 Human resource planning

 a process that identifies current and future human resources needs for an organization to achieve
its goals.
 serve as a link between human resource management and the overall strategic plan of an
organization.

 As defined by Bulla and Scott, human resource planning is 'the process for ensuring that the
human resource requirements of an organization are identified and plans are made for satisfying
those requirements'.

 Reilly defined (workforce planning) as: 'A process in which an organization attempts to estimate
the demand for labor and evaluate the size, nature and sources of supply which will be required to
meet the demand. '

 strategy for acquisition, utilization, improvement and preservation of the human resources of an
enterprise.

 The objective is to provide right personnel for the right work and optimum utilization of the
existing human resources.

 HRP exists as a part of the planning process of business.

 This is the activity of the management which is aimed at coordinating requirements for and the
availability of different types of employers.

 The major activities of HRP include:

 forecasting (future requirements),
 inventorying (present strength),
 anticipating (comparison of present and future requirements) and
 planning (necessary programmed to meet future requirements).

 Includes
 creating an employer brand,
 retention strategy,
 absence management strategy,
 flexibility strategy,
 talent management strategy,
 recruitment
 selection strategy.

 According to Coleman, "Manpower planning is the process of determining manpower

requirements and the means for meeting those requirements in order to carry out the integrated
plan of the organization".

 According to Geisler, "Manpower planning is the process including forecasting, developing and
controlling— by which a firm ensures, it has the right number of people and the right kind of
people and at the right places at the right time doing things for which they are economically most
useful.

 According to Dale S. Beach, "Human resource planning is a process of determining and assuring
that the organization will have an adequate number of qualified persons, available at the proper
times, performing jobs which meet the needs of the enterprise and which provide satisfaction for
the individuals involved."

 According to Wickstrom, "Human resource planning consists of a series of activities viz.:

 Forecasting future manpower requirement either in term of mathematical projection of trends in

the economic environment and development in industry or in term of judgmental estimates based
upon the specific future plans of a company.
 Making an inventory of present manpower resources and assessing the extent to which these
resources are employed optimally.
 Anticipating manpower problems by projecting present resources into the future and comparing
them with the forecast of requirements to determine their adequacy, both quantitatively and
qualitatively; and
 Planning the necessary programs of recruitment, selection, training, development, transfer,
promotion, motivation and compensation to ensure that future manpower requirements are
properly met.
 a systematic process of forecasting both the prospective demand for and supply of manpower, and
employment of skills with the objectives of the organization.
 It can also be termed as the method of reviewing the manpower necessities to ensure that right
kind of skills is made available to the organization.

 According to Mondi et (1996) Human Resource Planning is a systematic analysis of HR needs in

order to ensure that correct number of employees with the necessary skills are available when
they are required.
 Purpose of Human Resource Planning
 The main purpose of HRP is to set the goals and objectives of the company.
 In other words, it is to have the precise number of employees, with their skills matching the
requirements of the organization, so that the organization can move towards its goals.
 Objectives of Human Resource Planning
 Chief objectives of Human Resource Planning are as follows:
 Guarantee ample supply of resources, whenever there is a need for it.
 Make sure that the current manpower in the company is being used properly.
 To foresee the potential requirements of manpower at various skill levels.
 Evaluate excess or scarcity of resources that are available at a given point of time.
 Predict the impact of technological changes on the resources as well as on the kind of jobs they
do.
 Manage the resources that are already employed in the organization.
 Ensure that there is a lead time available to pick and train any supplementary human resource
 Need for Human Resource Planning
 The need of HRP may arise because of the following reasons:
 In India, unemployment is a grave concern. Scarcity of manpower and that too with the required
skill sets and competence, has given rise for need of Human Resource Planning.
 It comes handy for smooth and continuous supply of workers when a huge number of employees
is retiring, or leaving the company or maybe they are incapable of working due to psychological
or physical ailments.
 There is a need for Human Resource Planning when there is an increase in employee turnover,
which is obvious.
 Some examples of this turnover are promotions, marriages, end of contract, etc.
 Technological changes lead to a chain of changes in the organization, right from skill sets product
methods and administration techniques.
 These changes lead to an overall change in the number of employees required and with entirely
different skill set.
 It is here that the Human Resource Planning helps the organization deal with the necessary
changes
 Human Resource Planning is required to meet the requirements of diversification and growth of a
company.
 There is a need for Human Resource Planning in downsizing the resources when there is a
shortage of manpower.
 Similarly, in case of excess resources, it helps in redeploying them in other projects of the
company.

