1. Employee satisfaction questionnaire for finding out opinions of employee about organizationIn this part, employee satisfaction questionnaire include questions to identify employee’s opinions about policies, organization itself etc.

You use rating scales as (1) strongly agree, (2) agree, (3) neither agree nor disagree, (4) disagree, (5) strongly disagree.

1. I am proud to work for our company.2. I am satisfied with the training provided for my current job.3. I am satisfied with the amount of training offered for advancement.4. Our company is concerned with the long term welfare of the employees.5. I feel secure that I will be able to work for the company as long as I do a good job.6. I feel I can voice my opinion without fear.7. My immediate superior is technically competent.8. My immediate superior is competent in human relations.9. Employee policies of company are administered the same in all departments laterally.10. I like my job i.e. the work I do.11. My immediate superior deals with employees problems fairly.12. My immediate superior deals with all employees fairly.13. The communication I received from company is timely.14. The communication I received from company is accurate.15. Our company maintains salary levels that compare well to other companies in this area.16. Our company maintains benefits that compare well to other companies in this area.17. I receive co-operation from all other departments.18. My department is well organized for the work it does.19. The employees in my department work well in a team.20. Company employee policies are properly and equally administered in my department.21. I feel there is adequate opportunity for me to move to a better job within the company.22. My superiors are concerned for providing quality product and services.23. The employees of other departments are also concerned with quality product and services.24. I feel the top management is committed to quality of the product and services.25. The company recognizes the accomplishment of employees.26. I receive regular Job performance feedback.27. The company has adequate safety & health standard.28. My Superior recognizes my performance.29. I have an annual set of performance standards.2. Questionnaire for appraising “important level” of organization to employee.

In this part, employee satisfaction questionnaire include questions to identify employee’s opinions about a matter that is important or not.

You use rating scales as (1) very important, (2) important, (3) unimportant, (4) very unimportant, (5) neither important nor unimportant.

1. How important to you is the performance of the Top Management?2. How important to you is the recognition you receive from the company?3. How important to you is the quality of good produced and customer service?4. How important to you are the opportunities to advance in your line of function?5. How important to you are the employee policies at the company?6. How important to you is it to work at Company?7. According to you how important is the work you do to Company?8. How important to you is the job you do?9. How important to you is the type of supervision you receive?10. How important to you are the overall operating procedures of the department in which you work?11. How important to you is the fairness of the way the company treats all employees?12. How important to you is Job Security?13. How important to you are the benefits provided by the company?14. How important to you is the salary you receive?

15. How important to you is the performance appraisal system of the company?16. How important do you think the quality systems like ISO, 5S for the growth of the company?17. How important to you is the training & development provided by the company?18. How important to you is the overall communication of the company?3. Employee satisfaction questionnaire for appraisal of employee about organization

In this part, employee satisfaction questionnaire include questions to identify employee’s opinions about organization related to good points or not.

You use rating scales as (1) excellent, (2) very good, (3) typical, (4) fair, (5) poor.

1. All things considered, how do you rate company?2. How do the company’s employee policies compare with those of other companies you know about?3. All things considered, how do you rate company’s employee policies and procedures?4. How do you rate company as a place to work compared with other companies you know about?5. How do you rate company on treating employee problems fairly?6. How do you rate the overall relationship between the company and its employees?7. All things considered, how do you rate the overall training & development provided?8. All things considered, how do you like your job?9. How do you rate the company’s business prospects for the next five years?10. All things considered, how do you rate the job security provided by the company?11. All things considered, how do you rate the company’s salary structure?12. All things considered, how do you rate your long term career potential with Company?13. How do you rate the credibility of the top management?14. How do you rate your immediate superior?15. How do rate the amount of communication you receive from the company?16. How do you rate the standard of quality with regards to material produced?17. How do you rate the safety and health standard of the company?18. How do you rate the total compensation you receive compared to what you could receive for similar work from another company in this area?19. How do you rate the relationship between the amount of compensation you receive and your performance?4. Questionnaire for appraising quality and quantity of work

In this part, employee satisfaction questionnaire include questions to identify employee’s opinions about quality and quantity of work.

