LIST OF TABLES. 4.3 The frequency distribution of employee s opinion about training functions emphasizes the development of managerial competencies

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Lee Carroll
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1 LIST OF TABLES Table No. Title Page No Scoring pattern of organizational climate scale Dimension wise distribution of items of HR practices scale Reliability analysis of HR practices scale Scoring pattern of the POS scale Scoring pattern of the POS scale The frequency distribution of employee s opinion about On the job training 4.2 The frequency distribution of employee s opinion about Very little training 4.3 The frequency distribution of employee s opinion about training functions emphasizes the development of managerial competencies 4.4 The frequency distribution of employee s opinion about Adequate time provided for employees returning from training to reflect and plan improvements 4.5 The frequency distribution of employee s opinion about Genuine training programs. 4.6 The frequency distribution of employee s opinion about additional job training 4.7 The frequency distribution of employee s opinion about rewards for extra effort. 4.8 The frequency distribution of employee s opinion about frequent discussion with the manager for performance 4.9 The frequency distribution of employee s opinion about goals and objectives 4.10 The frequency distribution of employee s opinion about hiring quickly than selecting the right person 4.11 The frequency distribution of employee s opinion about hiring quickly than selecting the right person 4.12 The frequency distribution of employee s opinion about lengthy interview process

2 The frequency distribution of employee s opinion about Very little training 4.

2 4.13 The frequency distribution of employee s opinion about good opportunity for career advancement 4.14 The frequency distribution of employee s opinion about company s help to seek out career information and resources 4.15 The frequency distribution of employee s opinion about very little concern 4.16 The frequency distribution of employee s opinion about management s failure to notice even if they did the best job possible 4.17 The frequency distribution of employee s opinion about Quitting job 4.18 The frequency distribution of employee s opinion about Looking for the job 4.19 The frequency distribution of employee s opinion about find better job 4.20 The frequency distribution of employee s opinion about job security 4.21 The frequency distribution of team leader s opinion about their subordinates engaging in activities that affect their performance evaluation 4.22 The frequency distribution of team leader s opinion about employee s aspects of the job, they obligated to do 4.23 The frequency distribution of team leader s opinion about employees who fails to perform essential duties The frequency distribution of Gender The frequency distribution of Company experience The frequency distribution of Qualification of respondents KMO and Bartlett's Test Training opportunities Total variance explained for Training opportunities Rotated Component Matrix for Training Opportunities KMO and Bartlett's Test Developmental Opportunities Total variance explained Developmental Opportunities Rotated Component matrix for Developmental Opportunities KMO and Bartlett s Test Pay for performance 98

16 The frequency distribution of employee s opinion about management s failure to notice even if they did the best job possible 4.

3 4.34 Total variance explained Pay for performance Rotated Component Matrix for Pay for performance KMO and Bartlett s Test for Performance Management Practices 4.37 Total variance explained for Performance management practices 4.38 Rotated Component Matrix for Performance Management Services KMO and Bartlett s Test for Selection Process Total variance explained for Selection process Rotated Component Matrix for Selection Process KMO and Bartlett s Test for Promotion and Career Development 4.43 Total Variance Explained for Promotion and career development Component matrix for Promotion and Career development KMO and Bartlett s Test for Decision making Total variance explained for Decision making Component Matrix for Decision making KMO and Bartlett s Test for Perceived Organization Support Total Variance Explained for Perceived Organization Support Rotated Component Matrix for Perceived Organization Support 4.51 Chi-square analysis between Training Practices and Perceived 4.52 Chi-square analysis between Training Practices and Perceived 4.53 Chi-square analysis between Pay for performance practices and Perceived 4.54 Chi-square analysis between Performance management practices and Perceived 4.55 Chi-square analysis between Selection practices and Perceived

40 Total variance explained for Selection process 105 4.41 Rotated Component Matrix for Selection Process 106 4.42 KMO and Bartlett s Test for Promotion and Career Development 4.

4 4.56 Chi-square analysis between Promotion and career development practices and Perceived 4.57 Chi-square analysis between Decision making practices and Perceived 4.58 Anti-image correlation matrix KMO values for variables in Training practices 4.59 Anti-image correlation matrix KMO values for variables in Development practices 4.60 Anti-image correlation matrix KMO values for variables in pay for performance practices 4.61 Anti-image correlation matrix KMO values for variables in Performance management practices 4.62 Anti-image correlation matrix KMO values for variables in Selection practices 4.63 Anti-image correlation matrix KMO values for variables in Promotion practices 4.64 Anti-image correlation matrix KMO values for variables in Decision making practices 4.65 Anti-image correlation matrix KMO values for variables in Perceived organization Support 4.66 Anti-image correlation matrix KMO values for variables in Affective commitment 4.67 Anti-image correlation matrix KMO values for variables in Turnover intention 4.68 Anti-image correlation matrix KMO values for variables in Organization Citizenship Behaviour 4.69 Anti-image correlation matrix KMO values for variables in Performance 4.70 Multiple Regression Model Summary of Job experience, Gender, POS and HR practices on Affective Commitment 4.71 Multiple Regression - Coefficients of Job experience, Gender, POS and HR practices on Affective Commitment 4.72 Multiple Regression Model Summary of Job experience, Gender, POS and HR practices on OCB 4.73 Multiple Regression - Coefficients of Job experience, Gender, POS and HR practices on OCB

60 Anti-image correlation matrix KMO values for variables in pay for performance practices 4.61 Anti-image correlation matrix KMO values for variables in Performance management practices 4.

5 4.74 Multiple Regression Model Summary of Job experience, Gender, POS and HR practices on Performance 4.75 Multiple Regression Coefficients of Job experience, Gender, POS and HR practices on Performance Path Model - A fit Summary Squared Multiple Correlations: (Group number 1 - Default model-a) 4.78 Factor Score Weights (Group number 1 - Default model- A) Regression weights Model A Path Model B fit Summary Factor Score Weights (Group number 1 - Default model-b) Regression Weights: (Group number 1 - Default model - B) Standardized Regression Weights: (Group number 1 - Default model - B) 159

77 Squared Multiple Correlations: (Group number 1 - Default model-a) 4.78 Factor Score Weights (Group number 1 - Default model- A) 146 147 4.

List of Tables. Page Table Name Number. Number 2.1 Goleman's Emotional Intelligence Components 13 2.2 Components of TLQ 34 2.3

List of Tables. Page Table Name Number. Number 2.1 Goleman's Emotional Intelligence Components 13 2.2 Components of TLQ 34 2.3 xi List of s 2.1 Goleman's Emotional Intelligence Components 13 2.2 Components of TLQ 34 2.3 Components of Styles / Self Awareness Reviewed 51 2.4 Relationships to be studied between Self Awareness / Styles