luma – Arocas and
camps (2008) establishedthatHRM practiceshad affectturnoverintentionthroughjobssatisfaction
and organizational commitment.
Saks and Rotman described about feedback that foster work engagement. Implementationsof HRM
practices were helpful and important mean to foster favorable outcome. For example, strong
recruitment and selection practices, promotional opportunities, flexible benefit plan, employee
responsible show organizational commitment.
TABIU andNURA,etal (2013) the researchwasconductedtoassessingthe effectsof HumanResource
Management practices on employee job performance on Usmanu Danfodiyo University of Skokoto.

7. 6
Theyuseddependentvariable (Employee jobperformance) withindependentvariable (Recruitment,
training,involvement,reward,maintenance,separation).Questionnaireswere usedforcollectionof
data in this study. A number of 285 questionnaires were distributed to their staff of university that
theyusedastheirsample outof 1027.The itemsusedwere basedonLikertscale tofacilitatethe data
analysis. The result showed that effective HRM enabled the university employees to contribute
productively and effectively for the achievement of the organization’s objective and goal.
2.2 HYPOTHESIS
H1: There is a positive relationship between Employee job performance and Recruitment.
H2: There is a negative relationship between Employee job performance and Training.
H3: There is a positive relationship between Employee job performance and Reward.

8. 7
CHAPTER NO. 3
METHODOLOGY
In thischapterfirstlywe discussthe methodologythatprovidethe informationabout the technique
that we use and our areasample size andno of respondentand thenafterwe discussthe theoretical
frame inwhichthere is short summaryof our selectedvariablesinformationare givenand afterthat
we discussmodel firstone is coefficientmodel and secondis conceptual model of the studyare
explain.
3.1 METHODOLOGY
This paper focuses on descriptive and causal research (hypotheses testing) since it is aimed at
explainingthe relationshipbetweenthe variableswithacross-sectional surveydesignusingasample
of 57 teaching staff from a population of 70 academic staffs of University of Education Bank road
campus, Lahore. And there is 10 members are on leave. A regression analysis was run and a
multicollinearity test was also conducted. Out of the 60 sample (Krejcie & Morgan, 1970), only 57
provided the needed information related to the topic selected, the analysis however was based on
the 57 respondents.A single instrumentwasusedfordata collectionwhichwasdesignedon5-point
Likert scales to measure the various variables. A content and construct analysis was undertakenby
making use of extensive literature and previously validated constructs.
3.2 THEORETICAL FRAMEWORK
Identify variables:
 Recruitment / selection
 Training /Development
 Reward / Remuneration
 Employee Job performance
Recruitment / selection:
Recruitment can be defined as searching for and obtaining a pool of potential candidates with
the desired knowledge, skills and experience to allow an organization to select the most
appropriate people to fill job vacancies against defined position descriptions and specifications.
The purpose of the recruitment process is to find the widest pool of applicants to provide the
greatest opportunity to select the best people for the required roles in an organization.

9. 8
Once a pool of candidates has been identified through the recruitment process the most
appropriate candidate, or candidates are identified through a selection process including but
not limited to interviewing, reference checking and testing. The purpose of the selection
process is to ensure that the best person or people are appointed to the role or roles using
effective, fair and equitable assessment activities.
Training / Development:
Training and development as a function concerned with organizational activity aimed at
bettering the job performance of individuals and groups in organizational settings. Training and
development can be described as "an educational process which involves the sharpening of
skills, concepts, changing of attitude and gaining more knowledge to enhance the performance
of employees
We can say Training is the process of transmitting and receiving information related to problem
solving.
Reward / Remuneration:
Remuneration is the compensation that one receives in exchange for the work or services
performed; not to be confused with giving (away), or donating, or the act of providing to.[1] A
number of complementary benefits, however, are increasingly popular remuneration
mechanisms. Remuneration is one component of reward management. Remuneration can
include:
a. Commission
b. Compensation
c. Salary
d. Wage
Employee Job performance:
Employee performance is defined as whether a person executes their job duties and
responsibilities well. Many companies assess their employee's performance on an annual or
quarterly basis to define certain areas that need improvement. Performance is a critical factor
in organizational success.

