Human Resource

Management in
Pakistan
BY
Dr. Zareen Abbasi
Assistant Professor
Department of Public Administration
University of Sindh, Jamshoro

The Elite Scientific Publications

Faisalabad, Pakistan
2009

1
Human Resource Management in Pakistan
Dr. Zareen Abbasi
Assistant Professor
Department of Public Administration
University of Sindh, Jamshoro
Pakistan

ISBN 978-969-8753-06-1
First Edition 2009

Copy Right Reserved by the Author

All rights reserved. This book should not be reproduced

Without the permission of the author

Published by: The Elite Scientific Publications, Faisalabad, Pakistan

Price: 300

2
Dedication

I dedicate this effort to my sympathetic father Deedar Hussain,

devoted mother Nishat, brother Izhar and sister Ambreen and their

kids Farrukh Ashfaq, Neha Ashfaq, Nasar Izhar & Fatima Izhar.

Zareen Abbasi

3
 Table of contents

Chapter-1 General Introduction

Chapter-2 Historical Background of Human Resource
Management

Chapter-3 Job Analysis, Job Description and Job

Specification

Chapter-4 Managing Changes in Jobs and Work

Schedules

Chapter-5 Recruitment, Selection and Placement

Chapter–6 Identification and Development of Managerial

Talents

Chapter-7 Employees Appraisal Program

Chapter-8 Employees Conduct and Discipline

Chapter-9 Management of Human Resource in Pakistan

Chapter-10 Human Resource Development

Chapter-11 Human Capital Era

Chapter-12 Environmental Pollution & Human Resource

References/ Bibliography

Annex-1 Definitions
Annex-2 Abbreviations
Annex-3 Organizational Examples

4
Chapter-1 General Introduction

HRM plays an important role in improving the productive

contribution of people in the organization that are strategically,
ethically and socially responsible. HRM practices and policies
translate change as employee commitment & opportunity. HRM is
concerned with the people as every organization is made up of people,
acquiring their services, developing their skills and motivating them
to high levels of performance and ensuring that they continue to
maintain their commitment to the organization in achieving
organizational objectives.

Blissful fate of a realm is directly proportional to competent

generation. It stands to reason that eminence and quantity means of
learning is desperately very poor. It is therefore said that we have
such a state to continue on sustained basis. This problem goes from
bad to worse as undue external pressure, discrimination, nepotism at
the cost of prospective applicant. To avoid applicant’s adjustment in
blatant defiance of external pressure on the recruitment process,
organization must methodize antitrust strategy and design ways and
means to minimize the adverse impact in this overly globalize age.

HRM can practically help organization pull off a great deal of

coup by selecting, training and managing excellent people. The task
of managing people in today’s world of work is particularly
challenging in the light of the changes in efficiency step up. It is
difficult to delineate, gauge and evaluate the productivity. To all
intents and purposes, cutthroat competition has gained much
currency. Never before has the world of work been so challenging.
Never before has it been so imperative to our career that we need to
learn and develop our skills of management. Never before have had
people so many vast opportunities with so many potential rewards.

This is an epoch of cost competitiveness i.e. the organization

delivers valuable products priced at levels the customer is not
reluctant to forwardly. High-quality management requires managing
so that costs are kept nominally under control and the company can
sell its products at fixed prices that cover cost and achieve a profit.

5
Given the objectives of the organizations, hardly an ideal sense of
viable survival exists for public and private organization, as they are
multidimensional, moronic-economically, administratively. This
would be purposively unsuccessful.

In the information based era, human resource professionals are

becoming much more key players in larger than life organization. HR
manger serves as intellect of an organization as latter bank full on its
asset of people. Effective human resource professionals are able to
think strategically the planning of the organization. A loyal,
dedicated, skilled, efficient and productive human resources is
valuable assets of an organization but not reflected on the balance
sheet. Capital investment, innovation, learning and motivation dictate
important components to productivity in organizations. Capital
investment with best available machinery improves the efficiency of
workers. To be productively effective and generatively efficient in
their work, employees ought to be ingrained proper technical skill.
The best-trained employees have the capacity to access the most
advanced piece of equipment to increase productivity by change in
employee’s attitude or morale. While productivity improvements can
be achieved through a series of events, proper equipment increased
motivation.

Globalize change and technological advancement effect

worker as a driving force for each other and the process leads to
innovation. New forms of work organizations change the nature of
work and new occupational categories. With these changes, human
resource development has come to fore. In Pakistan, there is an
intense search for HR imperative to national progress and appalling
global challenges. On this perspective, economic growth is only
possible through human resource to meet the developmental
requirements. The unmanaged economic growth eventuates to the
detriment of human resource progress. It identifies employment for
translating the benefits of economic growth into the lines of people.
For this purpose, new patterns of growth needed to be developed and
sustained well into the 21st century and new mechanism must be
cultivated. We must ponder over it as an investment to human
resource. This investment is potentially more important than building
roads, bridges or powerhouses. We had better construct our people.
The policy makers are suggested to direct their attention and pent-up

6
energies towards human resource progress improvements to attain
economic growth and social development in the 21st century.

Overwhelmingly insurmountable globalization is posing

serious challenges to organizations throughout the world, particularly
to the third world countries. One of the very momentous aspects of
human resource progress is the support of business houses at the
national and international levels. Only those organizations, which
multi-dimensionally understand the new environment and growing
intricate with a proper response mechanism will live through and set
forth themselves. Human resource is the most valuable and perishable
resource in any organization. As a lack would have it, Pakistan is
replete with such organizations that fail to use these resources
effectively. Most of them misallocate and misdirect this resource.

All organizations irrespective of national, multinational or

international status are to deal with this resource, which is limited in
the environment it operates. Organizations strive to use this limited or
scarce resource effectively and efficiently in order to achieve their
goals and objectives. The most high-ranking element/factor in current
organizational triumph is workforce skill, product, quality and
customer satisfaction. All the above-mentioned three factors bank on
human resource education, training and motivation.

In present business world, change is the only factor, which

will interestingly remain constant. Changes in technology, consumer
demand, demographic and global composition and competition of
workforce will have an effect on the role of human resource
professionals. Highly demanding 21st century dictates challenges to
the comity of nation in the shape of industrialization and
globalization. Simultaneously nations have to depend on human
resource in some way or others out of capital and technology. The
fundamental purpose of human resource is to enable organization to
stand on its reliant fact in the face of predatory globalization forces.
The effective human resource factors include those persons who are
willing to chip in for its wealth and welfare. Lack of an occupational
skill, poor health, paucity of opportunity to work and other
multifarious causes may contribute in ordinarily high percentage of
ineffectiveness by refusing to employ people who could be
productive.

7
 Human being is a major resource leading to the development
of the country. A careful analysis of the factors, which led to
tremendous development of the most developed countries, shows that
they have a very large number of skilled workers and qualified
persons. Human resource implies the proper development of human
beings both physically and intellectually. In other words, it shows that
attentive focus be paid on human capital as it plays a vital part in
national development resulting in its apex owing to the health and
qualified manpower. This entire procedure requires a big and
methodical planning. Noticeably and interestingly, a factory or a
titanic architectural landmark takes almost 5 to 6 years in this modern
technology era but a well qualified and experienced engineer or
doctor takes some 14 to 16 years with a great many works under his
debt. Development means both productions of needed skill and
climate conducive for optimum utilization of these skills. The first
and foremost prerequisite for human resources progress is the proper
attention to the health sector. No nation can dream of acquiring
preeminence in any field with sick and disabled persons so developed
nations invest quite a hefty amount in their health sector. In Pakistan,
unfortunately, due attention is not paid to this important sector. The
contents and substances of the education are yet another set of means
that needs to be looked into more closely. It is the quality of education
and training which enables the people to play their useful role to
increase national productivity.

Pakistan is blessed with huge human resources but our savings

and investment level can be raised only when we are in a position to
convert our unproductive and underutilized human resources into
potential accelerator of economic growth. Today, we are trying hard
to catch up quickly with the high standards of living through
industrial and technological revolution but because of short supply of
trained manpower this is not possible. In this perspective it will be
appreciating if priority is given to the development of industrial
human resource maturity in the country. Industrial human resource
development is the existing and present need. We enjoy efficient
amount of diligent and sincere manpower but it must needs be
exploited or as apiece of potential and capacity. Now it is the time to
avoid finding replacement and firing of employees. Our country needs
to create conditions and environment necessary for creativity and
innovation, competitive in the knowledge-based industries that will

8
provide the highest value added for economies.

Failure or success hinges on the ability of an organization in

mastering the manpower and overall planning of policy strategies on
the development of human resources as well as their maximum use in
nation building activities. Pakistan desperately requires real human
resource expansion like education, literacy, technical skill, health,
food, housing, intellect and culture. In Pakistan the problem is not the
lack of human resource but accepting the need of human resource for
proper human resource management. Human resource level can be
improved on the job training, attendance in regular courses, setting up
of paramount training centers or sending the cadre to similar setups
already working in the market. Rapid acceleration of economy is a
thorny affair without proper human resource development. Pakistan
being a labor surplus economy is confronted with a high population
rate, low literacy level, poor skill and technological base. It has
resulted in critical imbalances in the progress and administration of
human resources. It is keenly felt that the achievement of economic
and social goals of the country depends to a great extent on the fact as
to how much effectively its manpower resources are being put to uses
for the national development. Specially in a country like ours, where
human resources are plentiful than others, so due importance be
attached to overall planning of policy strategies on the growth of
human resources as well as their maximum use in nation building
activities. It is now fully realized that human resources even if
abundantly available are incapable of providing a guaranteed
economic and social progress for country unless the human resources
are built up and developed on sound lines so that they could furnish
positive solutions to national problems in critical situations. It is a
well known fact that the real improvement of human resources calls
for a multifaceted action, in all directions like education, literacy,
technical skill, health, food, housing, intellect and culture. If we
motivate human talent and potentialities in all the walks of life we can
manage to identify ourselves with the modern world and we can face
all the overwhelmingly challenges. In this scenario the role of human
resource management will definitely take on a longer significance and
prompting managers to take a lead role in all organizational decision-
making and operation.

Change dictates modern ways of perception and new frames of

9
references as well as up to minute attitudes and new fangled. None
but the desired skill of managers will be competent agent of change.
In this connection, manager able to bring in change will be an asset of
any organization. The Pakistani nation is hard working. It has
measured up to expectations. The people are energetic and workers
are dedicated. Pakistan has required quality, commitment and will to
success. In this perspective, human resource is amply chipping in for
the transformation of Pakistan from an underdeveloped country to
potentially prosperous nation. Only proper guidance and necessary
assistance is required to multiply the capabilities to increase the
output. Pakistan’s human resource has evolutionary thinking.
Changed time also requires a change in thinking. A sizeable share of
budget is hoped to earmark for the development of human resource in
Pakistan and a change will be visible in near future and country would
walk on the road to progress and prosperity. Pakistan, being a labor
surplus economy with a high population rate, low literacy level, poor
skill and technological base has eventuated in critical imbalances in
the development of human resources Pakistan’s problem number one
is very poor human resource development capability.

Organizational motivation creates and inspiration, assistance,

and guidance to the worker for his motivation and helps him to use his
talents wisely and effectively. Healthy and educated human resource
is a pre-requisite for sustainable development in Pakistan but it is
much slower as compared to developing countries. Pakistan needs
renewed and determined efforts for building physical infrastructure,
development of human resources and environment protection while
maintaining macro economic stability and self reliance.