You use rating scales as (1) much too much, (2) too much, (3) just right, (4) too little, much too little.

1. How do you feel about the quantity of work you are asked to perform?2. How do you feel about the quality of work you are asked to perform?3. How do you feel about the amount of time spent by your immediate superior?4. How do you feel about the number of approvals required to get a decision made?5. What is your level of understanding of the company’s Quality Management System?

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Impact of human resource practices on employee perceived performance in banking

sector of Pakistanmore

by Bilal Sharif

 Download (.pdf)

324 

Bowra et al. 327Table 2.Profile of the respondents.Demographic Category Frequency PercentType of bankPublic 65 

27.5Private 168 71.5Level of jobManger Grade 79 33.6Non-Manger Grade 156 66.4Qualification 

Graduation 50 21.3Masters 181 77.0Others 4 1.7Ge

nderMale 178 75.7Female 57 24.3Figure 2.Histograms: Total and current job experience of the respondents.EMPIRICAL RESULTS As our questionnaire

was design on likert scale, so themost suitable correlation matrix for this scale isSpearman‟scorrelation coefficient (rho) matrix.

Spearman‟scorrelation between all the variables whichare used in our models demonstrated in the Table 3. Thistable shows that employee

perceived performance andHR practices have strong relationship. The correlationbetween employee perceived performance and HRpractices

show positive relationship and statisticallysignificant. These results of correlation are in accordancewith our theoretical framework and previous

studies(Baloch et al., 2010; Becker and Huselid, 1998; Guest,2001; Ichniowski et al., 1997; Tessema and Soeters,2006). Another purpose

for calculating correlation is toassess the potiential chances of multicollinearity beforerunning multiple regression analysis. As

correlatonbetween independent variables in the model are lessthan cut point 0.6, which shows that there is nomulticollnearity problem in

model.In order to more authenticate multicollinearity problem,second method of assessing ptoential chances ofmulticollnearity also applied. The

variance inflation factor(VIF) and tolerance of independent variables is utilized toconfirm again that there is no mutlicollnearity is present

inmodel. In appendix 3,values of VIF and tolerance of allindependent variables are given. As the values of VIF foreach independent

variable is less than cut point 5 andtolerence value of each independent variable is greaterthan cut point 0.2, so researchers again confirms

thatthere is no chance of occurance of multicollinearity in themodel(see appendix 3). In order to check autocorrelationin the model, Dubin-Watson

statistics (d) is calculatedwhich is 1.907.This value 1.907 shows absence ofautocorrleation in the model.The Table 4 provides multiple regression

analysisresults of the model which shows that model has three

 

328 Afr. J. Bus. Manage.Table 3. Spearman‟s correlation coef ficient (rho) matrix.Variable EPP CP PE PP TEN GENEmployee perceived perform

ance (EPP) 1.000Compensation practices (CP)0.2450.000***1.000Performance evaluation (PE)0.3220.000***0.526 

0.000***1.000Promotion practices (PP)0.2530.000***0.5030.000***0.509 

0.000***1.000Tenure (TEN)0.1240.059*-0.0750.252-

0.0620.346-0.1270.052*1.000Gender (GEN)-0.0520.426-0.0920.1620.0130.846-0.0340.6010.2060.001***1.000n = 235, correlation is significant at ***

1%, ** 5%, and * 10% level of significance (2-tailed).Table 4.Multiple regression analysis.VariableβStan. error t-statistics P-value

Compensation practices 

-0.0297 0.0582 -0.51 0.610Performance evaluation 0.3460 0.0679 5.10 0.000***Promotion practices 0.1147 0.0552 2.08 0.039**Tenur

e 0.0265 0.0068 3.90 0.000***Gender -0.1374 0.1036 -1.33 0.186R2

= 0.2386, Adj. R2

= 0.2219, r = 0.4884, F-Stat = 14.35, and Prob > F = 0.000***. Variable issignificant at ***

1%, ** 5%, and * 10% level of significance significant variables. Performance evaluation is signifi-cant at 1% level of significance.