10. 9
3.3 CONCEPTUAL MODEL
Independent Variables Dependent Variable
3.4 Methodology
Theory:
Through the literature we have found that recruitment, that is our selected independent variable
impactpositive andnegativebothmanneronthe employeejobperformance.If we seeinthe positive
sense, thenthe recruitmentof newtalenthelpstoincrease the effectiveness andproductivity of the
employeejobperformance anditmay affectbadlyonperformance of anemployee if anorganization
hiredwrongor unskilledperson. Similarly, if the employees hadnottaken trainingseriouslyitmight
affect badly or waste of time. Training might help employees to make their performance better and
shown positive relationshipwith employee job performance. On the other side Reward, also has an
impactina positive mannerorinanegative manneronthe employee jobperformance. If the rewards
are given to the employees on time or with some extra benefits then it increases their effectiveness
and productivitythatdirectlyimpactonemployee’sjobperformance. Onthe otherhand, if reward is
not given on time or according to employee’s expectations then it can decrease the productivity of
employee’s job performance.
HRM Practices
 Recruitment
 Training/Development
 Reward
Employee Job performance

11. 10
CHAPTER NO. 4
DATA ANALYSIS AND RESULTS
In chapterno 4 we shall discussourresultsof studybydifferenttables.Firstone is Anovathatreflect
the significance of our study. Afterwards, we shall explain model summary, descriptive statistics,
correlations and regressions analyses.
4.1 Data Analysisand Results
Analysis of Variance (ANOVA)
It isusedforcombine analysisof all independentvariables.ANOVA isusedinregressiontocheckthat
our created model is significant or not.
Table 4.1
ANOVA
Model Sum of
Squares
Df Mean Square F Sig.
1
Regression 5.550 3 1.850 6.336 .001b
Residual 15.184 52 .292
Total 20.734 55
The above table shows that our model is significant because significance level in this table is .001.
H0: model is not significant.
H1: model is significant.
Model is significant because our p value is greater than α so we reject H0 and accept H1.
Model Summary
The data collectedwaskeyedintoSPSSandthe resultof the studywasanalyzedonthe basisof model
summary as follows:
Table 4.2
Model Summary
Model R R Square Adjusted R
Square
Std. Error ofthe
Estimate
Durbin-Watson
1 .517a
.268 .225 .540 1.616

12. 11
Table 4.2 describes R=.517,where Ris“coefficientofcorrelation”andshowsthe relationshipbetween
dependent and independent variable.
−𝟏 ≤ 𝑹 ≤ 𝟏
Asthe value of “R” inourmodel summaryliesbetween“0.50 - 0.65”, therefore,itindicatesthat there
ismoderate positivecorrelationbetweenthedependentandindependent variablesasselectedinour
study.
R square is .268 but it is used if our independent variable is one but there is more than one
independent variable so we shall discuss adjusted R square. Adjusted r square is coefficient of
determination and its value lies between:
𝟎 ≤ 𝑹𝟐 ≤ 𝟏
This is another technique to check the significance level of the model. Table 4.2 shows R2
to be as:
0.225, which means that the independent variables describes only 22.5% of the variance in the
employee job performance.
In conclusion,the coefficientof correlationbetweendependentandindependentvariableis.517 and
the independent variablesaccounted for 26% of the variance in the employee job performance (the
dependent variable).
Correlation
MEAN(per1,p
er2,per3,per4,
per5,per6,per
7,per8)
(FILTER)
MEAN(tr1,tr2,
tr3,tr4,tr5,tr6)
(FILTER)
MEAN(rew1,re
w2,rew3,rew4
,rew5) (FILTER)
MEAN(rec1,re
c2,rec3,rec4,r
ec5) (FILTER)
PearsonCorrelation
MEAN(per1,per2,per3,pe
r4,per5,per6,per7,per8)
(FILTER)
1.000 .244 .503 .408
MEAN(tr1,tr2,tr3,tr4,tr5,t
r6) (FILTER)
.244 1.000 .470 .506
MEAN(rew1,rew2,rew3,r
ew4,rew5) (FILTER)
.503 .470 1.000 .631
MEAN(rec1,rec2,rec3,rec
4,rec5) (FILTER)
.408 .506 .631 1.000