 Importance of Human Resource Planning

 It gives the company the right kind of workforce at the right time frame and in right figures.
 In striking a balance between demand-for and supply-of resources, HRP helps in the optimum
usage of resources and also in reducing the labor cost.
 Cautiously forecasting the future helps to supervise manpower in a better way, thus pitfalls can be
avoided.
 It helps the organization to develop a succession plan for all its employees. In this way, it creates
a way for internal promotions.
 It compels the organization to evaluate the weaknesses and strengths of personnel thereby making
the management to take remedial measures.
 The organization as a whole is benefited when it comes to increase in productivity, profit, skills,
etc., thus giving an edge over its competitors

 PROBLEMS IN HRP PROCESS

 The main problems in the process of HRP are as follows:

 Inaccuracy:
 Human Resource Planning is entirely dependent on the HR forecasting and supply, which cannot
be a cent percent accurate process.

 Employee resistance:
 Employees and their unions feel that by Human Resource Planning, their workload increases so
they resist the process.

 Uncertainties:
 Labor absenteeism,
 labor turnover,
 seasonal employment,
 technological changes and
 market fluctuations

 are the uncertainties which Human Resource Planning process might have to face.

 Inefficient information system:

 In Indian industries, HRIS is not much strong. In the absence of reliable data, it is not possible to
develop effective Human Resource Planning.

 Time and expense:

 Human Resource Planning is time consuming and expensive exercise, so industries avoid.

 Limitations of Human Resource Planning

 The future is uncertain.

 There are several external factors viz. Technological, political, cultural, etc. that affects the
employment opportunities.
 Therefore, the management can consider the human resource planning as a guiding factor and
cannot rely completely on it.
 With the surplus manpower, the companies try to remove this imbalance using termination,
layoff, removal of the existing employees.
 This could create a sense of insecurity among them, and that would result in the loss of their faith
in the company.
 The human resource planning is time-consuming since it collects the complete information
regarding the personnel requirements of each department and then finds the suitable sources to
satisfy the needs.
 The human resource planning is an expensive process. All the activities carried out from the time
the manpower need arises till the final placement of employees, consumes lot of time and is very
expensive.

 Planning and Implementing Change

 Understanding change

 Change is a process, not a single event, that occurs naturally in organizations and personal lives.
 Change is normal, inevitable, constant, and can be managed so as to have positive results.
 Change involves both technical aspects that focus on changes in work (changes in job
descriptions, skills, or processes of doing work), and social changes (changes in status, either
formal or informal, or changes in relationships).
 For example, a nurse who is promoted to a supervisory position experiences both a technical
change (a new job description involving supervision) and a social change (a promotion that
changes the nurse’s status in relationship to the other staff).
 Teams and coaches should understand change processes for at least three reasons:

 Teams cause change as a result of their activities, and therefore need to know how to promote
change effectively.
 As teams develop and implement solutions, they must identify the changes needed to move from
the current situation to the future when the solution is implemented.
 Teams and team members experience change as a result of working together

 Role of the Team in Managing Change

 Typically, quality assurance teams identify and recommend changes intended to increase health
worker productivity and quality of healthcare delivery.
 When teams develop and implement solutions, they must identify what changes are needed to
move from the current situation to the future.
 These teams may be called change agents: people who cause an organization to operate
differently from the way they have operated in the past.
 As change agents, teams need to know how to promote change effectively and ethically.

 Teams or individuals within a team, including the coach, serve the following functions:

 Catalysts - They precipitate change by recognizing problems and encouraging the need to change
the status quo.
 Solution givers - They offer suggestions about what can be done to solve the problems the
catalyst has made obvious.
 Process helpers - They show others how the process of change works. They facilitate and provide
training in problem solving, communication, cooperation, and collaboration.