If the parallel is drawn among Pakistan to that of Japan,

Canada, and Australia, the batter nations lacks a rich. The most
precious resources are Pakistan’s human resource. If human resource
is properly trained, usefully exploited and technically developed
Pakistan can be come one of the strongest nations of the world. In
Pakistan, in terms of grouping of organizations, on the one hand, we
have government run organizations, both federal and regional and on
the other hand, are the multinational organizations. In between are the
state run organizations, sole proprietor ship and family based
organizations and nationalized industries. The number of people
assigned the human resource management tasks and these tasks are

10
taken as human resource management function depends on the beliefs
and approaches of the organization.

In Pakistan, it would be fair to say that the multinational

organizations remain in the forefront of HRM. This is primarily due
to the global approach of the organization filtering to Pakistan.
Working in human resource management is fulfilling and rewarding
to have contribution to the development of any individuals potential
and advancement is reward in itself. It is this reward that makes the
job worthwhile and each day different from the one before. Human
resource is the productive asset but government of Pakistan has failed
to realize this. This is not too surprising since opponents of literary of
the general populace exist within the top echelons of Pakistan, today.
Productivity development of human beings depends upon the job
training programs. The other important factor is the workers cultural
outlook and attitudes towards work and desire for self-improvement.

In Pakistan, human resource professionals are still

inapplicable in organizational institutional setup. There are many
large organizations that recognize their commitments to have the best
practice in human resource but unfortunately fail to deliver goods in
its implementation. Many organizations preach genuinely and
honestly that they practice and care staff policy. Sadly, Pakistan’s
obsolete and moth-eaten educational infrastructure has fallen through
to re-orientate and educate youth with occupational skills. Education
has a disappointing relationship to future jobs. Many students having
no skill but the degree results frustration and high brain drain is
common. Special incentives in land and salaries have been provided
to attract overseas Pakistani’s back to the country. It goes without
saying that our young human resource can be perfected in their fields
through training. Organizations should be developed that are
consumer driven, quality focused and globally effective. With these
sort of thoroughgoing measures, organizations will plug away strive
to restore nation’ competitiveness and assist answering its continued
prosperity in the new fangled millennium. According to the
economic survey 1992-93, Government of Pakistan, Human resources
if effectively engaged, play a dynamic and pivotal role in socio
economic force employment of a country. Demographics and labor
force employment characteristics of a country furnishes broad
indicators to how human resources are productively taken on

11
employed in the various national development fields and how people
are capitalizing on achievements in socio economic fields. A special
human resource development committee of the cabinet has been set
up to study the current upcoming and future requirements of human
resource and to map out policies and programs for their optimal
exploitation and to expand employment opportunities for the
unemployed. Similar committees are being established to promote
employment at provincial level.

Government is suggested to stock sufficient staffing for targets

oriented market. Simultaneously, proper staffing adjustment is a
matter of wage concern. The competitive ventures that the private
sector may take on are critically dependent on the pool of available
human resource. The salaries, fringe benefits and other incentives that
the government offers to attract people from within this pool have a
direct bearing on the private sector. Besides its monopolistic attitudes,
a private sector is trying to found its potential opportunities in export
service industries. As a result, joint ventures are dramatically
augmenting for the developing countries with no exception of Asia
and Pakistan. Public sector policy of emolument is not as satisfied as
private sector is in the country. So, pay envelopes are to be made
heavy and synchronized with corporate sector. Here, we cannot rule
out the initiatives of foreign government surveys in the gradual
synchronization of public sector enterprise consultants with private
sector. The private sector in Pakistan does not adjust its salaries based
on the free market forces. Instead, the greatest pressure in the private
sector is from the incentives provided by the government job.
Pakistan has a fairly even balance in this regard. The government,
which does not work under free market principles, must adjust its
salary package according to the salary package of the private sector.

In Pakistan the lifestyle of government employees, before and

after retirement, is no worse, if not better, than the lifestyles of their
counterparts in the private sector. Ethics and morality are one’s
personal traits, related to individual’s social credibility but ethics and
morality must need to exist in working environment also. In
Pakistan‘s scenario, being a Muslim country, group ethics are totally
ignored in business life. As often as not, senseless accumulations,
illegal gains and rampant corruption have become the part and parcel.
The post has the spirit of socio-economic and cultural transformation

12
in Pakistan had shape us in many ways. Of the parallel is drawn
between the size of post and pre independence organization, their pre-
independence size is much smaller than today’s establishment with all
out blue-chip operational activities. These organizations set them,
forth following initiation of the process of modernizing society that in
turn, instill development and change.

The redoubtable enterprises managing this holistically

Pakistani innovations-shy organization is immensely cutting Gordian
knot. Gone were days when adequate, qualified candidates were not
available in required numbers to fill in a vacancy in Pakistani
organizations. But the expansion in the educational facilities during
the last quarter of the century has changed the situation. The limited
number of jobs has to be judiciously meted out among the qualified
candidates pertaining to different regions and segments of the society
to make our organizations a melting pot for candidates drawn from
diverse, social ethnic and regional background for national
integration.

In organizations, most employees of different salary grades

anticipate eagerly that their rights and privileges stem outset of being
their employment in organization. Those employees who want to quit
their organizations after completing 25 years or less then 25 years
may also be allowed to retire with retirement benefit in proportion of
their length of their service. Similarly the employers have option to
retire, those who have served minimum of service but have lost their
utility to the organization. In the private sector, a common complaint
is that it is difficult to get work done through others. The workers
have just gone astray. Generally in our corporate culture, the workers
belonging to union seems to be immune from work. The authority
also does not have dared to ask them to work. They are more
politically motivated and they avail themselves of it. Time paid work
force would not give a return which they would do, when payment is
related to output or production called contract work the union accuse
management and vice versa. Private sector is there to thrive upon
expense of the public sector, through tax evasion, obtaining loans
from public financial institutions, avoidance of payment of
import/export duties, levies and like that. It is a general knowledge
that Pakistan houses rich people with indigent government. People are
not prepared to pay taxes and public functionaries are not serious to

13
make recoveries from them. Corruption has crept in the public and
private sector. The real trouble is lack of management in hierarchical
levels or narrow span of control so the people’s problems are not
solved. Managerial class in Pakistan is generally well educated if not
well qualified. The need of the Pakistani society is of management,
which can learn lessons from the past to envision future, feel socio-
psychological pulses of the people, determine proper priorities,
optimize economic use of resources and above all, can enhance
confidence among the people and establish its own credibility.
Although the challenges redoubtably insurmountable but can be
withstood if we have to team up with other nations in the reach for
development in the 21st century.

Healthy and educated human resource is a pre-requisite for

sustainable economic growth in Pakistan but it is much slower as
compared to the developed countries. Pakistan needs renewed and
persevering efforts for building physical infrastructure, development
of human resources and environment protection while maintaining
macro economic stability and self-reliance. Following ineluctable
penetration of globalization stabilized economics are those that
entertains workforce or manpower as a potential national wealth in
collaboration with the quality of the social and material infrastructures
that support them. Today’s personal role is shifting from protector and
screener to planner and change agent. Human resource activity plays
the role of change management. So we can say that the term “Human
Resource” refers to the people in an organization. When public and
private organizations improve, society prospers with the effective and
efficient function of virtuous cycle.

Pakistan’s human resource has evolutionary thinking.

Changed time also requires a change in thinking. A sizeable share of
budget is hoped to earmark for the development of human resource in
Pakistan and a change will be visible in near future and country would
walk on the road to progress and prosperity. Pakistan, being a labor
surplus economy with a high population rate, low literacy level, poor
skill and technological base has eventuated in critical imbalances in
the development of human resources. Pakistan’s problem number one
is very poor human resource development capability. If human
resource is properly trained, usefully exploited and technically
developed. Pakistan can be come one of the strongest nations of the

14
world. In Pakistan, In terms of grouping of organizations, on the one
hand, we have government run organizations, both federal and
regional and on the other hand, are the multinational organizations. In
between are the state run organizations, sole proprietor ship and
family based organizations and nationalized industries. The number of
people assigned the human resource management tasks and these
tasks are taken as human resource progress function depends on the
beliefs and approaches of the organization. In Pakistan, it would be
fair to say that the multinational organizations remain in the forefront
of human resource progress. This is primarily due to the global
approach of the organization filtering to Pakistan. Working in human
resource progress is fulfilling and rewarding to have contribution to
the development of any individuals potential and advancement is
reward in itself. It is this reward that makes the job worthwhile and
each day different from the one before.

Human Resource is the productive asset but government of

Pakistan has failed to realize this. This is not too surprising since
opponents of literary of the general populace exist within the top
echelons of Pakistan, today. Productivity development of human
beings depends upon the job training programs. The other important
factor is the workers cultural outlook and attitudes towards work and
desire for self-improvement. Pakistan being a labor surplus economy
is confronted with a high population rate, low literacy level, poor skill
and technological base. It has resulted in critical imbalances in the
development of human resources. It is keenly felt that the
achievement of economic and social goals of the country depends to a
great extent on the fact as to how much effectively its manpower
resources are being put to uses for the national development.
Specially in a country like ours, where human resources are plentiful
than others, so due importance be attached to overall planning of
policy strategies on the development of human resources as well as
their maximum use in nation building activities. It is now fully
realized that human resources even if abundantly available are
incapable of providing a guaranteed economic and social progress for
country unless the human resources are built up and developed on
sound lines so that they could furnish positive solutions to national
problems in critical situations. If we motivate these human talent and
potentialities in all the walks of life we can manage to identify
ourselves with the modern world and we can face all the

15
overwhelmingly challenges. In this scenario the role of human
resource management will definitely take on a longer significance and
prompting managers to take a lead role in all organizational decision-
making and operation. Change dictates modern ways of perception
and new frames of references as well as up to minute attitudes and
new fangled. None but the desired skill of managers will be
competent agent of change. In this connection, manager able to bring
in change will be an asset of any organization. The acute deficiency
of change management and human resource progress tools, techniques
and procedures in Pakistani organizations is creating inefficiency,
ineffectiveness and loss of productivity at upper, middle and lower
level management. Pakistan is blessed with huge human resources but
our savings and investment level can be raised only when we are in a
position to convert our unproductive and underutilized human
resources into potential accelerator of economic growth.

Today, we are trying hard to catch up quickly with the high

standards of living through industrial and technological revolution but
because of short supply of trained manpower this is not possible. In
this perspective it will be appreciating if priority is given to the
development of industrial human resource progress in the country.
Industrial human resource development is the existing and present
need. We enjoy efficient amount of diligent and sincere manpower
but it must needs be exploited or as apiece of potential and capacity.
Now it is the time to avoid finding replacement and firing of
employees. Our country needs to create conditions and environment
necessary for creativity and innovation, competitive in the
knowledge-based industries that will provide the highest value added
for economies. Failure or success hinges on the ability of an
organization in mastering the manpower and overall planning of
policy strategies on the development of human resources as well as
their maximum use in nation building activities. Pakistan desperately
requires real human resource progress like education, literacy,
technical skill, health, food, housing, intellect and culture. In Pakistan
the problem is not the lack of human resource but accepting the need
of human resource for proper human resource progress. Human
resource level can be improved on the job training, attendance in
regular courses, setting up of paramount training centers or sending
the cadre to similar setups already working in the market. Rapid
acceleration of economy is a thorny affair without proper human

16
resource development.