Promotion practicesvariable is significant at 5% level of significance andcontrol variable tenure is significant at 1% level ofsignificance.

While other two variables compensationpractices and gender are insignificant. The R2

of model is23.86%, which

means that HR practices can explain the23.86% changes in the employee perceived performancein the banking sector of

Pakistan. Adjusted R2

of themodel is 22.19% and coefficient of correlation r is 48.84%in this study. Value of R2

and adjusted R

2

improve fromprevious study on HRM and University teachers‟performance (Reisinger (1997) suggested that value ofR2

is smaller in case of primary data and when samplesize is large but number of independent variables is lessin the study. Other reason is that it is social

phenomenaas this study includes behavior element. But although R2

and adjusted R2

is smaller model is good fit as the F testof model is

significant. The value of F statistics is 14.35that significant at 1% level of significance and model isgood fit.Performance evaluation has

highest contribution inexplaining the employee perceived performance is 0.346and significant at 1% level of significance. The

result is inaccordance of previous research on banking sector ofPakistan (Baloch et al., 2010). So researchers foundperformanc

e evaluation most important HR practices. Ifthese practices are properly implemented by the banks inPakistan, in return they can get multiple

benefits. Theprevious studies suggested that banks can get multiplebenefits from these practices like; Prime merit ofperformance

evaluation is that it can facilitate the banksto take proactive actions regarding other HR practiceslike increasing salaries under compensation practices,promoti

on practices and many other incentive schemes inorder to boost performance of the bankers. Secondbenefit is that banks not only evaluate the

strengths andweakness of its employees but also can take proactiveactions like, training and development of employees.Third benefit is that performance

evaluation can help theHR department of banks to check usefulness of other HRpractices like, staffing, selection and training and

 

 development of employees (Baron and Kreps, 1999;Bowen and Ostroff, 2004; Kalleberg

and Moody, 1994;Pfeffer, 1994; Tessema and Soeters, 2006).The promotions practices also showing positive andsignificant relationship in

the model. Promotion practiceshave a contribution of 0.1147 in explaining the employeeperceived performance and significant at 5% level

ofsignificance. This shows that promotion practices canaffect positive to the performance of employees. Theresult is also in accordance of

the previous study done onbanking sector of Pakistan (Baloch et al., 2010). Theemployees in the banking sector of Pakistan are

satisfiedwith having a written and operational promotion policy;seniors are preferred in promotion and also consideredmerit in promotion (see

appendix 2: questionnaire).The compensation practices show positive andsignificant relationship in correlation but in regressionmodel is not significant.

Compensation practices haveonly contribution of -0.0297 in explaining the employeeperceived performance and highly insignificant.

Thisresult is unlike to the findings of (Baloch et al., 2010). Themain reasons are; low per capita income, higher inflationrate in Pakistan, higher

cost of operations for employersand budget constraints in case of public banks. Fromfamous study of HR practices, it was

proved thatcompensation practices can affect directly or indirectly onthe performance of employees and also affect themotivation level of the

employees (Huselid, 1995). Theresult in regression model shows that compensationpractices have indirect effect on the perceived perfor-mance of

employee in banking sector. The other reasonfrom previous study concluded that most developingcountries (DCs) are famous for their

economic problemsin managing and financing the many projects regardingHR practices and programs (Kiggundu, 1989).