 Role of the QA Coach in Managing Change

 The QA coach’s role is to facilitate and provide just-in-time training to help a team develop their
recommendations for change and plan how their recommendations will be implemented.

 Developing and implementing solutions requires that the team:

 identify changes that are needed to move from the current situation to the future (when the
solution is implemented); and
 develop a plan for managing change.

 Secondly, the team and its individual members will undergo change as they work together.
 Stages of team development, as previously discussed, provide a way of understanding how a team
changes over time.
 Individual team members may experience change as they take on new roles.
 Also, the role of the coach changes over time, resulting in the team becoming more self-sufficient
and less reliant on the coach for direction, facilitation, and training.
 It is the role of the coach to recognize these changes and intervene appropriately to keep the team
working productively.
 How Change Occurs

 Change occurs in the following ways:

 Change by exception occurs when a single cause of a problem is identified and eliminated.
 For example, if one water source is the origin of cholera, the solution is to stop using that source.
 Another example is the reassignment of a person who is causing trouble to another department.
 Incremental change occurs when things change gradually, resulting in significant changes over
time.
 This is the philosophy of continuous quality improvement and the basis for most QA
interventions.
 An example is standard setting and monitoring.
 Incremental changes occur during the process of setting an achievable standard, reaching it, and
then setting a new target.
 Pendulum change occurs when there is a dramatic, often completely opposite, shift in the way
something occurs.
 For example, a health center may completely change patient flow when staff changes the order in
which patients receive health education from receiving group education before getting treatment
to receiving individual health education after getting treatment.
 Pendulum change would continue if the next month patient flow reverts back to receiving group
health education before getting treatment.
 This back-and-forth change can be confusing and destructive, or it can reflect a trial-and-error
approach to searching for the best solution.
 Paradigm shifts occur when a person’s way of looking at things changes to such an extent that
their understanding of reality changes.
 Consider the way surgical techniques changed with the introduction of endoscopic surgery for
tubal ligation or prostatectomy.
 These surgeries changed from major abdominal procedures to minor endoscopic interventions.
 Paradigm shifts are often related to changes in technology or knowledge.

 The introduction of quality assurance in an organization is often associated with a paradigm shift.
 Before workers learn about QA, they may not believe it is possible to improve their performance.
 Often, they believe they cannot improve quality unless they get more money, more staff, or better
equipment.
 After adopting QA, they will recognize that they have the power and ability to change the way
they work and improve their performance and quality of care, without requiring additional
resources.
 What is Being Changed?
 A QA team may have an impact in several areas. For example, recommended changes can affect
individual workers and their jobs. Changes can affect the way decisions are made or how
communication takes place within an organization. Changes may require a department or
organization to change its long-range goals or clientele that is being served in order to continue to
exist. Finally, change can affect how people relate to each other, particularly if there are changes
in status, or if there are changes in the organizational culture, such as the extent to which people
feel free to take risks or offer new ideas.
 Objects of change may be categorized as follows:
 Individual task behavior
 Individuals’ jobs within an organization may change. Historically, organizational change resulted
in simplifying jobs and people becoming more specialized. More recently organizations have
recognized the complexity and multiple dimensions of some tasks. Change may result in workers
becoming focused on integrating tasks and learning new skills, particularly high technology
skills. These changes affect what work is done.
 Organizational processes
 Changes in organizational processes may include redesigning the reward or appraisal systems, or
altering the decision-making processes by adopting new management approaches such as QA.
These changes affect how work is done.
 Strategic direction
 Change can be implemented in the overall direction that a department or organization takes (e.g.,
the services provided or clientele being served). These changes affect why work is done.
 Cycle of change
 Organizational culture
 Organizational culture is the set of values, beliefs, and ways of thinking that are shared by
members of an organization and is taught to new members as correct. Change at this level is very
complex, and could include such things as the profit / non-profit ethic, values related to
transparency and openness, or the effect of religious beliefs on service delivery.
 Change is constant, inevitable, and naturally occurring. It’s important to understand the cycle of
change that organizations, as well as individuals, experience whenever there is a change in the
status quo. The following graphic and discussion presents what typically happens. Following this
discussion are suggested interventions at each stage to help ensure that change occurs positively
and productively.
 Change goes through cycles which may be depicted as follows.
 Equilibrium
 When things are in a normal state of equilibrium, people know what is happening and can predict
with reasonable assurance what will happen in the future.
 As time goes on, it is natural that things will change — people grow, resources are altered and the
mission or tasks of an organization are modified.
 Ending of Old Ways
 The pressure for change may be external or internal. External pressure for change can come from
supervisors, the community or senior administration, or any source outside the process that is
changing. Internal pressure comes from people within the process that is changing. This type of
pressure comes from workers who design changes to improve their own work.
 Thus, workers must let go of the old ways. Ending old ways may cause a sense of loss and trigger
a grieving process similar to that experienced after the death of a loved one.
 This stage is characterized by:
 •Anger
 •Denial
 •Bargaining
 •Disengagement
 •Disenchantment
 •Disorientation