Pakistan is positioned in the western fraction of the Indian

subcontinent, amid Afghanistan plus Iran on the west, India on the
east, along with the Arabian Sea on the south. The populace be
present 169,270,617, birth rate is 29.1, infant death rate is 68.5, life
hope is 63.8 [Economic Survey, 2007]. The accessibility of natural
possessions is inadequate because of the dried weather and hilly
topography, considerable inhabitant’s intensification is escalating
force on the supply its administration has suffered from the
significance on speedy trade and industry growth and often
unregulated shape of cost-effective output. Population growth and
pitiable water infrastructure have abridged per capita water
availability from 53,000 cubic meters to 1,200 cubic meters, and
heavy reliance on firewood has donated to the world’s second
maximum rate of deforestation [World Bank Survey, 1997]. Deprived
farming practices have led to soil erosion, groundwater degradation,
and other problems that have hindered crop output and contributed to
health problems for communities. Solid waste burning, low-quality
fuels, and the growing use of fuel, inefficient motor vehicles have
contributed to air pollution. Pakistan’s health indicators, health
funding, and health and sanitation infrastructure are generally poor.
About 19 percent of the population is malnourished and 30 percent of
children under age five are malnourished [United Nations Survey.
2003]. Pakistan’s total health expenditures amounted to 3.9 percent of
gross domestic product and per capita health expenditures were
US$16 [World Health Organization. 2001]. Nevertheless, poverty
increased in the late 1990s, and the country’s population growth
reduced income growth. The proportion of the population living
below the poverty line increased from 34 percent reversing decades of
decline [Economic Survey of Pakistan, 2002]. Social service funding
and institutions are inadequate to address the development problems
faced by much of the Pakistani population. Provincial governments
are responsible for providing social services but often lack the
financial and institutional resources to do so. Most social services
funding comes from the federal government plus international aid but
dishonesty and institutional inefficiencies caught up plans, intended to
lighten idleness, poverty and other societal evils.

Pakistan covers only 0.67 percent of world’s land area but

17
contains 2 percent of the world’s population [Economic Survey of
Pakistan,2007]. Pakistan inherited on extremely narrow economic
base at the time of partition in 1947. since then, the government of
Pakistan is making rigorous efforts to build up infrastructure and
productive potential of the economy through the process of
development planning. The start of preparing the country for future
advancement was made by launching a six year development
programme (1951-57) named as Colombo plan. The programme was
suspended two years before its completion due to repercussions of
Korean war. In addition to the Colombo plan, other five year
development plans were drawn up and implemented. The sixth and
seventh five year plan are complete. The eighth year plan (1993-98)
has been implemented. If the economic performance since 1947 is
evaluated, the overall results are not very encouraging [Nnasir and
Haider, 2003-04]. The per capita income at current prices is Rs.
28933 or $ 429 in Pakistan [Economic Survey of Pakistan. 2003]. the
major portion of the population is just above poverty line. The
distributing features of the economy is that whatever economic
growth has been achieved. It is accompanied by unequal distribution
of wealth. This has created social tension in the country and slowed
down the rate of economic development. Pakistan has devised various
strategies to quicken the tempo of economic development but it has
not been able to break the vicious circle of poverty and enter into take
off stage.

The socio-cultural attitude of the people stand in the way of

economic development of the country. In Pakisatn, more than 60% of
the people are illiterate [Nnasir and Haider, 2003-04]. They are
ignorant of the development taking place in their own country. The
majority of the people are extravagant. Our is in fact a consumption
oriented society. The people are mostly conservative in their habits.
They feel pride in their native culture. People lack self confidence and
imitative. The joint family system, though on the decline, has also
killed the sense of imitative and the incentive to work. The caste
system functioning mostly in geographical mobility. The occupational
classification which is mostly village centered impede the economic
development. The religious beliefs of the people condemning the
accumulation of wealth, dependence upon fate and the will of God
only are also obstacle to economic growth. The unnecessary
expenditure on marriages, deaths, births, litigations, class pride etc.

18
has reduced domestic savings and has adversely effected economic
progress. About half of the population comprises women folk. Our
social taboos and customs prevent them from working and improving
the standard of living. The basic need of the people remain largely
unsatisfied. For accelerating the rate of economic development, there
should be a political stability in the country. If there is a change in the
government set up due to elections or of dictatorship, the planning job
done by the previous governments should not be altered altogether.
The planning machinery and all others involved in administration
should be loyal to the country. They should be competent,
sympathetic and honest in the performance of the duties assigned to
them. In Pakistan, since its inception, there are rapid changes in
governments. Each government which come into power condemned
the planning work done by the previous governments. They framed
their own plans, formulated their own strategies of development and
left the claim without achieving in the targets of the plans, all other
plans have failed to achieve their targets. The over all line of the
planning machinery in departments is generally weak, incompetent
and unsympathetic. Self interest is dominating over national interest
which is great barrier to economic development. We still not in a
positioned to decide about the nature of economic system in Pakistan.
Other problems are rising public debt, budget deficit, banking and
financial crises, scarcity of foreign exchange, rapidly growing
population etc. The increase in population is due to multiple factors
as the practice of early marriages, drop in death rate, illegal migration
in the country.

Pakistan is a state full of possessions and has gigantic

potential for escalation along with growth, which until now countries
analogous like Japan, Canada as well as Australia is short of. The
precious assets in Pakistan are its manpower and without healthy
human resource, no progress is possible, no matter what the growth
rate would be. The growth of inhabitants is alarming in Pakistan. It is
a fact that the annually growth rate of population rose from 1.1% in
1931 to 14.90 crore in March 2003. If the populace endlessly
increases, it will arrive at 217 million marks by the year 2020
[Economic Survey of Pakistan, 2007]. Economic development is the
process whereby an economy’s real national income increases over a
long period of time and if the rate of development is greater than the
rate of growth of population, then per capita real income will increase.

19
 Economic development means the rate of expansion which
can move a developing country from state of under development to a
state of development through the changes in the technical and
institutional arrangements. The essence of economic development
remains rising per capita income, elimination of poverty, greater
employment opportunities, lessening income inequalities and more
important development concept of economic development was the
rise in the real national income and per capita of a country. In 80’s the
real national income or real per capita income as a measure of
development was discarded. The problems of wide spread poverty,
unemployment and unequal distribution of income came to the
forefront. This term was redefined in terms of reduction of poverty,
inequality in income, and unemployment. In 1990’s the change in
concept once again came as the development of people rather than the
development of things. The challenge of development is to improve
the quality of life that generally calls for higher incomes and also
involves better education, higher standards of health, less poverty, a
clear environment, more equality of opportunity, greater individual
freedom and richer cultural life.

Pakistan has legged very seriously behind other developing

countries, including South Asian neighbours, in progressing towards
universal basic education. perhaps one of the most delitating
constraints on social participation prevalent in Pakistan is the
extremely limited agency of women. Income and consumption based
approaches to poverty are practically useless in evaluating the social
as well economic disadvantage faced by nearly one half of the
population. Poverty can thus be seen in the context of establishing a
parity between the status of political and civil rights, and that of social
and economic rights. Migration has been a survival strategy of people
confronting the prospect, impact or aftermath of disasters. It is mostly
refers to the shifting of people from one area usually rural areas to
another area mostly cities within the same country while global
migration refers to the mass exodus of inhabitants principally settled
in one state than settled to a different realm because of natural or
obligatory proceedings such as thunderstorm, battle, financial
hopelessness, tremor et cetera. Domestic resettlement refers to the
shifting of people from one locale (typically countryside vicinity) to a
different region. The boost in populace is frequently reasoned by
banned movement in the nation state. The migration of Afghan

20
refugees to Pakistan is adversely effected the labour market and the
economy of Pakistan. About three million people migrated from
Afghanistan to Pakistan during 1980-90 owing to Russia-Afghanistan
war. The people remained in Pakistan for over ten years and they still
live here in the wake of socio economic devastation that the ongoing
civil war has caused in Afghanistan. The influx of Afghan refugees
into Pakistan started in 1978 & was at its peak at 3.7 million in June
1990. The data on Afghan refugees reveals that Pakistan is still
hosting 1.81 million Afghan refugees at the end of March, 1998.
Pakistan maintained a policy of temporary protection with voluntary
return as a preferred option. Since July 1990 to March 1998,
approximately 1.9 million refugees have repatriated to Afghanistan
due to continued factional fighting amongst various Afghan groups as
well as non availability of adequate economic opportunities & other
socio-economic conditions. About 0.295 million fresh Afghanis also
took refugee in Pakistan during May, 1992 to March 1998.

Pakistan has therefore had to bear the burden of food, shelter,

health & other necessities of life. Refugees from Afghanistan first
settled down in the northern areas of Pakistan where they crossed
over. However, with the passage of time & in search of better socio-
economic opportunity within Pakistan they have migrated to the urban
areas of Pakistan. This further straining the already adequate
resources of these cities. It is estimated that 70 to 80 thousand people
migrated to Karachi annually from other parts of Pakistan. It is further
estimated that 4% population annually is from rural to urban areas of
Pakistan. Similarly, Muslims of Indian occupied Kashmir are leaving
their homelands at the hands of Indian atrocities and are migrated in
to Azad Kashmir to seek shelter and protection, millions of Biharis
are still lying helpless in the camps of Bangladesh and claimed to be
Pakistani in thousands and claimed their migration to Pakistan.
Bangladesh government does not take their responsibility as its
citizens. Their socio economic situation is very poor. They want
permanent settlement of their citizenship in other country. They are
facing an acute problem of international migration lying in camps.
Internal and international migration of population have created a
number of problems for Pakistan.

The immigration of Afghan refugees to Pakistan was

harmfully exaggerated the cost-effective circumstances in Pakistan.

21
An earthquake struck Pakistani-controlled Kashmir on October 8,
2005. The catastrophe beat send-off thousands helpless. Refugees,
earthquake victims and displaces experience uprooting and relocation
and must cope with the consequent stresses and the need to adapt to
new or radically changed environments. All may experience
deprivation, loss of homes, jobs and the breakup of families and
communities. All must mobilize social and cultural resources in their
efforts to reestablish viable social groups and communities and to
restore adequate levels of material life.

Today, in Pakistan the population boom has resulted economic

disruption, ecological deprivation, deficiency of intake water,
thinning wooded area wherewithal, milieu revolutionize due to
weakening of ozone layer, naval pollution, echo pollution, diminution
of terra firma possessions and smash up of attractiveness of life.
Numerous environmental problems threaten the economy and the
population’s health. Pakistan has also become a dumping ground for
the filth of dirty fuels, clogging already polluted urban centers with
motor vehicle pollution. Environmentalists believe that industrial
pollution and environmental degradation can only be tackled if the
government puts the environment at the center of all economic
planning. The development of a well-trained skilled labor force means
is to achieve gainful productivity and efficiency in public and private
sector. Population growth is increasing pressure on the resource base,
and resource management has suffered from the emphasis on rapid
economic growth and often-unregulated forms of economic
productivity. As a result, human transformation of the environment is
manifest in several problems. Population growth and poor water
infrastructure have reduced per capita water availability from 53,000
cubic meters to 1,200 cubic meters, and heavy reliance on firewood
has contributed to the world’s second highest rate of deforestation
[Economic Survey of Pakistan, 2007].

Poor agricultural practices have led to soil erosion,

groundwater degradation, and other problems that have hindered crop
output and contributed to health problems for rural communities.
Solid waste burning, low-quality fuels, and the growing use of fuel-
inefficient motor vehicles have contributed to air pollution. Pakistan’s
health infrastructure is generally underprivileged, chiefly in
countryside locale. About 19 percent of the population is

22
malnourished, a higher rate than the 17 percent average for
developing countries and 30 percent of children under age five are
malnourished. Leading causes of sickness and death include
gastroenteritis, respiratory infections, congenital abnormalities,
tuberculosis, malaria, and typhoid fever.