ConclusionThe rationale of this study is to investigate exact rela-tionship and nature of relationship between the employeeperceived performance

and HR practices (compensationpractices, promotion practices and performanceevaluation) in the banking sector of Pakistan. All hypo-theses are

accepted. The HR practices and employeeperceived performance has positive and significantrelationship in this study. These results are in accordancewith

the previous study on the banking sector of Pakistan(Baloch et al., 2010). The regression results show thattwo HR practices: performance

evaluation and promotionpractices are significant but the compensation practicesare not significant and contradictory to the previous studydone by

(Baloch et al., 2010).Banking sector of Pakistan would quickly redefine thecompensation practices in order to boost up the perfor-mance of the employees in

banks. Salaries and otherfinancial incentives of employees should be adjusted inaccordance with higher inflation in

Pakistan. The bankingBowra et al. 329sector also has to properly implement and maintain theother HR practices like performance

evaluation andpromotion practices. This study can help banking sectorto properly define that HR practices can produce higherperformance of the

employees of the banks whichultimately results in increasing the productivity andmotivation in employees.In this study, we adopt personally

administeredquestionnaire and choose only three most important HRpractices. The future studies can be done by utilizingother HR practices like

recruitment and selectionpractices, training and development practices, placementpractices, and grievance practices.REFERENCES

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Bowra et al. 331APPENDIXAppendix 1.List of sample banks.

 S/No. Private sector Sr. Public sector1 Allied Bank Limited 1 National Bank of Pakistan2 Summit Bank Limited 2 The Bank of Punjab3 Bank Al-Falah Limited 3 

The Bank of Khyber4 Askari Bank Limited5 Bank Al-Habib Limited6 Faysal Bank Limited7 Habib Bank Limited8 Habib Metropolitan Bank Limited9 KASAB Bank Limited10 MCB Bank Limited11 Soneri Bank Limite

d12 Silk Bank Limited13 Standard Chartered Bank (Pakistan) Limited14 United Bank Limited15 Khushali Bank Limited16 BankIslami Pakistan Limited17 Al-Baraka Bank (Pakistan) Limited18 Meezan Bank Li

mited19 Burj Bank LimitedAppendix 2.Questionnaire: S/No.Impact of HR practices on employees’ performance in banking sector

(academic research survey) 1 2 3 4 51. My performance is better than that of my colleagues with similar qualifications 1 2 3 4 52. I am satisfied with my performan

ce because it is mostly good 1 2 3 4 53. My performance is better than that of Bankers with similar qualifications in other Banks 1 2 3 4 54. The performance of my Bank is better than that of other Banks 1 2 

3 4 55. Presence of attractive compensation system 1 2 3 4 56. Presence of equitable external salary 1 2 3 4 57. Presence of equitable overtime payment 1 2 3 4 58. Presence of salary that reflects perfor

mance 1 2 3 4 59. Presence of salary that encourages better performance 1 2 3 4 510. Presence of salary that reflects standard of living 1 2 3 4 511. Presence of written and operational performance evaluati

on 1 2 3 4 512. Performance evaluation has a lot to do with my salary 1 2 3 4 513. Performance evaluation has a lot to do with my personal decisions 1 2 3 4 514. Provision of feedback of performance evaluati

on results 1 2 3 4 515. Performance evaluation is considered important task by superiors 1 2 3 4 516. Performance evaluation is knowledgeable 1 2 3 4 517. Presence of written and operational promotion poli

cy 1 2 3 4 518. Provision of priority to seniority in promotion decision 1 2 3 4 519. Provision of priority to merit in promotion 1 2 3 4 5(1) Strongly disagree (2) Disagree (3)

Indifferent (4) Agree (5) Strongly agree

 

332 Afr. J. Bus. Manage.DemographicsThe following data is required

for statistical purposes only; please do not give your name or identificationType of bank --------- O Public O PrivateLevel of job -----------

O Manager Grade O Non-Manager GradeTotal job experience (in years) ______________ Experience with Current Bank (in years) _____________ Qua

lification ------- O Graduation O Masters Others _____________ Age (in Years) _________________________ Gender ---- --- O Male O FemaleAppendix 3.VIF and tolerance

 Variable VIF ToleranceCompensation practices 

1.655 0.604Performance evaluation 1.671 0.598Promotion practices 1.571 0.637Tenure 1.068 0.937Gender 1.045 0.957

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Questionnaire to HR managers

What are the main reasons to opt the HR outsourcing for your bank?