 During this time people are unsure about their roles and those of the organization. They look for
meaning in their work, and may despair when they see their work changing. Perhaps they have
just been assigned to the new QA team and don’t see how it is possible to add one more
responsibility to their already busy schedule!

 Transition
 Even in a healthy, capable organization, a period of chaos, depression, and/or confusion is
expected at the beginning of a transition to new ways of doing things. People are profoundly
questioning their roles and the health of the organization. People may become hostile toward each
other and productivity may suffer. Competition may increase, especially if an organizational
change is causing alterations in job descriptions or employment. People may wish for the relative
calm of the past, and long for familiar ways of working. An organization may become very
inefficient as people have undirected energy that is being wasted.
 This phenomenon occurs during any change, but if it is handled well, the organization will
quickly emerge from this chaos or depression through a realization that the new state is
inevitable, and awaken to the excitement and energy associated with a new beginning.
 New Beginnings
 Excitement and openness to carrying out change characterize new beginnings, although some will
experience resignation or a passive acceptance of change, with no enthusiasm.
 While people will still be afraid of risk – “what if the new ways don’t work?” – they nevertheless
are willing to take the risk associated with the change. This step ratifies the ending of the old
ways, and permits new possibilities and directions to emerge. People again feel empowered, as
they begin to understand how they fit into the new situation

 Resignation
 Openness
 Readiness
 Reemergence

 Eventually, the change becomes the new way of doing business and equilibrium is again reached,
until internal or external forces cause another change to begin.
 The Effect of Many Changes at Once
 This model of the cycle of change is simplistic – it appears as if only one change is occurring at a
time. In real life, many changes are happening simultaneously, and may have the effect of causing
constant chaos or prolonged depression or confusion in an organization as too many changes are
happening at once. It is important to understand how many changes are happening at once in an
organization, and how much impact they are having before introducing yet another change.
 Interventions in the Cycle of Change
 A QA team may use this understanding of the cycle of change to assess overall where their
organization is or where it is in response to a specific change. The cycle of change also may be
used to develop strategies for the introduction and implementation of their recommendations.
 Appropriate interventions at each stage can help an organization, or a team progress through
change. The next table proposes some interventions based on the change cycle.

 Understanding Responses to Change

 When faced with a change, people may respond by being:
 •Neutral
 •Innovators – early adapters
 •Resisters

 Neutral
 People who are neutral about an upcoming change go along with it and passively accept the
change.
 Innovators
 There are some people who easily accept, welcome, and even thrive on change. They eagerly
seek, support and lead the change. They:
 •See a chance for personal growth or gain in the change.
 •Understand the change as providing a new challenge.
 •Respect the person or group directing the change.
 •Like the manner in which change is introduced.
 •Contribute to the planning of change.
 •Perceive change as a healthy experience.
 •Believe change is a way to a better future.
 •Believe the timing is right to make a change

 Resisters
 A very common reaction to change is to resist either actively or passively. Either way, resisters
do not readily accept change. They:
 •Fear the change will cause personal loss in job, pay, status, or position in a group.
 •Do not perceive a need for change.
 •Believe the change will do more harm than good.
 •Do not respect the cause of the change, or change agent.
 •Object to the manner in which the change is introduced.
 •Have a generally negative outlook on life.
 •Are unable or unwilling to contribute to the planning of change.
 •View change as a personal attack or criticism.
 •Anticipate that change will create burdens, or require extra effort and work.
 •Experience bad timing in relation to other changes, or ongoing work.
 •Tend to oppose authority.
 •Receive second-hand or unreliable information about the change.