As because of inflation the resources have not been increasing

with the same pace as the population. This has created more demand
for the supply of certain goods and services as a result, prices have
climbed radically in the past few years. People who do not find
adequate quarters are forced to develop and live in slums these slums
are infested with unhealthy and antisocial elements that further create
problems for the cities. Vehicles on the roads have outgrown, the
roads available for them creating congestion and pollution for
pedestrians. Shortage of educational institutions in campuses with the
number of potential candidates has created frustration among the
students who are refused admissions in professional colleges and
universities. medical facilities are insufficient tocate to the increasing
population of the cities. More people are using more resources with
more intensity than at any point in human history. Fresh water,
cropland, forests, fisheries and biodiversity all show signs of stress at
local, regional and global levels. Increasing pressure on the
environment is the result of, on one hand, increasing affluence that is,
more consumption, pollution and waste, and on the other persistent
poverty that is, lack of resources and the technology to use them, and
lack of the power to change these circumstances. Growing human
numbers play a role in both scenarios. Population size, growth,
distribution and movement help determine the relationship between
people and their environments. Access to education, health and
economic opportunity; consumption levels, gender differentials and
quality of human capital all have an influence. The human
development index for Pakistan was 0.445, which ranks it at 139
among the 175 countries [Human Development Report, 1997]. This
low rank indicates the unsatisfactory performance of socio economic
sector of Pakistan. Pakistan’s economy has been growing at the rate
of 6.5 percent per annum, which is higher than the other human
development index rank countries like Malaysia Iran, Sri Lanka,
Indonesia and Egypt [UNDEP. 1996].

The high uncontrolled population growth rate is the major

23
obstacle to raising the standard of living despite the high economic
growth rate. The poor conditions of health sector is evident from the
low levels of access of the population to health services, safe drinking
water and sanitation facilities. Only 55 percent of the population has
access to health facilities. Access of safe water and sanitation
facilities is also extremely low in Pakistan. The low expenditure on
health and education in 60s produced a low quality of labour force.
The vicious circle of poverty , unemployment and high population
growth rate coupled with the extremely inequitable distribution of
assets and opportunities has prevented the fruits of high gross national
product growth rate from reaching the majority of the people.
Emphasis on the education, high quality of human resource would
have been one way to break out of this vicious circle and redress the
initial inequity.

24
Chapter-2 Historical Background of HRM

Human resource management is integration of Personnel

Management and human resource management planning and change;
human resource management today is partner in organizational
change, creator of organizational culture and facilitator of
organizational commitment. Generally today’s human resource
management functions are strategic and have the objective of
enhancing organizational performance and meeting employee needs.

Last decade of the bygone century is considered as “the

decade of human resource management” where business tycoons
concentrate phenomenally human resource as the most seminal assets
of an organization system. Many labels have been used as personnel
management and human resource management.

The deep-rooted establishment of HRM has emerged,

developed and full-fledged matured in eleven stages during the past
centuries. To start with, intra-renaissance, the first stage is the pre-
industrial period, beginning around 1400 and continuing until the late
1700s period shows absence of any formal HRM function within
organizations-HRM-shy stage (Ling, 1965). The second stage opens
up with the monumental growth of dazzling industrial revolution in
Great Britain in the late eighteenth century and percolates as far as to
America in the early nineteenth century (Weber, 1927). The third
stage kicks off with the emergence and growth of the modern HRM
(Kaufman, 1993). In the fourth stage two different movements like
scientific management and welfare work began in the nineteenth
century and along with contributions from industrial psychology
emerged around the time of World War 1 to consolidate the field of
HRM (Lescohier, 1935: Eilbirt, 1959). The fifth stage wereas HRM
in post World War 1 as dynamic discipline as well (Viteles, 1932).
The sixth stage focused on the human relations while the outset of
human relations movement associated itself with the workaholic of
Harvard researchers Elton Mayo and in the 30s, a practitioner focus
on human relations (Kaufman, 1993). The seventh stage is the golden
age of industrial relations and the personnel management maintenance
functions as formal HRM function had been enthusiastically received
and established throughout American industries during and after

25
World War 1 (Watson, 1977). The IR side of HRM experienced its
“golden age” between 1948 and 1958 (Kaufman, 1993). The eighth
stage is popular as the era of quality of work life. Beginning around
the mid-1960s and the continuing up to the decade of the 1970s, there
was a rise in the view of the importance of human resources and a
view of them as assets, not liabilities. Realizing the importance of HR
drove the efforts of this era and that investment in HR was sound and
productive in return by changing nature of work force. The ninth
stage is considered as the emergence of the contemporary HRM
functions. HRM indicates an emphasis on human resources as
organizational assets (Lewin, 1991). Ever since the thought prevails
that organizational triumph now hinges on human resource than
capital resources (Carnevale, Gaer & Meltzer, 1990). The tenth stage
is known as strategic focus era in which appreciable transformation in
image, status and importance of HR function introduced (Mayer,
1976). The eleventh stage is famous as HRM function today. HRM
functions today include features as (Sisson, 1990; Blyton, 1992).

Today’s human resource responsibilities that relate to increase

organizational effectiveness need to augment competency and
adaptability of the workforce that can make the workforce
competitive. New pay policies to motivate employees, raise
productivity and increase organizational performance [Schuster &
Zingheim, 1992]. The preamble to human resource management
increased importance of human resource management and today’s
human resource managers work on operational levels, managerial
levels and strategic levels [Schular, 1993] human resource manager’s
new roles are strategic business partners, employee advocates,
diversity managers, facilitators of organizational change and internal
consultant [Dyer & Holder, 1988].

The successful human resource management practitioners now

need to have the skills, necessary to operate at the managerial and
strategic levels. The required skills include knowledge and
understanding of business functions, human resource functional skills
and change management capabilities. In the olden times some human
resource management have optimized social science theory. The
development of strategic human resource management widens its
scope [Butler, Ferris & Napier, 1991]. Strategic human resource
management represents a link between organization’s strategy and

26
human resource management activities [Lengnick-Hall & Lengnick-
Hall, 1988]. Human resource management activities are
organizational in scope so they need to formulate and implement
organizational strategy [Dyer, 1985] that could influence
organizational performance.

Human resource management in broader context factors is in

the political perspective [Ferris & Judge, 1991], the economic utility
perspective [Lazear, 1993] and the international perspective [Kochan,
Batt & Dyer, 1992]. Human resource management is now focusing to
bring change in business organizations by redesigning the strategy,
envisioning new organizational arrangements through change process
from initial awareness of the need of change towards implementation
of new organizational arrangements [Beer, 1991].

Successful organizations are becoming more adaptable and

quick in changing directions and customer centered. In this
environment, the role of human resource dynamic professionals is just
like a change agent. Human resource area is a rapidly changing field.
This change character of human resource is deeply knowledgeable
about the design of work system in which people contribute and
succeed. The change must be adapted and organizations must adopt
change [Hollbeach, 1999].

Organizations are trying to find out new ways to improve

effectiveness and efficiency of employees. New changing processes
are always in demand in organization for the efficient utilization of
physical and financial resources. Planned changes occur as a result of
specific efforts by a change agent. The forces for change are external
and internal. Organizations show change by internal procedures and
external forces for change occurs in the business environment [Davis,
1985]. Job analysis is mostly performed because of the change in the
nature of the job [Singer, 1990].

Organizations are not static, so needs and requirements change

according to the wants and requirements of their human resource.
Organizations have recognized the need to change structures, to
enable them, to respond and to change the challenges of competitors
and demanding customer expectations [Smith, 1999]. The world of
performance appraisal is changing. There is nothing except change.

27
The world hates change but it is the only thing that has brought
processes. All things change, nothing perishes. A number of
developments in the workplace have contributed to this new reality
(Verma, 2000). The whole world is changing so it is not just a matter
of having one career path anymore; people are expected to move
[Stone, 1998]. Human resource activity plays the role of change
management so we can say that the term ‘human resource’ refers to
the people in an organization.

Human resource management practices and policies change,

employee commitment and enabling the organization better. Change
involves new ways of thinking and new frames of references as well
as new behaviors. Change involves more than just encouraging
employees to do something differently. It also entails urging them to
think differently. Manager’s skill will be competent agent of change.
Managers, who can bring in is none but a big rich asset. So we can
say that the importance of human resource management as an agent of
change needs to successfully manage human resource for a company
to maximize its competitiveness. In today’s organizations, managers
are becoming more responsible for human practices as an agent of
change [Martin, 1993]. Change needs developed action to enhance the
contribution of people in organizations. Improving the contribution of
human resource is important that is why all firms create specialized
human resource department. It is the duty and responsibility of
managers to manage people in such a way that would produce
effective output. The terms creativity, innovation and change are used
in a multitude of ways. Creativity is the generation of an idea,
innovation as modification of product, service, production process or
technology and change as alteration of organization policy, structure
or human attitudes and behaviors in order to improve performance.
There are two principal approaches to change, change the people or
change the situation. A change agent is ultimately interested in
modifying human behavior and organizational performance [Webber,
1979].

Human resource management encourages change and

increased flexibility in the ways of working. Human resource
managers focus on individual contracts, payment and reward systems.
Human resource managers should be prepared to take the
responsibility for their own decisions and actions. Human resource

28
management is concerned with the demand for labor from
management and has more emphasis on planning, monitoring and
control to ensure the right number of people, with the right place and
time. Human resource managers tend to say that people have a right to
proper treatment at work and efficient management will achieve this.
They attach credence to managing resource or top-notch policy
phenomenon. They tend to evolve many of these activities to line
managers like concentrate to develop policies, plan, and monitor and
evaluate [Foot & Hool, 1996].

With the passage of time, Human resource management sights

supreme with its manager more all rationally gigantic behind. This
can largely be attributed to such factors as increasing labor costs,
concern for improving workers productivity, search for compensation
plans, that motivate and the need for interpreting and implementing
new government laws and regulations. In the next decade, human
resource managers will learn how to use their new power. The time is
not away when human resource management influence the
organization with its strong decision making responsibility.
Additionally, because of human resource management’s growing
importance, senior executives in the organization will be increasingly
coming out of the Human resource management function. The current
focus of the organization, either public or private is to view human
resource management activities as factor of production [Butler, Ferris
& Napier, 1991]. The productivity is the quality of products or
services [Robins, 1983]. The effectiveness of Human resource
functions explored [Galang & Ferris, 1987] suggests the existing
measures rendering are common for all organizations [Kirchoff,
1977]. Organizational effectiveness is a system to measure a degree to
achieve organizational goals [Etzioni, 1964]. Organizational
effectiveness accepted as a combination of several measures
[Cunningham, 1977].

The implementation of change policy in an organization needs

transparent, methods that can motivate employees to accept change on
time [Martin, 1993]. Managers are responsible to manage people to
produce effective output. There is a need to alter organizational
policy; structure of human resource attitudes and behaviors,
modification of products, services, processes and technology in order
to improve effective performance through training and organizational

29
development. Organizational performance can be changed only
through change agent [Webber, 1979].

This is the responsibility of human resource to obtain,

develop, utilize, evaluate, maintain and retain the right numbers and
types of workers for the achievement of objectives and purposes. So
we can say that human resource is a key factor in raising living
standards and in the modernization of institutions that can create spirit
in the morale of people. According to the National Manpower
Commission, the objective of a development of a well-trained skilled
labor force is to achieve gainful productivity and efficiency in public
and private sector [Economic Survey, 1990-1991]. Human resource
plays an important role in lowering labor costs to bring change
innovatively in technologies with getting outcome for people
[Schneider & David, 1993]. Human resource management plays very
important role in selecting, recruiting and training the right people, at
the right place for right type of work [Decenzo & Stephen, 1998]. An
effective organization has the ability to survive and to make
improvements in business that can be done through internal and
external rewards (Stein, 1993). Human resource managers tend to say
that people have a right to proper treatment at work resulting in the
efficient management [Foot & Hool, 1996].

