Being thesis submitted in the department of business administration and marketing, school of management

APPENDIX I BABCOCK UNIVERSITY, ILISHAN-REMO, OGUN STATE

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APPENDIX I

BABCOCK UNIVERSITY, ILISHAN-REMO, OGUN STATE

THE INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICE ON CORPORATE ENTREPRENEURSHIP QUESTIONNAIRE (HRMP/CEQ)

......................................................................
Dear Respondent,
Request for completion of questionnaire

This is to request for your assistance in completing the attached questionnaire,designed to elicit data for a study of THE INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICE ON CORPORATE ENTREPRENEURSHIP

You have been selected as part of the expected respondents suitable to fill this questionnaire towards the completion of a Thesis leading to the award of Doctor of Philosophy degree in Business Administration (Human Resource Management).

You are assured of strict confidentiality of any information given. No information would be traceable to any particular individual as the study is interested in the general pattern only.

By sparing your precious time to voluntarily complete this questionnaire, you would be helping me to achieve a significant objective and contributing to national development through furthering effective management of human resource for corporate effectiveness and human happiness. The completionof this questionnaire qualifiessyou to participate free of charge at a Seminar to share the insights from the study by registering through texting your GSM no to the number below.

Thank you for your cooperation.

Yours faithfully,

Akintunde, Samuel Oyebanji (Matric No.:PG/11/0215. GSM No.: 08067986133
Section A: Personal and Institutional Data

Instructions:

Please note that in this section, Human Resource Management= HRM. There are no right and wrong answers as we are only interested in opinions, based on personal feelings and experience.

Please, tick as √,in the hole that you consider as appropriate in response to the questions below:

Gender: Male ( ) Female ( )

2. Age: Below 35 years ( ) 35, below 45years ( ); 45below 55years ( ) 55 years and above ( )

3. Marital Status: Single ( ) Married ( )

4. Educational Status: OND ( ) HND/BSc ( )

MBA/MSc ( ) PhD ( )

5. Working Experience: Under 3 years ( ) 3 under 5 year ( )

5, under 10 years ( ) 10 years andabove ( )

6. Status: a. if in the Public Sector: Below GL 07 ( ) GL 7 – 9 ( )

................................... GL 10 – 14 ( ) Above GL 14 ( )

b. if in the Private Sector: Snr. Staff ( ) Junior Manager ( ) ............................................. Manager ( ) Snr. Manager & above ( )

Characteristics of your Establishment:

7. Type of Establishment in which you work? i) Bank( ) ii). Govt Ministry( )

8. State Of Operation of Establishment?: i) Lagos ( ) ii) Ogun ( )
Section B

Instructions:

Please note that questions under this section are coded based on abbreviations such as VGE,GE,ME,LE,VLE,NE, and interpreted as follows:

Very Great Extent = VGE =6, Great Extent=GE =5 Moderate Extent=ME=4, Low Extent=LE=3, Very Low Extent= LE =2, No Extent =NE =1

Also, corporate entrepreneurship or intrapreneurial work behaviour = CE and comprise the elements of a bold, proactive and innovative work behavior by workers.

S/N

Items measuring Recruitment dimension of HRM practices (1 to 6)

To what Extent does your establishment adhere to the following:

VGE

(6)

GE

(5)

ME

(4)

LE

(3)

VLE

(2)

NE

(1)

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Recruiting people based on clear and well known recruitment policy

Recruitment processes in your establishment that is thorough and objective.

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Deliberately making attempts to recruit the people who share the same set of values and beliefs of the establishment

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Keeping recruitment practices across the organization mostly consistent

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Finding new workers through referrals from existing employees

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Placing and promoting the people who are best equipped to meet future demands of its business/operation and not just qualification, seniority or length of service.

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)
Items Measuring Training and Development dimension of HRM practices (7- 14)

Encouraging employees in the establishment to take some responsibility for their own development?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Fostering a culture of growth and personal development?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Identifing its own future leaders and is ensuring their development?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

10.

Investing more and adequate time in developing their managers and employees’ potentials?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

11.

Emphasizing learning and development for corporate cultural behaviors and desirable values than technical skills training?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

12.

Providing important guidance on career opportunities?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

13.

Offering coaching programs for career development?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

14.

Implementing one-on-one mentoring program

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)
Items Measuring Compensation Dimension of HRM practices (15-24)

15.

Your establishment properly measures and acknowledges extra work?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Your establishment adequately compensates extra work?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Your establishment has a system for tracking and recognizing achievement at every level?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

18.

Your establishment provides financial rewards other than salary?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

19.

Your establishment offers incentive or variable pay (i.e. pay related to actual work done )?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

20.

Your establishment offers flexible benefits that are tailor-fit to meet the diverse needs of the employees?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

21.

Your establishment gives cash or other incentives to recognize good performance and to encourage employees?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

22.