 Strategies for dealing with resistance (Surfacing, Honoring, Exploring, and Rechecking) have
been discussed previously in relationship to conflict management. The intent of this module is to
understand ways to effectively implement change and reduce the likelihood of resistance.
 Reasons for different responses to change
 The reasons why people may react differently to change are related to:
 The method of implementation.
 Planned change, which is agreed upon by the involved parties, usually has less resistance because
it is slow and addresses emotional needs of the affected people. Open forums or sensitization can
help to address the issues.
 Unplanned change, which is abrupt, gives no time for consultation or participation by affected
parties. While unplanned change may be necessary, it commonly results in resistance because it
causes resentment and anxiety. A top-down method of implementing a change recommended by a
QA team, unfortunately, may receive such a reaction if people at the lower levels are not clear
about QA methods. However, unplanned change may be appropriate in times of emergency such
as a change of working assignments during a disease outbreak.
 Personal factors
 Personality influences the manner in which people respond to change. Confident, optimistic
people tend to eagerly accept change, welcoming the challenge and opportunity which is created.
 Group factors
 The closeness of the team members and stage of team development can affect the response to
change. For example, a cohesive, mature team may perceive less threat from change than a team
 that is not cohesive or one that is not in the performing stage. However, a cohesive group may
experience anxiety in all its members when change occurs or if one or more members perceive a
threat.
 Organizational factors
 The response of an organization to change will depend on the past experience of success or
failure with previous changes. The organizational culture has an impact on the degree to which
change is seen as a challenge or threat.
 Planning and Implement-in Change

 Quality improvement depends on effectively implementing a change and evaluating the results.
Even a well-chosen solution will not resolve a problem if it is poorly planned, implemented, and
monitored. Most QA interventions involve the Shewhart, or PDSA cycle, which is comprised of
four major activities3:
 •PLAN – Planning the steps of implementing the change or solution.
 •DO – Implementing the change or solution.
 •STUDY – Gathering data (evidence) to say whether the change /solution has resulted in
improvement
 •ACT – Making decisions about whether to expand implementation of the change / solution, to
modify it, or to choose another change /solution to test.

 In the PDSA cycle, the team must put a plan in place. In this planning process, the team would
use visioning to imagine what the future will look like when a change or solution is well in place.
Then they would compare that vision to today’s reality. The difference between the two
conditions, the gap, becomes the area in which to plan changes. The team is putting in place a
series of steps to reach a desired result.
 1.Picture the future
 2.Assess the present
 3.Determine the gap between present and future.
 4.Develop implementation plan to address priority “gap” topics.

 Step 1: Picture the Future

 In this step the team imagines what things will be like in the future when the change / solution is
well established. They describe activities that will be going on, how people will work, and what
you would see and hear people doing. When this step is done the team will be able to paint a
word picture of what the situation will look like when the solution is implemented.
 Step 2: Assess the Present
 In this step, the team refreshes their knowledge of the current situation as it relates to the desired
improvement or the problem being solved. They may review the storybook / storyboard to recall
why they started this effort in the first place, and why they believe the chosen change / solution is
the right one.
 Step 3: Determine the Gap between the Present State and the Future Vision
 In this step, the team compares the statement of the vision and the understanding of what will
happen in the future, with today’s practice. A list could be brainstormed, and then affinity
analysis used to discover common themes.