In the present globalization world, human resource

management activities are the most seminal to the goods and bad of
any organization. Human resource management is going to be a
different game by the year 2000 [Decenzo & Robbins, 1998]. Human
resource management helps employees in producing appropriate
outcome from jobs by performance management program to ensure
employees to go through the process by participation. The human
resource management process helps job evaluation, objective setting
and reward of performance. It enhances their personal contribution
and satisfaction by knowing what exactly is expected about their jobs.

30
Chapter-3 Job Analysis, Job Description and Job
Specification

A Job may be understood as splitting up of total work into

packages. After defining the word job, the job analysis route is
looked-for because of the requirement of job analysis process to open
hottest jobs. Jobs that are open devoid of job analysis, progression
may not turn into a valuable job. Job analysis process is the course of
action to collect information regarding job. It contains the duty of an
administrative vocation in rank that requires least acquaintance, skill
and ability to satisfactorily perform job. Majority of the primary
organizations either do not have a job description, job analysis or job
specification system

The progressive organizations accentuate to identify the job

foremost and then take into service the populace. A job consists of a
group of errands that must be performed for an organization to
accomplish its goals or a job is an album of aggregation of tasks,
duties and responsibilities that is viewed as a reasonable duty to an
individual worker. Job titles frequently give misleading impersonation
of the actual content of a job. Most importantly the absence of proper
job description might encompass disastrous consequences with
difficulty to recruit employee. it serve as a starting place of crucial
information for many human resource tricks and most judgment
concerning such things as selection, training, promotion, work load,
compensation call for relevant duties, tasks, and employee rations to
be made explicit for each organizational position [Clinger, 1980].

In organizations, mission is linked with hallucination and

stratagem. A mission convert the dream into what has to be done to
get there and goals are general statements of purpose and direction.
Objectives are very clear statements about output to be achieved.
Effective objectives should be SMART in which “S” stands for exact
objective domino effect output to be achieved, “M” stands for
measuring success in terms of time, quantity, quality and cost, “A”
stands for analysis of individual or team that have openings to talk
about and procure objectives, “R” stands for realism about
employee’s performance and be down-to-earth objectives,
accessibility of wherewithal and hassle, “T” stands for time bounce to

31
fix the date near the objectives as milestone [Smith, 1999].

Job Analysis is a methodical process of shaping skills, duties,

and knowledge compulsory for performing jobs in an organization. It
is essential and basic human resource technique. job analyses is the
systematic process and update the human resource about the natural
history of a particular job, major tasks undertaken by the incumbents,
the outcomes that are expected, the jobs relationship with other jobs
in the organizational hierarchy and jobholder’s characteristics.

In organizations, the Job Comparison information is

mandatory to compare a particular job with other jobs surrounded by
or outer surface. The entire process is caught up in job evaluation and
manpower utilization decision [Terrington & Chapman, 1983].

In Job Analysis Process, jobs are more likely to be described,

differentiated and evaluated consistently. However if accurate
information is available to reward managers carrying out recruitment,
selection, appraisal and employee development than the researcher
uncover that [Brettons & Jeffery, 1999]. Job analysis grip a
systematic series of steps as careful observation of the job by the
analyst, obtain and check personnel data in the establishment to
provide accurate and important information to fulfill the requirements
of jobs and the conditions surrounded them. The process is to describe
and record aspect of jobs and specify the skills and other chucks
required to perform a job. Job analysis is the progression to record
information about the work performed by an employee. It is the
process to settle on observations, study and report information related
to specific job. It includes the identification of the tasks performed,
equipments utilized, training skills and human resource required for
the work.

Job analysis is a method in which duties; skills and

requirements are thoroughly studied in a methodical manner. Recently
the management gets updated knowledge about individual job. Job
analysis is a process to examine a job in detail, in order to identify its
component tasks. The approach may very according to the purpose for
which the job is being analyzed. Job analysis is a process to collect
information as what has to be done on the job, why the job is going
on, and how the job is related to the overall objectives of an

32
organization. A complete job analysis provides the information about
the characteristics and behaviors required for completing the job. A
detailed analysis is used to select human resource according to the job
requirement.

The job analysis is a means of systematic and logical

examination of a job in detail. Job analysis is habitually performed
because of the change in the nature of jobs. This is a process in which
necessary characteristics are determined to achieve satisfactory job
performance by analyzing the environmental conditions in which the
job is performed. Job analysis is a process to obtain job information.
This information is recorded once called job description and the other
called a job specification. The job performance depends upon the
qualification standards. Job analysis is a process to determine the
characteristics, which are necessary for satisfactory job performance,
and to analyze the environmental conditions in which the job is going
to be performed. Job analysis provides specific information about job
hazards and identifies ways to perform those jobs safely. It is
particularly important for supporting and defending managerial
decisions such as promotions, transfers and demotions. Job analysis
results in the preparation of three products and those are a job
description, a job specification and qualification standard. Once a job
analysis is completed follows job description, job specification and
job design.

Job Description is a written record of job duties and

responsibilities to provide a factual basis for making job evaluation
decisions and usually recorded in uniform manner and specifies the
work performed and qualification of position. Job description is a
written outline of the main tasks of a job. It is the systematic summary
of information collected in the job analysis and is a responsibility of a
specific job. The job description is the portion of the job analysis. It
contains the tasks involved in the completion of the job along with the
various behaviors or activities within any given organization. It
normally includes job title, location, a summary of functions, job
content, an analysis and conditions of employment together with any
dangerous operation and training

Job description enables the human resource to get occupied in

decision making about the nature and requirements of the job. It helps

33
to diminish applicant’s list as to process applicants who are not
interested. Job description holds the information achieved from
analysis as tasks, behavior, responsibilities and activities necessary
for the completion of the job. It is essentially a broad statement of the
purpose, scope, accountabilities and tasks that constitute a particular
job. Organization structure is usually specified by means of an
organization chart. Job description indicates the content of the job.
Job description specifies the nature of managerial responsibilities in
outline. It is a statement of the purpose and scope of a job. It is
noticed that organizations have many different formats usually
contain sections for the identification of job. The title and location of
the job must be placed in hierarchy. a provision of employment cover
the substantial working conditions of the job as special difficulties
and dangers, excessive dirt, heat, noise, dust or fumes, abnormal
working hours or shift work. The criterions development information
assists the development of appropriate criteria for accessing the
performance of job acceptance. This criterion is used in recruitment
and selection decision. Training development information is very
useful and helpful to those who manage training development
programs. It helps them to determine the content and subject matter in
training courses. Human resource specification is important to provide
an assessment of the human resource required to carryout a job
satisfactorily, after undergoing a development or training program.
The performance appraisal data can be helpful to establish clear-cut
standards for every performed job. The compensation helps to fit a
particular job into the entire job structure and its data can be useful to
know what type of compensation system is to be used, while revising
the job evaluation. Safety and health information is useful for the
safety and health of employees. It identifies the unhealthy factors and
corrective measures can be taken to minimize and avoid the
possibility of human injury. The determination of the essential
characteristics of a job in order to produce a job specification and for
this purpose essentially the process of examining a job is done to
identify its component parts. The detailed approach may vary
according to the purpose for which the job is being analyzed, e.g.
training, equipment design, and work place layout.

Job Specification is a one-page description to specify the

summary of work performed. The job specification lists the human
elements in selection process for satisfactory job performance. It

34
describes the nature of human being best suited to fill the position in
terms of education, skills, experience and other personal
characteristics. The job specification is a part of job description that
specifies the qualification of workers for selection of a job. It emerges
from the description by means of translating the job activities and
requirements into particular skills and abilities. The job specifications
are the minimum skills, knowledge and activities required to perform
the job. The purpose of the job specification is to channel executives
and officials in the selection and placement of employees by
considering factors as intelligence and an aptitude. The job may not
call for trained person, but for an aptitude, for which training will be
given. Ability and qualifications deals with the general level of
education required for the job such as academic qualifications,
training and experience etc.

Job specification also refers a Qualification Standard that

presents the maximum level of education, experience and credentials
required to gratify job performance. Devoid of qualification standards
neither job description nor job specification can take place. Educated,
trained, experienced and physically fit human resource is needed for
doing the job analysis. Such personnel can give an idea about the
development and progress of an organization. Job analysis provides
the basis to glue the functional areas together and the foundation for
developing a sound human resource program. Many organizations use
job analysis to satisfy equal employment opportunity rules and
regulations. Human resource managers have discovered additional
benefits in conducting analysis. In most organizations job analysis is
used for selection, training, job evaluation, performance appraisal,
health and safety, time and motion studies and adherence to
government rules and regulations.

The Purpose to Employ Job Analysis is to establish selection

criteria. Selection requires the characteristics of applicant must be
identified and matched to the job requirements. A job analysis
identifies the characteristics of the job and the human characteristics
crucial for satisfactory performance. It aids to identify shortcomings
in already existing selection procedure. The training is the process in
which employees formerly selected than usually given orientation by
the organization. For many employees training is the path to learn and
to get informed regarding company policy and procedures.

35
 Job Evaluation is a method in which each job’s monetary
worth is determined. It is the process to determine the worth of the job
in an organization, comparing the jobs to another and then assigning
each job a monetary value. The successful fortitude and relative worth
of each job within an organization requires that the jobs can be
investigated with respect to certain similar characteristics. By
comparing the job analysis of the two positions, the company can
determine how many duties are required in the newly created position
that is unique in nature. A pay range can be developed to provide
workers with proper compensation for the additional duties required.
Performance appraisal requires that all supervisors appraise the
performance of their subordinates at least once a year. Both
subordinates and supervisors must understand the job requirements.
Performance appraisal needs to be validated against job analysis. This
means that appraisal instruments are created and tested to make sure
that they truly measure behaviors for satisfactory job performance.
The logical first step is to familiarize employees with job
requirements and creating valid instruments in job analysis.

The health and safety plays very important role in

organizations. There are jobs, which expose workers pro peril and for
conducting a thorough job analysis required. The discovery of certain
dangers if once discovered, safety measures may be taken that leads
to greater profits through the decrease in accidents and the resulting
increase in productivity. Time and motion studies are for the age of
specialization in which companies try to increase productivity by
maintaining quality. To get done this task, they have experts in
engineering and efficiency. One of the primary tools employed by
these efforts in time and motion studies determining the best way to
accomplish a job by observing the tasks involved and the amount of
time necessary to complete each task. To conduct time and motion
studies, job analysis is performed to make sure that the tasks to be
studied. In an effort to increase the speed, different techniques may be
developed to save the amount of time and motion necessary during
the job operation. Equal employment opportunity establishes the rules
and regulations and decides that an added incentive would be given to
employees for conducting job analyses.

Job analyst is the personage designated by the organization,

36
who is responsible to collect job information. This individual is
usually an outside consultant, a current worker, or a supervisor. The
people who dish up as a job analyst are mostly employees within the
human resource department, the supervisor or an external consultant.
Job facts can be obtained by using an analysis of the skills,
knowledge, attitude or behavior along with the facet of essential
training for the jobholders. Manpower planning is unattainable
without job description and job evaluation. It forms a path for job
specification. Job analysis helps organizations tackle reform change.
Data facilitate the human resource in planning, establishing
knowledge, skills and ability levels required for each job. The
objectives of job analysis in human resource management provide the
information about the work performed for many purposes. Some of
the common purposes for doing job analysis are as job description,
job comparison, criterions development, information, training,
personnel specification, performance appraisal, compensation safety
and health information. There are the major identified influences that
create dissatisfaction among the employees of public and private
organizations. The technological changes have an effect on skill
requirements. Socioeconomic change destabilized the traditional
forms of authority manager brandish. The process of job analysis
consists of two main stages as data collection and preparation of job
description, job specification and job standards. This process job
analysis collect information about jobs and jobholder characteristics
and the job information are then used to prepare job descriptions,
specifications and standards.