What make you outsource the HR activities when you have a separate HR division in your bank?

Does your employee turnover ever affected with HR outsourcing and if so does it in positive or negative aspect?

What is your vision in outsourcing the HR across the bank? What are the key HR activities you outsource in your bank? How the HR outsourcing does help in improving the skills of

employees at your bank? What level of training and development services are offered by

the HR outsourcing vendor to your employees? What is the impact of HR outsourcing on your overall payroll

system and have you observed any benefits in this regard?

What are the different employee assistance programs offered by the HR outsourcing partner?

How do you track the employee performance against the training and development given by the HR outsourcing partner?

Have you observed any changes in the quality of service provided by the HR outsourcing partner during the contract period and if so what are those changes?

How do you manage the relationship with the HR outsourcing vendor during the contract period?

What is the overall impact on the human capital management due to outsourcing the HR activities?

What other HR activities you are planning to outsource down the two years?

How the overall organization performance does depends on HR outsourcing and what level of positive or negative results you have observed in this context?

Questionnaire to Business development manager

What is the impact of HR outsourcing on the overall business value of your organization?

How do the direct and indirect costs are reduced with outsourcing the HR activities?

To what level the capital costs are reduced with outsourcing the HR activities?

What are the key HR activities that will save the operational costs at your bank?

Does HR outsourcing have ever created any new business opportunities in your bank?

How do you gain the market access and business shares against the HR outsourcing practices?

What are the important financial operations outsourced along with HR activities?

What level of return on investment (ROI) is achieved against HR outsourcing in the bank?

How do you track the financial benefits with HR outsourcing? What are your future cost saving measures with respect to HR

outsourcing?

Questionnaire to Employees

What level of knowledge you have regarding HR operations in your bank?

How do you feel when a third party like HR outsourcing vendor takes the control over your issues?

Are you satisfied with the training and development program conducted by HR outsourcing vendor?

What unique benefits you observe with outsourcing the HR activities of your bank?

What level of freedom you have with your HR outsourcing vendor while sharing your personal and workplace issues?

Are you satisfied with the employee welfare activities offered by the HR outsourcing vendor?

Does your HR outsourcing vendor consider your pay related issues?

Are you provided with flexible working hours by your HR outsourcing vendor?

Do you feel HR outsourcing can improve your career graph? Could you please share your feedback with respect to HR

outsourcing practices implemented in your organization.   

D i s a g r e eD i s a g r e eA g r e e A g r

e e StronglySomewhatNeutralSomewhatStronglyI have a clearly established career path at

{COMPANY NAME}............1............2............3............45I have opportunities to learn and grow.....................................1

............2.......

.....3............4

............5{Attribute masked! Become a client and see all attributes!}...

.1............2....

........3...........

.4............5{Attribute masked! Become a client and see all attributes!}...

.1............2....

........3...........

.4............5 If you have been here at least six months, please respond to

theseperformance appraisal items

{Attribute masked. Become a client and see all

attributes.}....1............2............3............4............5My last performance appraisal accurately reflected my

performance ....1............2............3............45The performance appraisal system is fair................................1...

.........2..........

..3............4...

.........5 6.Your Role (Please circle one number for each statement)D i s a g r e e

D i s a g r e eA g r e e A g re e StronglySomewhatNeutralSomewhatStrongly{Attribute masked! Become a

client and see all attributes!}....1............2............3............4............5I am given enough authority

to make decisions I need to make.............1............2............3............45I feel I am contributing to {NAME OF

COMPANY}'s mission....1............2............3............4............5I have the materials and equipment I need to do

my job well..1............2............3............4............5

7.Recognition and Rewards

(Please circle one number for each statement)D i s a g r e eD i s a g r e eA g r e e A g re e StronglySomewhatNeut

ralSomewhatStronglyIf I do good work I can count on making more money.............1............2............3.........