 Step 4: Develop a Plan which Addresses the Priority “Gap” Topics

 From the results of the affinity analysis, the team identifies major topics which need to be
addressed. They prioritize them, and then begin planning to address these topics. Goals and
objectives of an action plan are developed, as well as a step-by-step description of what will
happen and when. Using force-field analysis, the plan will be critically examined to determine
what forces will block its implementation. Contingency plans will be developed for those
situations.
 Finally, the plan will include a plan for how the team will measure the effects of change – did the
desired improvements result? Review the QI monograph about completing a PDSA cycle.
 Ways to Implement Change
 There is no one best strategy for creating change. Change agents benefit from having a variety of
interventions at their disposal. Implementation of change will depend on understanding the
organization and people undergoing change, and may involve using any of the following
strategies:
 •Participatory approaches include the people who are affected by the anticipated change in
planning the change, or even in deciding whether the change should occur.
 •Educational and communication approaches inform people of the decision to make a change and
the process through which the change will occur, when the planned change is not optional.
 •Power approaches involve the use of inducements or persuasion. Rewards or incentives will
cause some people to accept change more easily. Persuasion or the positive influence of an
admired leader will assist the acceptance of change. The use of power through coercion or
obligation can force change in a negative fashion. By giving people no choice in the matter, or by
creating punishment for not accepting change, people may be forced to comply with the change.
This approach has the potential to cause deep and serious problems, undermining the change and
the authority of those directing the change. But a power approach may be necessary to overcome
resistance to changes in organizational beliefs or goals – people who disagree may leave the
organization.
 •Negotiation and Compromise both involve looking at the issues surrounding the change and
working out differences among those who are affected. Compromise implies that at least one
party gives up something in the effort.
 •Consensus occurs through discussion and examination of the change, when all people agree on a
proposed change. When all affected parties have consensus about a change, it is more likely to
succeed.

 Benefits of Effective Change Management

 When change is managed effectively, benefits beyond simply accomplishing the change are
achieved, namely:
 •Effective team behaviors are strengthened. Team members will have the experience of working
out differences, problem solving, conflict management, and goal attainment. They improve both
their cohesion and competence.
 •Effective communication often results when people explore their reactions to the change.
 •Conflicts are reduced, as people understand facts about the change and work through
disagreements.
Put a tick (\/\) sign to the option you would like to answer for that question (Give authentic data) This
is purely for research purpose and no data will be revealed.
1- Disagree Completely 2- Disagree Somewhat 3-Disagree a little 4-Neiter agree nor disagree
5- Agree a little 6- Agree somewhat 7- Agree Completely

1 2 3 4 5 6 7
The thought of watching pornography makes me sexually aroused.
I would feel less bored if I watched pornography right now.
I will watch pornography as soon as I get the chance.
If I were watching pornography this minute, I would feel energized.
If I watched pornography right now, I would have difficulty stopping.
I have an urge to watch pornography right now.
If I were watching pornography this minute, I would feel happier
if the situation allowed, I would watch pornography right now
Right now, I am making plans to watch pornography
I would feel less stressed if I were watched pornography right now
My heart would beat faster if I were watching pornography right now
I want to watch pornography right now.

A- Agree B- Slightly Agree C- Neither Agree nor Disagree D- Slightly Disagree E- Disagree

A B C D E
I am depressed about the sexual aspects of my life
I feel good about my sexuality
I am disappointed about the quality of my sex life.
I feel down about my sex life
I feel unhappy about my sexual relationships
I feel pleased with my sex life.
I feel sad when I think about my sexual experience
I am not discouraged about sex.