Techniques of Job Analysis

Methods Analysis focuses on analyzing job elements that are

the smallest identifiable components of a job. The need for method
analysis often comes from changes in tools and equipment, changes in
product design, changes in material, modification of equipment,
procedures to accommodate handicapped workers and health and
safety concerns. The techniques are available for conducting method
analysis as Flow Process Charts is used to examine the overall
sequence of an operation by focusing on either the movement of an
operator or the flow of material. The Worker Machine Charts are
useful for envisioning the segments of a work cycle in which
equipment and operators are busy or idle. The analyst can easily see

37
when the operator or machine is working jointly or independently.
Scheduled use of this type of chart can determine how many machines
are working jointly or independently. Such charts are useful for
identifying equipment utilization as well as for pinpointing
bottlenecks in interdependent tasks. The Time and Motion Study has
its origins in industrial engineering and the work of Fredrick W.
Taylor and Frank and Lillian Gilbert. Work Measurement
determines times for all units of work activity in a given task or job.
Observed Time is simply the average of recorded times. Normal
Time is the observed time adjusted for worker performance.
Standard Time is the normal time adjusted for routine work
interruptions. These standard times can be used as a basis for wages,
incentives plans, cost determination, cost estimates for new products,
balancing product lines and work crews. The job analysis is also
discussing that Work Sampling is the process of taking samples from
work activities to measure and analyze them. This can be done in
several ways and was utilized to examine the difference between
successful and effective managers where successful managers are
those who climb the hierarchy fast, and effective managers are those
who are great performers. Job analyst uses several sources of
information before starting a job as consultant or as an analyst. There
are different methods and ways, through which data can be collected.
The Observation is a simple, convenient and inexpensive method for
collecting job data. It requires that workers are observed and records
are kept to specify their job behaviors.

The Task Inventories are listing of tasks for the job being
analyzed with a provision for some type of response scale for each
task. Task inventory is a job analysis method done by questionnaire.
Position Analysis Questionnaire is a structured questionnaire to
analyze jobs. The Functional Job Analysis describes job about
people, data, and things. It is a job analysis technique that clearly
provides a systematic and uniform method of collecting data.
Questionnaire Method is very popular in the job analysis. The
procedure involves preparation and distribution of detailed
questionnaire among employees, who fill it and return to their
supervisors. In filling out the questionnaire the employee brings out
small but important details about their job, material and equipment
used etc. After collecting the questionnaire more detailed inquiry and
an observation done by analysts. The method of job analysis is

38
interview method very common and is used to obtain the information.
Checklist can be used in large organizations that have a large number
of people assigned to the same jobs in which meaningful checklist is
prepared and sent to all the jobholders.

Job Evaluation is a method for determining relative money

value of jobs within an organization. It is a method of establishing the
relative position of jobs in a job hierarchy. Which does not directly
determine rates of pay, except the factor comparison method? Job
evaluation is the process of determining, the worth of one job in
relation to another. It is the process of analysis and assessment of jobs
to make sure reliable worth, using the assessments as a basis for a
balanced wage structure. Job evaluation is a comparison of jobs in
order to determine compensation. Job may be measured against an
absolute scale of difficulty or relative to other jobs. These
comparisons are used to justify differences in the pay rates of each
job. Job evaluation seeks to settle on the value of job relative to all
other jobs within the same organization. The value of the job en route
for organization is a whole so it can be placed in the right position
within an overall job grade structure. Job evaluation is the extension
of job analysis to ascertain reliably the relative worth of jobs, to
transform these appraisals into a structure of adequate rates and to
provide standard procedures for all additions and adjustments in the
rate structure. It involves the analysis of job for the rationale of
writing job description and specification. These jobs evaluate plan
and conversion of relative job values to definite wage rates. A
comprehensive program of job analysis must serve as basis for any
job evaluation progress. The procedures of job evaluation must be
commitment from management and agreement from the trade unions
and staff committees to follow a procedure. The Steering
Committees are made up of senior staff and trade union, consisting of
six to fifteen members including personal manager. They set up
machinery in order to evaluate various jobs to coordinate the
assessments and assure an overall consistency. Evaluation Panels are
relatively small with four to six members equally divided between
management and employee representatives. They are not sufficiently
involved with the selection of factors as techniques. The
Communication and Disclosures are joint responsibilities of
management and trade unions to publicize the aims, methods and
results. The strategy tells employees why, how and when assessments

39
will be made. It can be divided into three phases as initial
announcement, progress reports and final disclosures. After the initial
announcement, the steering committees and the panel holder’s regular
meetings with trade unions and publish the progress reports the last
the final disclosures were announced.

The main Types of Job Evaluation schemes are Job

Ranking where Jobs are ordered from least to most value in the
organization. This rank order or hierarchy of jobs based on subjective
evaluation of relative values. It is the simplest method having the non-
analytical approach. Its aim is to judge the job area as a whole and
determine its relative place in a hierarchy by comparing one job with
another and arranging them in order of importance. The ranking
system is very suitable for small organizations having limited jobs.
Accurate and complete job analysis data are fundamentals to the
success of this method. It involves obtaining description for all the
jobs and ranking these from low to high job requirements [Brettons &
Jeffery, 1999]. Job Classification is also called the grade description
system. It divides up the job hierarchy into a number of pay groups or
grades developing a written description for each grade and then
assigning every job into a particular grade. Job classification schemes
select representative sample of bench mark, job covering components
analyze the jobs, preparing job description, decide on the number of
grades required, define each grade in terms of discernible, difference
in skill and responsibility, Slots each benchmark, job into a grade by
reference to the job and grade description. Point Rating System is
based on separately defined factors, which is common to all the jobs.
It analyses each job by breaking down into its component parts and by
scoring a number of selected factors or sub factors is giving a point
value. The more demanding a job in respect of particular factor, the
higher the number of points scored. The total points for each of the
factor are then added to give a total score representing the relative
value of the job. The Factor Compression is a quantitative method
that evaluates jobs on the basis of set factors. It is a more
sophisticated method of ranking in which jobs in the organization are
compared to each other across several factors, such as skill, mental
effort, responsibility, physical efforts, and working conditions. The
factors are used in this system i.e., mental requirements, skill
requirements, physical requirement, responsibility and working
conditions.

40
 Job Design as a means of enriching the work experience for
employees and increasing the quality and quantity of work output
[Peterson & Lane, 1979]. It is concerned with designing jobs that
include a greater variety of work content, require a higher level of
knowledge and skills, give the worker more autonomy and
responsibility for planning, directing and controlling his job, and
provide the opportunity for personal growth and meaningful work
experience. The Job Redesign is seen as a way of responding to the
rising expectations of the work force and the inability of many
institutions to meet these demands effectively. It is also necessary to
understand that job enrichment represents a new way of managerial
goals. Efficient managers more effectively utilized human resources
in meeting organizational and personal goals. The way jobs are
designed has a significant impact on both employees and
organizations. Poorly designed jobs result in less productivity and
loss, reduced motivation, low levels of job satisfaction, less
productivity and an increase in organizational costs. The job design
process design or redesign the jobs to fulfill both employee and
organizational objectives.

Techniques used for Designing Jobs

Job Simplification is a method in which jobs are divided into

smaller components and assigned to workers as whole job. The
simplification of work broke into their smallest units and then
analyzed. Each resulting sub unit consists of very few operations.
These sub units are then assigned to workers as their total job. The
Job Enlargement involves the addition or expansion of worker until
the job becomes an entire meaningful operation. The Job Enrichment
involves the vertical expansion of jobs by increasing the amount of
worker responsibilities associated with the positions. Job enrichment
expands the horizontal tasks of a worker. Job enrichment increases the
vertical score of jobs by adding responsibility. The Job Rotation
involves the switching of workers on designed dates among several
different simplified jobs. Job rotation is used in order to remove the ill
effects, boredom and frustration experienced by workers performing
simple jobs. Under a rotation plan, employees periodically switch job.
Job designing plays an effective role in preparing the people effective
and efficient.

41
Theories and Approaches for Designing Jobs

The Traditional Approach is one of the older approaches for

designing jobs. This approach is still applicable in some of the
modern organizations. The Traditional approach would view the
problem in terms of ineffective design of the job itself rather than the
workers reactions to the job situation. Human Relation Approach
that recognizes the need of the workers for better working conditions
more sympathetic supervision and opportunities for social interaction
in the job situation. The Human Resource Approach would
attribute many of the problems in the plant to the manner in which the
job are designed. The diagnosis might be that the job design results in
highly specialized task performed in a repetitive manner. There is also
an alternative model of job design such as Scientific Management
was developed by Fredrick Taylor’s industrial engineering approach.
Taylor maintained that jobs should be designed on the basis of the
division of labor and the scientific approach to job design is still an
important part of many organizations. Fredrick W. Taylor was the
father of the scientific approach to job design. A major shortcoming
of the scientific management approach is neglecting workers.
Supervisors employing these principles tend to become taskmasters,
driven by efficiency standards often at the expense of the worker’s
physical and psychological needs. This results in a frustrated,
dissatisfied workforce, which reacts by performing at minimal
standards. The Socio Technical Model approach deals with more
than just the design of jobs. It aims to incorporate job design into
entire operating production system of the organization. Individual
Contemporary Approach has positive personal and work outcomes
as high motivation, quality work performance, satisfaction, low
absenteeism and turnover. People are allowed to function in an
environment where work enables the individual to obtain a sense of
responsibility and empowerment to know the results. The Job
Characteristic Theory is recent approach to job design in the job
characteristic theory. This theory stresses the intrinsic aspect of jobs
and maintains the workers contented if they view their jobs as
meaningful. It also needs to mention that the Team Contemporary
Approach design jobs for team of individuals. These designs
generally show a concern for the social needs of individuals as well as
the constraints of the technology. Here, teams of workers often rotate
jobs and may follow the product from start to completion. The

42
Human Factors Approach is considered in designing jobs including
the physical dimensions of the human body, the mechanical principles
that govern physical movements and physiology. The main purpose of
this is to reduce stress and fatigue experienced on the job and feel
employee physically comfortable. The people working in an
organization to perform his job in rightful manner provided skill
variety. Skill Variety means each employee’s performance
responsibilities are unavoidably diverse in character that needs
different skills to perform the job. Task Identity means that the
employee is involved with a whole job module have an inauguration
and an end, rather than performing only a very small part of it. Task
Significance means that the works have meaning and value either
within the organization or in the external environment. Autonomy in
the job means that the employee has some control and freedom and
sense of independence in terms of how the job will be carried out on
day today basis. Feedback means that the employees receive some
indication of how well the job is being done. Upon completion of the
series of tasks, a well-designed job will feed quality test results back
to the employees to assure that they are informed about the
effectiveness of their work. Job Characteristic hurtle human
resources psychologically. The first three dimensions affect weather
or not workers view their jobs as meaningful. Autonomy determines
the extent of responsibility workers feel. Feedback allows feelings of
satisfaction for a job done by providing knowledge of results.
Ironically, the main feature of the job characteristics designed method
is its intrinsic psychological motivation, may be its biggest drawback.
Supervisors attempting to apply these principles may discover. For
many employees these psychological states are unimportant. In fact,
research indicates that some employees respond well to jobs and
redesigned according to job characteristic dimensions. The Socio
Technical System Approach is one of the important approaches and
is a reengineering process means radical redesign of existing
structures and procedures. The approach taken by the socio technical
approach method is the design of work systems that increase the
technical and social aspect of jobs. In order to create jobs work teams
must be studied.