...4............5If I do good work I can count on being promoted.....................1............2............3............4....

........5I feel I am valued at {COMPANY NAME}.................................1............2............3............4............5{Attribute

masked! Become a client and see all attributes!}....1............2............3............4............5{COMPANY

NAME} gives enough recognition for work that's well done1............2............3............45My salary is fair

for my responsibilities.....................................1............2............3............4............5

8.Teamwork and Cooperation

(Please circle one number for each statement)D i s a g r e eD i s a g r e e

A g r e e A g re e StronglySomewhatNeutralStronglyStronglyI feel part of a team working toward a

shared goal..................1............2............3............4............5{Attribute masked! Become a client and

see all attributes!}....1............2............3............4............5{Attribute masked! Become a client and

see all attributes!}....1............2............3............4............5“Politics” at this company are kept to a minimum.......

..............1......

......2............3

............4........

....5 9.Working Conditions

(Please circle one number for each

statement)D i s a g r e eD i s a g r e eA g r e e A g re e StronglySomewhatNeutralSomewhatStronglyI believe my

job is secure.........................................................1............2............3............4............5My physical working

conditions are good.................................1............2............3............4............5Deadlines at {COMPANY NAME}

are realistic.........................1............2............3............4............5My workload is reasonable..........................

......................

.......1............2............3............4............5

 

I can keep a reasonable balance

between work and personal life.........1............2............3............45

For more Notes,

Presentations, Project Reports visithrmba.b

logspot.commbafin.blogspot.com

10.Your Immediate Supervisor 

(Please circle one number for each statement)D i s a g r e eD i s a g r e eA g r e e A g re e StronglySomewhatNeut

ralSomewhatStronglyMy supervisor treats me fairly...................................................1............2............3............4......

......5My supervisor treats me with respect.......................................1............2............3............4............5

My supervisor handles my work-related issues satisfactorily...1............2............3............4............5{Attrib

ute masked! Become a client and see all attributes!}....1............2............3............4............5{A

ttribute masked! Become a client and see all attributes!}....1............2............3............4............5{A

ttribute masked! Become a client and see all attributes!}....1............2............3............4............5My

supervisor asks me for my input to help make decisions...1............2............3............4............5My supervisor is

an effective manager.....................................1............2............3............4............5

11.{COMPANY NAME}'s

Training Program

(Please circle one number for each statement)D i s a g r e eD i s a g r e eA g r e e A g r

e e StronglySomewhatNeutralSomewhatStrongly{COMPANY NAME} provided as much initial

training as I needed.........1............2............3............45{COMPANY NAME} provides as much

ongoing training as I need........1............2............3............45{Attribute masked! Become a client and

see all attributes!}....1............2............3............4............5

12.Benefits (Please circle one number for each

statement)D i s a g r e eD i s a g r e eA g r e e A g re e StronglySomewhatNeutralSomewhatStronglyOverall, I'm

satisfied with {COMPANY NAME}'s benefits package.........1............2............3............45Specifically

, I'm satisfied with the:

(This section will be customized to match your benefits. All sectionscan

be customized.)

Amount of vacation..................................................................1............2............3............4........

....5Sick leave policy.......................................................................1............2............3............4............5Amount of health care

paid for.................................................1............2............3............4............5Dental benefits...............................

......................

....................1

............2........

....3............4..

..........5401k plan.................................................................................

.1............2.....

.......3............4............5{Attribute masked! Become a client and see all attributes!}...

.1............2....

........3...........

.4............5{Attribute masked! Become a client and see all attributes!}...

.1............2....

........3...........