13. 12
Sig. (1-tailed)
MEAN(per1,per2,per3,pe
r4,per5,per6,per7,per8)
(FILTER)
. .035 .000 .001
MEAN(tr1,tr2,tr3,tr4,tr5,t
r6) (FILTER)
.035 . .000 .000
MEAN(rew1,rew2,rew3,r
ew4,rew5) (FILTER)
.000 .000 . .000
MEAN(rec1,rec2,rec3,rec
4,rec5) (FILTER)
.001 .000 .000 .
N
MEAN(per1,per2,per3,pe
r4,per5,per6,per7,per8)
(FILTER)
56 56 56 56
MEAN(tr1,tr2,tr3,tr4,tr5,t
r6) (FILTER)
56 56 56 56
MEAN(rew1,rew2,rew3,r
ew4,rew5) (FILTER)
56 56 56 56
MEAN(rec1,rec2,rec3,rec
4,rec5) (FILTER)
56 56 56 56
Table 4.3
The above table 4.3 displays the correlations among all the variables and the results are:
Firstly, we see the independent and dependent variables relationship which displays that the
correlation between employee job performance and training is .244, demonstrating a small positive
correlation betweenthesevariables.While,the correlation betweenperformance andrewardis.503
which displays that there is a moderate positive correlation between these variables. On the other
hand,the relationshipbetweenperformance andrecruitmentis.408whichshowsthatthere isasmall
positive correlation between variables.
Secondly, we shall demonstrate the independent variables relationship. The relationship between
training and reward is .470 which expresses that there is a small positive correlation between
variables. Andnextthe relationshipbetweentrainingandrecruitmentis.506which display thatthere
is a small positive correlationbetweenvariables. Andlastthe relationshipbetweenrecruitmentand
rewardis.631 which expresses thatthere isamoderate positivecorrelation betweenthesevariables.
In conclusion relationship between dependent variables that is employee job performance and the
independentsvariables thatisrecruitmentandtrainingbothhavea smallpositive correlationbetween
these variablesindividuallywhile onthe otherside the relationshipbetweenthe dependentvariable
thatisemployeejobperformanceandindependentvariablethatare rewardhaveamoderate positive
correlation between these variables.

14. 13
Table 4. 4
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
MEAN(per1,per2,per3,per4,pe
r5,per6,per7,per8) (FILTER)
56 2 5 3.75 .614
MEAN(tr1,tr2,tr3,tr4,tr5,tr6)
(FILTER)
56 2 11 3.66 1.195
MEAN(rew1,rew2,rew3,rew4,r
ew5) (FILTER)
56 1 5 3.29 .959
MEAN(rec1,rec2,rec3,rec4,rec
5) (FILTER)
56 2 5 3.69 .701
Valid N (listwise) 56
In the descriptive analysis of the table!
There is performance mean at Minimum level is 2 and at maximum level 5 value is 3.75 and its
standarddeviationis0.614. Meanof trainingat3.66, while itsminimumlevel is2and maximumvalue
is11 anditsstandarddeviationis1.195. There isRewardmeanatMinimumlevelis1andatmaximum
level 5value is 3.29 and its standarddeviationis0.959. Recruitmentmean atMinimumlevel is2 and
at maximum level 5 value is 3.69 and its standard deviation is 0.701
Coefficients
Model Unstandardized Coefficients Standardized
Coefficients
T Sig.
B Std. Error Beta
1
(Constant) 2.414 .392 6.158 .000
MEAN(tr1,tr2,tr3,tr4,tr5,tr
6) (FILTER)
-.017 .073 -.034 -.241 .810
MEAN(rew1,rew2,rew3,re
w4,rew5) (FILTER)
.267 .101 .417 2.654 .011
MEAN(rec1,rec2,rec3,rec4,
rec5) (FILTER)
.142 .141 .163 1.013 .316
a. Dependent Variable: MEAN(per1,per2,per3,per4,per5,per6,per7,per8) (FILTER)
Table 4.5

15. 14
Coefficient model:
Coefficient analysis of the table!
Y = a +b x1 +b x2 +b x3+ e
Employee job performance = constant + (0.163) Recruitment + (-0.034) Training + (0.417) Reward
Interpretation:
Per coefficient table 4.5, it is evident that when there is one-unit increase in Recruitment, there will
be 0.163-unit increase in Employee job performance. Therefore, we will accept our created
hypothesis:
H1: There is a positive relationship between Employee job performance and Recruitment.
But the significant level is .316 which is not significant. Although the relationshiphas been true per
literature review but significant level of our model variable recruitment is not significant for
explaining the dependent variable ‘job performance’.
Similarly,fromthe table4.5,itisevidentthat thereisone-unitincrease intraining,therewill be0.034-
unit decrease in Employee job performance. Therefore, we will accept our created hypothesis:
H2: There is a negative relationship between Employee job performance and Training.
But the significant level is .810 which is not significant. Althoughthe relationship has been true per
literature reviewbutsignificantlevelof ourmodel variabletrainingisnotsignificantforexplainingthe
dependent variable ‘job performance’.
While percoefficienttable 4.5,itisobviousthatwhen thereisone-unitincreaseinReward,there will
be 0.011-unit increase in Employee job performance. Therefore, we will accept our created
hypothesis:
Ho: There is a positive relationship between Employee job performance and Reward.
But the significant level is .011 which is significant. Although the relationship has been true per
literature review but significant level of our model variable reward is significant for explaining
the dependent variable ‘job performance’.