43
Chapter-4 Managing Changes in Jobs and Work
Schedules

Change has developed as means everywhere like in cost-

cutting measures, political affairs, trade, and milieu and so on. In
favor of paradigm, moneymaking way of life has ended a swing from
put up the shutters to unbolt concept. Likewise business has
augmented from regional levels to national and than to universal
parameters. Spot on the fact, folk’s transformation has been
captivating in the province of human resource management. As a
result, the ideological shift escorts human resource management to
play even a more vital role in an organization. Change goes devoid of
axiom in each amble of days. Change is all around the globe.
Commencing sole chat to robust heap trainings are tremendously well
thought-out. A person’s first gasp depends on talent to adapt change
from lone atmosphere to a new. Change at all times routinely tend
populace firm. Human being has subterfuge to accept change. If
modern organizational idea revolves around change than it is crucial
to change process is that which build preliminary wakefulness for the
need of change through the implementations of innovative
organizational provisions [Nadler, 1970].

This is the epoch of information when the worth of cerebral

resources should be more significant. We are now imaginary to be in
the age of human resource as a Change Agent. During the previous
few days, organizations enthused through a time of downsize, shake-
up and reorganize. Human resource forces grow to be a business
partner in the organization, facing change and maintaining a
progressive hallucination. Organizational rivalry requires bulky
investment in human resource management. Successful organizations
are becoming bonus adaptable, flexible and swift in changing
directions and patron centered. In this environment, the function of
human resource professionals is just akin to a Change Agent. The
change formula shows relationship between forces that fabricate
motivation to change and resistance forces are Ch = {D x M x P} - C
where Ch is the amount of change, D = dissatisfaction with the status
quo, M = model or vision of future organizational arrangements, P is
the process for moving from the present into the future, C is personal
cost of change to individual and groups [Beer, 1991].

44
 The executives are agreed about the proposal of carrying
strategic shift to promote internal dedication to the change. Human
resource area is a hastily changing pasture. Human resource
undertakes rapidly a change. The change ought to be lying on what
maybe resolve.

The successful change efforts that hub on the effort itself not
on abstraction like participation or culture. The initial point of any
effective change effort is an evidently define business problem [Beer,
1991]. Hard and Soft approaches organizations can transform the
mode to convey changes in business. The nature of change continues
to go faster. Organizations are trying to find out the ways to perk up
effectiveness and efficiency of employees. New markets, new
products and changing processes are at all times in demand in
organizations for the efficient utilization of physical and financial
resources. Bigotry in the employment, development and promotion of
populace are an older thought. Race, color, religion, nationality,
disability, sex and age have not been the most important basis for
various types of discrimination in this worldwide. Some researcher
has emphasized theory of E in which change strategies frequently rely
additionally on external consultants while in theory O change
program rely a less on consultants. Theory E change strategies
typically involve deep use of economic incentives, drastic layoffs,
downsizing and restructuring. Shareholder value is the only legitimate
measure of corporate hit.

In theory E change strategies typically involve deep use of

economic incentives, drastic layoffs, downsizing and restructuring
while in Theory O change strategies are geared towards building up
the communal culture: employee behaviors, attitudes, capabilities and
commitment. The organization’s talent to gain knowledge from its
experience is a legitimate gauge of corporate triumph. Organizational
change is the modification of mature methods into latest methods that
are vital to dash an organization. Organizations are learning to
contract with different types of change. The organizational change
and innovation are the use of a variety of skills and resources to craft
an idea, product or service that is notorious to an organization’s
industry or market. Innovation endanger to fresh business that did not
earlier subsist. Innovation involves change; change cannot be devoid
without innovation. Effective change in coordination, commitment

45
and competence requires relationship roles, responsibilities within the
team and between functional units. Programmatic changes occur by
top management according to the wishes of the organizations [Beer,
1991]. To all intent and progress, effective organizational change is
trial that is truly pointing to the business problem. Change process
requires leadership skills. Organizational change process varies in
intensity, location, nature of changes, the speed of the change process
and intrusion for facilitating the change process. Organizational
change can be posh in financial and human terms; disinvestments
eventuate in contest and essential crumple of corporate business. The
depth, location and nature of organizational change depending upon
the foundation of worth formation and are necessary to examine the
nature of change. The change process can be an overwhelmingly
destabilize aspect to an organization generative of ambiguity,
insecurity and stress within employees. The corporate change
programs mistake means end of process or outcomes. The solution
focuses on results not activities. Employees need to practice success
in their improvement programs it builds confidence and skills for
continued incremental improvements. Effective corporate renewal
starts at the bottom through informal efforts to crack business
problems [Russell & Bert, 1990].

Types of Change

Planned Change is change that is planned by managers

or employees intentionally to bring the solution of an exact problem.
This type of change occurs as end result of specific efforts by a
change agent. It is a straight response to a person’s perception of a
performance gap, or a discrepancy between the desired and authentic
state of affairs. It represents problems to be set on or opportunity to be
explored.

Unplanned Change is that change which comes

without the specific sense to address a problem. This type of change
occurs spontaneously or randomly and without the assistance of a
change agent’s attention. Its goal is to proceed immediately once it is
recognized in order to minimize negative and maximizing possible
benefits.

Evolutionary Change is also known as gradual,

46
incremental change. The stages of change are identifiable and
narrowly focused so that the members of the organization do not
sense unexpected shift. They are able to regulate various work process
and structure in small stage to secure the performance gap or reach
their desired goals. Evolutionary change can be either planned or
unplanned.

Planned Evolutionary or Convergent Change is the

result of a specific or conscious action to make changes in an
organization. It happened as the organization makes changes in its
strategy, structure and systems.

Revolutionary Change or Frame- Breaking Change

is that type of change, which is rapid or dramatic in nature. It carries
with it a sense of rush and crisis. In some cases it is planned while in
others it is a retort to crisis.

Frame- Breaking Changes result from reengineering

efforts that brighten up work processes. At times organizations must
completely reinvent how they demeanor their business. Frame-
breaking changes become necessary because of a major move in the
environment. Organizations that are not able to reinvent their motions,
values, cultures and processes in the environment do not end. Are a
number of forces for change as external in the environment and
internal in the processes and people inside the organization?
Organizations show change by internal procedures and external forces
for change occurs in the business environment.

Models of the Planned Change

* Lewin’s Force Field Analysis of Change. In the 1950s,

social psychologist Kurt Lewin proposed a theory of organizational
change that continues to manipulate up to date idea [Stone, 1998].
Lewin’s force field analysis proposes that organizations be full of
forces that impel change and forces that resist change. As soon as
those two forces are unprejudiced, the organization maintains its
status quo. When the forces for change are stronger than those that
resist change, managers prevail over inertia and put into action
changes. Lewin further suggests that change takes place in a three-
stage progression. Change occurs in people, task, culture, technology

47
and structure. Lewin believes that many change agents end up
creating resistance to change. When managers implement change
ahead of people think a need of it. There is an amplified chance of
crash. The first stage of change is unfreezing means that old ideas and
practices need to be put aside so that new ones can be learned.
Unfreezing involves dissatisfaction with recent performance and
management practice. Becoming aware of the need for change reduce
the services that resist change and build up those that prop up. It is a
phase during which a situation is geared up for change. The second
stage of lewin’s model is the change itself. It is the pace in which new
dreams and practice are learned so that employees can imagine and
act upon in new ways. In this stage up-to-the-minute practice and
policy is implement and latest behaviors are cultured. In the change
stage a choice of work process is changed as technology, people,
products, services, management practices and administration. Change
can be facilitating in several ways as during environmental pressures
for change, declining performance, and the recognition that quandary
or opportunity survive, and through the observation of behavioral
models that demonstrate another approach. It helps people to smash
old habits and recognize alternative ways of thinking regarding or
doing things. The final stage of lewin’s model is refreezing means
what is scholarly incorporated into genuine live out. During which the
newly learned behaviors and freshly implemented practices are
encouraged and supported to turn into part of employee’s regular
activities. Key factors in the refreezing stage are coaching, training
and the exercise of appropriate reward systems. The manager is
anxious about stabilizing the change and creating the environment for
its long-term stability. When refreezing is done poorly, changes are
too easily forgotten or abandoned with the means of access, when it is
ended fighting fit, change can be supplementary stretched permanent.
* Lenin’s Model of Change. This model has some
distinctiveness to put emphasis on the importance to distinguish the
need for change and being motivated to implement it. It acknowledges
the inevitable existence of resistance to change. It focuses on people
as the font of learning and change. It places interest for the need to
sustain innovative behaviors in Nadler’s systems model. David Nadler
has proposed a model of change that uses systems of organizations.
According to Nadler, any change has upshot in an organization. The
systems model suggests that to implement change, managers must
deem some elements. Informal organizational elements are factors

48
such as communication pattern, management and supremacy. Formal
organizational elements are formal organizational structures and work
processes. Individuals are an individual employee and managers, their
individual characteristics, styles, attitudes, abilities, weaknesses and
so forth. Tasks are the assignments that managers and employees
have. That change is a means of organizational life. Change is deeply
personal. On behalf of change to happen in any organization, apiece
individual must imagine, sense or act something different. Even in
large organizations where thousands of employees understand
organizations strategies well enough to translate them in to
appropriate actions, leaders must win their clique one by one.

The name change refers to any amendment that occurs in the

organization of the total environment. Change requires latest
adjustments and a novel equilibrium [Fulmer, 1974]. Change is
fundamentally about mind-set. Organizations that wish for their
human resources to put in their heads and hearts have to acknowledge
that emotion is vital to the new-fangled management approach. Faith
in the era of change is based on the two things. Managing change
cannot be effective devoid of full commitment of every person caught
up or affected by the change. It is people’s behaviors during
managing change and undoubtedly defined ethics that uphold trust
during the change management process. Team working and inter
personal relationship are fundamental if change management process
is to be successful. In managing change principle honesty is critical
during managing change. Without knowledge of managing change
intended people cannot participate. Managing change is unsettling for
most people. When people participate in managing change objectives,
the more they will be committed to getting results. People rate
recognition for their change management endeavors more than stuff
plunder. Time-honored culture does not recognize or value full-grown
uniqueness, up till now change management expects people to act
akin to adults. Managing change cannot be effectual without the full
commitment of every person involved or affected by the change. It is
people’s behaviors during managing change linked too clearly defined
standards that promote confidence throughout the change
management process. Team working and inter personal relationship
are fundamental to fetch change in management process and to be
thriving.

49
 The managing changes in jobs and work schedules craft the
employee more inspiring toward work. It has been observed that
different types of work schedules e.g.

Flexible Work Schedule allows employees to

fluctuate the starting and ending times of 8.5 hours work days.

Compressed Work Schedules provide full time

employees the option to complete their 80 hours biweekly work
requirements in fewer than 10 workdays. The incentive with this
option is to work longer hours each day to obtain one “off-day” once
a week or once a pay period.

Part Time or Job Sharing Opportunities assist

individuals who want to work fewer hours. Employees work between
16 and 32 hours per week. The Sharing is a form of part time
employment in which two employees cover a single full time position.