.4............5{Attribute masked! Become a client and see all attributes!}...

.1............2....

........3...........

.4............5{Attribute masked! Become a client and see all attributes!}...

.1............2....

........3...........

.4............5{Attribute masked! Become a client and see all attributes!}...

.1............2....

........3...........

.4............5{Attribute masked! Become a client and see all attributes!}...

.1............2....

........3...........

.4............5{Attribute masked! Become a client and see all attributes!}...

.1............2....

........3...........

.4............5

 

What, if any, changes would you like made to {COMPANY

NAME}'s benefits package?13.How long do you plan to continue your career with

{COMPANY NAME}?

Less   than  a  yearOne  to   two yearsTwo  to   f ive  yearsMore   than   f ive  

yearsDon' t  Know

14.Would you recommend

employment at {COMPANY NAME} to a friend?

D e f i n i t e ly   n o t P r ob a b l y   n ot M a y b e P r

o b a b l y   wo u l d D e f in i t e l y   w ou l d

15.What can {COMPANY NAME} do to increase your satisfaction as an employee?

 ___________________________________________________________________________________  _________________  __

_________________________________________________________________________________  _________________ The following

questions are for analytic purposes only. They will not be used to try to identify anyindividual.

However, if you feel uncomfortable about answering any of them do not do so.Whether or not you leave

any questions blank, please return your questionnaire.

16.How long have you worked

for {COMPANYNAME}?

Less than one year.......................................

One year to less than two

years...................

Two years to less than five years.................

Five years to less than ten years.................

Ten years or more........................................

17.What is your age?

Under 21......................................................

21 to 34........................................................

35 to 44........................................................

45 to 54........................................................

55 or older..............

......................

................

18.What is your sex?

Male.............................................................

Female.........................................................

19.Which of the following

best describes your role in the organization?

First-level supervisor....................................

Manager/supervisor higher than first level(including senior management positions)..

Not a manager or supervisor........................

20.What is your total before-tax 

annualincome from this job, including overtimeand bonuses?

Less than $20,000.........

......................

........

$20,000 to less than $30,000.......................

$30,000 to less than $50,000.......................

$50,000 to less than $75,000.......................

$75,000 or more...........................................

21.In which department

do you work?

Department A...............................................

Department B....................

......................

.....

Department C...............................................

 

Department D...................

......................

......

Department E...............................................

Department F...............................................

Department G...............................................

Department H...............................................

Department I.....................

......................

.....

The Survey Process

Questionnaire

Development

We modify the questionnaire, based upon the needs of your organization. 

This includes the addition,deletion, and modification of questions or sections.

Data Collectio

nI n t e rn e t   S ur v e y s Pa p e r   Su r v e y s

We program the survey and test it. We send

yousuggested text, including a link to the survey, for thee-mail inviting people to participate. You

invite your employees to participate with your e-mail message(or, if you prefer, we can send the e-

mail). Your employees complete the online questionnaire. Werecommend that you allow approximatel

y two weeksfor all employees to complete the surveyYou distribute the questionnaires to your organizationa

nd have them returned directly to us (we canprovide postage-paid envelopes for a small additionalcost

). We can suggest a format for a cover letter, or we can review your cover letter if you wish. Your em

ployees return the questionnaires directly to us for data entry and analysis. We recommend that youallow

approximately three to four weeks for questionnaires to be returned.

Analysis Timing

For a Gold report, it takes approximately two weeks from the time we receive the last survey

response untilyour final report will be ready. A Silver report takes approximately one week less time.

Program OptionsSilver --

The Silver program is designed for organizations with a tight budget, but

who don't have the time toconduct an employee satisfaction survey from start-to-finish on their own. The

program also includes theproduction of tables and graphs, comparisons to normative data (aggregate

results of other surveys), as wellas optional coding (categorization) of verbatim

comments, so you can tell at a glance what suggestionsemployees have for improvement. Complet

e comment transcription is included.