1. Do you have trouble getting up in the morning?

􀂆 no 􀂆 sometimes 􀂆 yes
2. Do you feel well rested at school?
􀂆 no 􀂆 sometimes 􀂆 yes
3. Do you feel sleepy during the day?
􀂆 no 􀂆 sometimes 􀂆 yes
4. Do you often yawn throughout the day?
􀂆 no 􀂆 sometimes 􀂆 yes
5. Are you immediately wide awake when you wake up?
􀂆 no 􀂆 sometimes 􀂆 yes
6. I oversleep in the morning (e.g. continuing to sleep even though I need to get up)
􀂆 never 􀂆 once in a while 􀂆 often
7. At noon I feel as energetic as in the morning
􀂆 this is true for me
􀂆 I feel less alert at noon
􀂆 I feel a lot less alert at noon
8. When I am at college for a while, I have trouble keeping my eyes open
􀂆 no 􀂆 sometimes 􀂆 yes
9. Do other people think that you react angrily when they ask you for something or say something to
you?
􀂆 no 􀂆 sometimes 􀂆 yes
10. When I do not get enough sleep, it is more likely that I start an argument
􀂆 no, this is not true for me
􀂆 yes, that is true for me once in a while
􀂆 yes, that is often true for me
11. Do you have enough energy during the day to do everything?
􀂆 no 􀂆 sometimes 􀂆 yes
12. I am active during the day
􀂆 agree 􀂆 partly agree 􀂆 do not agree
13. I have to struggle to stay awake in class
􀂆 never 􀂆 once in a while 􀂆 often
14. Do other people say that you seem annoyed?
􀂆 no 􀂆 sometimes 􀂆 yes
15. I don’t feel like going to school because I feel too tired
􀂆 this never happens
􀂆 this happens once a week
􀂆 this happens more often than twice a week
16. I feel very alert at school
􀂆 agree 􀂆 partly agree 􀂆 do not agree
17. I am a person who does not get enough sleep
􀂆 agree 􀂆 partly agree 􀂆 do not agree
18. I would like to sleep longer
􀂆 no, I sleep exactly enough
􀂆 no, I would like to sleep shorter
􀂆 yes, I would like to sleep longer
19. Others think that I am easily irritated
􀂆 this is not true for me
􀂆 this is partly true for me
􀂆 this is true for me
20. Do you think that you behave unkindly towards your friends or parents without a reason?
􀂆 no 􀂆 sometimes 􀂆 yes
Name: ___________________________ Age: _____ Gender: M ___ F ____
Class: ______

Always Often Sometimes Never

Do your parents scold you for doing wrong?
Do your parents punish you for doing wrong?
Do your parents set rules whatever you do?
Do your parents restrict you for no reason?
Do your parents appreciate you?
Do your parents trust whatever you say?
Do your parents set your goals/ambitions?
Do your parents fear/scold you to do your homework?
Do your parents ask you your favorite things?
Do your parents compare you with another child?

Score: _______ Interpretation: _______________________________________________________

Yes Sometimes No
I gets scared if I sleep away from home.
I follow my father or mother wherever they go.
I worry about sleeping alone.
I have nightmares about something bad happening to my parents.
I have nightmares about something bad happening to me.
I don’t like to be away from my family.
I’m afraid to be alone at home.
I worry about something bad might happen to my parents.

Score: __________ Interpretation: _______________________________________________________

Yes Sometimes No
I don’t like to be with people I don’t know well.
I feel nervous with people I don’t know well.
It is hard for /me to talk with people I don’t know well.
I feel shy with people I don’t know well.
I feel shy when I’m with another child.
I feel nervous when I have to do something while other watch me.
I am shy
I feel nervous when I’m going to new places.

Score: ________ Interpretation: _________________________________________________________

Total Interpretation of the child: __________________________________________________________

Name: ___________________________ Age: _____ Gender: M ___ F ____
Class: ______

Always Often Sometimes Never

Do your parents scold you for doing wrong?
Do your parents punish you for doing wrong?
Do your parents set rules whatever you do?
Do your parents restrict you for no reason?
Do your parents appreciate you?
Do your parents trust whatever you say?
Do your parents set your goals/ambitions?
Do your parents fear/scold you to do your homework?
Do your parents ask you your favorite things?
Do your parents compare you with another child?

Score: _______ Interpretation: _______________________________________________________

Yes Sometimes No
I gets scared if I sleep away from home.
I follow my father or mother wherever they go.
I worry about sleeping alone.
I have nightmares about something bad happening to my parents.
I have nightmares about something bad happening to me.
I don’t like to be away from my family.
I’m afraid to be alone at home.
I worry about something bad might happen to my parents.

Score: __________ Interpretation: _______________________________________________________

Yes Sometimes No
I don’t like to be with people I don’t know well.
I feel nervous with people I don’t know well.
It is hard for /me to talk with people I don’t know well.
I feel shy with people I don’t know well.
I feel shy when I’m with another child.
I feel nervous when I have to do something while other watch me.
I am shy
I feel nervous when I’m going to new places.

Score: ________ Interpretation: _________________________________________________________

Total Interpretation of the child: __________________________________________________________