Your establishment offers high packaged fringe benefits that can be converted to cash or have monetary values?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

23.

Your establishment provides profit sharing programme or performance related benefits alternatives

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

24.

Your establishment recognizes results with enthusiasm?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)
Items Measuring Performance Appraisal dimension of HRM practices (25 to 30 )

25.

The managers/officers provide constructive feedback on the performances of their subordinates to these subordinate?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

26.

Your establishment provides opportunities for employees to evaluate their managers and their peers?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

27.

Officers and managers understand and communicate the establishment’s corporate/business strategy to their subordinate.

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

28.

Managers’/Officers’ beliefs are based on values, such as respect for their people,

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Managers guide the establishment and its people with what they do and internalized objectives more than just running the company/establishment simply by centralized strategies and rules?

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

The outcome of performance appraisal influences other human resource management practices like training, reward, placement, aside from promotion

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)
Items measuring Industrial RelationsDimensions of HRM practices (31-41)

31.

Your establishment is focused on team-oriented culture

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

32.

Your establishment has systems and practices in place that inspire the workforce to do their best

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

33.

The company/establishment creates a feel-good atmosphere in the workplace.

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

34.

Your managers/officers utilize every possible communication channel to help employees understand the company’s direction

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

35.

Managers/officers provide frequent and continuous communication regarding their expectations from the employees

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

36.

Your establishment creates an enjoyable or convivial atmosphere in the workplace

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

37.

Your establishment is giving more control over how, when, for whom and where employees work to the employees.

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

38.

There is transparencyy in decision-making in my organization

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

39.

There is a clear cut communication flow between managers and their subordinates in my establishment

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

40.

Managers consult employees when major changes are to be made in the operations of my establishment/company

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

41.

The management of my establishment/company is open to criticism

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)
Items measuring Job Design Dimension of HRM practices (42 to 49)

42.

Jobs enables one to develop his/her abilities in this establishment

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

43.

Pay is tied to performance on the job

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

44.

There is recognition for good work

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Jobs in this establishment require doing good work, not just working

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

46.

Job in this establishment allow one to think and act for himself/herself

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

47.

Work is interesting in this establishment

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

48.

Work is challenging for most people in this establishment

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

49.

Jobs contain a great deal of responsibilities in this establishment.

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)
Items measuring Proactivity dimension of CE (50 to 54)

50.

Staff do not find it too difficult to get proposed actions through due to bureaucratic red tape.

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

51.

Staff often had reasons to display enthusiasm for acquiring new skills

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

52.

Staff often take the initiative on their own ideas

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

53.

Staff often get people to rally together to meet a challenge

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

54.

Staff often devote a great deal of effort to selling their ideas

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)
Innovation dimension of CE (55- 62)

Staff often search for a solution immediately, whenever something goes wrong

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

56.

Staff often actively try to solve pressing organizational problems

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

57.

Staff often use opportunities quickly in order to attain their goals

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

58.

Staff often first act and then ask for approval, even when they know that this may annoy other people

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

59.

Staff often show support for the good ideas of others

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

60.

Staff often think about their work in new and stimulating ways

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

61.

Staff often quickly change course of action when results aren’t being achieved

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

62.

Staff often find ways to improve the organization products, services or processes

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)
Items measuring Risk Taking dimension of CEof CE(63 to 67)

63.

Staff often feel unconcerned with danger

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

64.

If large interests are at stake, staff regularly go for the big win even when things could seriously go wrong

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

65.

Staffs often boldly move ahead with a promising new approach in my organization when others might not take the risks.

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

66.

Staff often take risks in their job

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

67.

Staff willingly expose themselves to situations with uncertain outcomes

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)
Internal Environment of Human Resource Management practices (HRMP)

68.

Your organization uses Establishment or overall corporate policy framework in the conduct of affairs of the organization.

VGE

(6)

(5)

(4)

(3)

PaT

(2)

(1)

69.

Your organization uses structured evaluation in determining the effectiveness of functions, policies and the systems.

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

70.

In your organization, HRM is expected to play prominent role in corporate planning

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

80.

In your organization, HRM functions are being handled by a department/unit which which do not combine it with other specialized functions

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

81.

In your organization, HR Unit is expected to have inter functional processes with other specialized Units.

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

82.

In your organization, HR processes are separately practiced and evaluated as a contributing unit in the organization.

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

83.

In your organization, HR functions,processes and routines are aligned with the overall organizational processes

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

84.

Only licensed HRM practitioner do head the HRM functions in yourorganization

VGE

(6)

(5)

(4)

(3)

VLE

(2)

(1)

Source:

Adapted from Ugochukwu Obed Made (2011). Previously used by Pearce II, Kramer and Robbins (1997) and Frese, Fay, Hilburger, Leng and Tag (1997) to measure entrepreneurial behavior of managers

Thank you, Sir/Ma.

Akintunde, S.O (08067986133)

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