16. 15
CHAPTER NO. 5
CONCLUSION
This chapter is based on the conclusion that we conclude after the study and after that we shall
discuss few limitations that has an impact on our study.
5.1 CONCLUSION
It is concluded that the HRM practices in University of education bank road campus are very much
related to the Employee Job Performance as the results of the test in above tables indicated that all
three selectedhumanresource practicesandactivitiesshowed significant andinsignificantinfluence
andimpactonthe employeejobperformance. Thisfindingonthe relationshipbetweenHRMpractices
and employees job performance is established by the strategic HRMresearches. HRM manages the
organization’s human assets and resources. Effective HRM enables the university employees to
contribute productivelyandeffectivelyfortheachievementof the organization’sobjectivesandgoals.
5.2 LIMITATIONS
There are following limitations that restrict us in research study:
 Lack of time.
 Limited number of respondents.
 Lack of reliable data.
 Not easy to access.
 Formulization of research aims and objectives.

17. 16
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19. 18
APPENDIX
To check the job performance of employees
This survey will be usedto collect and analyze data on job performances and is purelyfor academic
purpose. All the informationwill be held confidential.It is very important that you respond to each
statement. Be sure to give an answer for all questions.
Section 1
1. Your gender:
Male Female
2. The ethnic group you belong to:
Punjab Sindh Baluchistan KPK Kashmir and Other
3. Your age level:
20 yrs. and below 21–30 yrs. 31–40 yrs. 41–50 yrs. 51 yrs. and above
4. Education:
Matric/O-Level HSC/A-Level Graduate Masters Professional
Section 2
1. Designation:
2. Your job status: Part-time Full-time
3. Working Experience: Less than 1 year 1-3 years 3-5 years More than 5 years

20. 19
Section 3
A. Employee JobPerformance:
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
1. Do you arrive for work on time? 5 4 3 2 1
2. Your job enables you to make use of your skills and
abilities.
5 4 3 2 1
3. You get a sense of personal accomplishment from
your work
5 4 3 2 1
4. Do you meet with work deadlines? 5 4 3 2 1
5. You know how the university measures the
performance.
5 4 3 2 1
6. Performance measures are evaluated on an annual
basis.
5 4 3 2 1
7. You are rewarded for high performance. 5 4 3 2 1
8. I understand the link between my performance and
rewards.
5 4 3 2 1
B. Recruitment Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
1. All departments at your University use the same
recruitment policy?
5 4 3 2 1
2. You believe that the recruitment in this University is
objectively done.
5 4 3 2 1
3. Doesthe Universityclearlydefinethe positionobjectives,
requirements and candidate specifications in the
recruitment process?
5 4 3 2 1
4. Your responsibilities are in line with your profession. 5 4 3 2 1
5. You feel that recruitment is based on vision of the
University.
5 4 3 2 1
6. Is the organization doing timeliness recruitment and
Selection process?
5 4 3 2 1
7. Rate the effectiveness of the interviewing process and
other selection instruments.
5 4 3 2 1

21. 20
C. Training:
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
1. Organization ensures that the personnel go under
regular educational training programs.
5 4 3 2 1
2. You learn new skills so as to expand the range of
your contribution to your organization.
5 4 3 2 1
3. The University offers me the training I need that
helps me on my job
5 4 3 2 1
4. The University provides a variety of training
opportunities for employees
5 4 3 2 1
5. The training programme helps in developing your
functions and role.
5 4 3 2 1
6. I am allowedtotake initiativetoassessmyskillsandseek
appropriate training
5 4 3 2 1
D. Rewards& Recognitions: Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
1. Employees are recognized for good work performance 5 4 3 2 1
2. The management praises me for a job well done 5 4 3 2 1
3. The University values my work 5 4 3 2 1
4. The University offers rewards based on performance. 5 4 3 2 1
5. I receive recognition when I perform above expectations 5 4 3 2 1