Telecommuting allows an employee to work from a

satellite office. It affords a quite uninterrupted work environment and
freedom from the time constraints and costs associated with
commuting to a primary office site. The credit hours are similar to
compensatory time yet credit hours provide greater flexibility in
managing overtime work.

Flexi Time or Gliding Schedule means a type of

flexible work schedule in which a full time employee has basic work
requirements of 8 hours in each day and 40 hours in each week. The
employee may select a starting and stopping time each day and may
change starting and stopping times daily within the established
flexible hours.

Flexi Tour means a type of flexible work schedule in

which an employee is allowed to select starting and closing times
within the flexible hours. Once selected, the hours are fixed until the
organization provides an opportunity to go for different starting and
stopping points.

Maxi Flex Schedule means a type of flexible work

schedule that contains core hours on fewer than 10 workdays in the

50
biweekly pay period and in which a full time employee has a basic
work requirements of 80 hours for the biweekly pay period in which
an employee may vary the numbers of hours worked on a given
workdays or the number of hours each week within the limits
established for the organization.

Timing is very important factor in the management of change.

The strategy tip of any effective change effort is without a doubt
defined trade hitch. Build up a shared vision of how to sort out and
administer for competitiveness promote harmony of to new vision,
competence to enact it and consistency to move it beside. Teamwork
asks more of employees so they need more support from
management. To change whole organization, the change process must
be applied over and over again in many plants, branches, departments
and divisions. Craft a market for changes the most effective approach
is to set demanding standards for all operations and then hold
managers accountable to them. A key role of human resource staff is
to help managers name how they wanted to manage differently and
achieve desired changes. Senior management expects the human
resource function to provide leadership and support in addressing
‘people related business issues.

The business continued existence today depends on courage to

challenge prevailing business models and the imagination to invest
new markets. Change begins with bring into play–directed, action-
oriented information be willing to build on the platforms already in
place. Encourage incremental experimentation that departs from
tradition without totally destroying it. Change management does not
connote weak management; tough management does not mean
effective management. Self-confidence can be a cover for arrogance,
hard-nosed can mean thick-skinned. Human resource role as a change
agent is to replace resistance with resolve, planning with results, and
fear of change with excitement about its possibilities. The new
mandate for human resource requires dramatic changes in how human
resource professionals think and behave, hold human resource
accountable for results, invest in innovative human resource
practices, upgrade human resource professionals, to meet increasing
expectation of their organization, human resource professionals must
begin to act professionally. They must focus more on the deliverables
of their work and less on just getting their work done. They must

51
articulate their role in terms of the value they create. They must create
mechanism so that business results quickly follow. They must
measure their effectiveness in terms of business competitiveness
rather then employee comfort and lead cultural transformation rather
then consolidate reengineer or downsize in order to turn a company
around.

The worker will strive to work hard to do a better job if they

are involved in making decisions that have direct bearing on their
jobs. This is the responsibility of the management to ensure that when
change in working methods and techniques or in the organizational
setup are planned, then full attention should be give to the expected
change that might effect human resources of the organization. This
would necessitate the formulation of a manpower plan incorporating
all possible aspects of human resource development viz., recruitment,
training, promotion, and transfers etc. These changes should be
communicated in a clear terms to the employees and their views
solicited and necessary amendments made in that light to the
maximum extent possible. Human resource was beginning to
immerse itself in the work-study practices of scientific management
that concentrated on measuring and refining the physical actions that
went in to specific jobs. To manage a business glowing is to manage
its future and to manage the future is to manage the information.
Change for the sake of change may prove useful, even though such
shifts are usually minor. This kind of change may serve the valuable
purpose of stirring up people by getting their neurological and
physical juices flowing.

The change in today’s norm and all organizations face the

reality of workforce restructuring and downsizing. But it in the public
sector/private sector or non-profit businesses, the worldwide scenarios
show rapid changes taking place simultaneously in the areas of
business activity, structure, technology, tasks and people. These areas
are all interrelated and decision in one bound to affect all others
rendering it impossible to change only one part of the system.
Organizations who boast downsize, grant five areas for doing so
actual or anticipated downturn in business efforts improve
productivity, mergers or acquisitions, transfers of worked automation
or new technical processes. Public sector or non-profit organizations
have yet another factor added as reduced funding. Sometimes they are

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pressured to grow larger in size and scope and sometimes they are
pressured to shrink or contract. Unfortunately, looking things in
today’s external environment appears as nation and become familiar
with the organizational cycle and growth. In fact, we are so familiar
with this trend that it has been given a ‘technical’ name in the
business and academic literature of its own downsizing. This is one of
the most important but intangible factors that influences successful
execution of strategies. Organizational culture since it is intangible
and therefore, considered immeasurable it can elude the brightest of
strategists. It can be a major factor in contributing to the failure of the
best of strategies unless a conscious attempt is made to guard against
it.

Managing change is not like operating a machine. Most

organizations today find themselves by undertaking a number of
projects as part of their change effort in organization, process
reengineering, employee empowerment, and several other programs
designed to perk up performance. But the key to the change effort is
not attending to each piece in isolation. It is connecting and balancing
all the pieces in managing chance the critical task is understanding
how pieces balance of one another and changing one element changes
the rest how sequence and pace effect the whole structure.

An organization like a mobile in a web of interconnections, a

change in one area throws a different part off balance. Managing
these ripples effect is what makes managing change a dynamic
proposition with unexpected challenge. Managing change means
balancing the Mobil, the question is how to do it. One way is to
depend on managers scattered throughout the organization and the
other way is to have shared awareness of how the various parts need
to interact and for everyone to trust that this general perception will
ultimately pull the organization together. Of course, that’s assuming
an awful lot. Another option, which has worked well in a number of
companies, is a transition management team. A transition
management team is not a new layer of bureaucracy or a job for
fading executives. The real contribution of leadership in a time of
change lies in managing the dynamics, not the pieces. The
fundamental job of leadership is to deal with the dynamics of change,
the confluence and congruence of the forces that change unleashes so
that the company is better prepared to compete.

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 The change seems to happen faster every day. Depending on
the organizational roles, human resource staffs are expected to be
functional experts, capable administrators, business consultants, and
problem solvers. The specialized human resource is also important.
Human resource needs to be closed, to the business units,
understanding each business situation and the people involved and
supporting managers actively. A staff becomes more capable and
effective managers seek to work with them as partners. Human
resource staff functions need to measure their efficiency and
effectiveness when companies measure the efficiency of the human
resource function, they usually rely on a series of quantitative
measures as cost, response time, and outputs volume relative to inputs
and relates results to short term human resource activities the measure
indicates the yield outputs to inputs and addresses the relationship
between key results and short term human resource activities.
Effectiveness relates the results of activities to the achievement of
objectives. Effectiveness measures are primarily qualitative and relate
results to the resolution of critical issues and implementation of
strategies. The focus of effectiveness and efficiency measures are the
performance of the human resource staff function as a service unit
within a company.

The change and the pace of change happen today because of

globalization, technological innovations, and information access is
both dizzying and dazzling. The primary difference between winners
and losers in business will be the ability to respond to the pace of
change. Winners will be able to adapt, learn, and act quickly. Losers
will spend time trying to control and master change. The new human
resource has responsibility of the job building to embrace and
capitalize on change. It will make sure that change initiates that are
focused on creating high performance teams, reducing cycle time for
innovation, or implementing new technology developed and delivered
on time. Change has a way of scaring people, scaring them into
inaction. Redesigning work through socio technical systems and
methods requires the combined efforts of employees, supervisors, and
union representatives in analyzing job operations. Jobs are not
necessarily designed to be intrinsically motivating, than the work is
accomplished.

The work scheduling represents various working options.

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These include Part-time employment opportunities, popular among
certain segments of the population. Students, mothers, retired persons
and moonlighters are particularly predisposed to seeking a part-time
work.

Part time employment includes Permanent part-time

workers who are expected to work in a part time capacity over an
extended period of time. Part time employment provides benefits to
both employers and to society. An employer found the part time
employees and allows flexibility in scheduling. It is more accurate
matching of the workforce to the workload. It is cost savings because
part time workers receive no voluntarily benefits. Society is promoted
by means of voluntarily employment. It is in favor of workers who are
in search of jobs and can serve up as social welfare benefits. It
reduces the unemployment by providing opportunities to human
resources who would otherwise be powerless to obtain
unemployment. Employers, as increased costs and union opposition
feel the major disadvantage of part time employment. Benefits
mandated by the government, such as unemployment compassion and
social security, must be paid for each worker regardless of his or her
working status. Several part time employees fulfilling the job of one
full time worker may be more costly in benefit administration. Unions
occasionally object to the use of part time employees because it
reduces the job opportunities available for their members

Temporary employees are workers who are hired for

a short period because the job is not expected to last, such as for a
special project.

Job sharing is that in which two or more workers who

were employed in a job sharing situation together fill the position of
one full time worker.

Compressed workweek requires employees to

complete a full week’s work in less than five days. The most common
examples of this type of workweek are as the four day workweek-ten
hours per day, the three day workweek-twelve hours per day, the four
and one half day workweek- nine hours for four days and fours on the
fifth day, the 5/4-9-workweek plan-nine per day for five days during
the first week followed by a week of nine hours for four days.

55
Chapter-5 Recruitment, Selection and Placement

Pleasure is a key–sprung phenomenon for human beings.

People are actually motivated to seek food and freedom to name just a
few of the big ones. They work to make money. They work for a
feeling of accomplishment. This is a clear cut fact that to motivate
employees need to create a bundle of needs that are required to
perform these jobs well. Which is done for its own sake and said to be
intrinsically motivated and motivational instruments are Praise,
responsibility, recognition, esteem, power, status, competition, and
participation. In organizations, intrinsic motivation on the part of
workers is essential for maximizing productivity. Techniques cannot
churn out quality products without the appropriate implementation of
human resource. So, there are a great many people who influence the
fortunes of an organization like employees, customers or vendors.
These are the people within the organization that contribute the most
to the health of an organization. It is said that people at work are
personnel or human resource in organizations. In some organizations,
people have degenerated into employee codes, badge numbers or Id
numbers. Very often, management tends to forget that people are
human and there is a need to motivate them. Most of the activities that
people can do are either work or play depending on the motives
behind. Since the motive for the action is obviously some form of
monetary incentives or payments.

Many important and potentially interesting activities may

seem like drudgery rather than fun. Without extrinsic motivation,
there is no progressive productivity with any proper function. People
with sufficient self-motivation can drive themselves to incredible
levels of excellence. People promote themselves overtime they come
up with a new invention or idea, simply from a sense of self-
fulfillment and commitment. Factually no one can buy a man but can
buy his devoted time. We can buy a measured number of skilled
persons per hour per day but cannot buy enthusiasm, initiative etc.
Only a person who is satisfied within the organization can achieve
enthusiastic performance. Moon walking has been a far remote dream
for today human but the application of enthusiasm and determination.
Today, fortunately the equation of success is know-how not know-
who. It is a fact that wise management must learn to pay the price to

56
retain good professionals. Top talent naturally seeks top rewards.

A new employee begins his in new relationship in

organization. The person who performs best at the interview may not
be necessarily the best person for the job. Rewards come in many
forms. Performance and rewards must be directly linked. An
encouraging note, a word of appreciation shows employees that they
are cared. But a good proof of sincerity could be the compliance of
management to decipher words into recompense form that actually
matter to the employee. Employees have to be set more preciseness
and blow. The job of manager will be revolutionized. They will need
to become more counselor and coach who set goals and empower
their subordinates to meet up. An ambiance of conviction has to be
developed between human resources and manager devoid of whom
workers will not be ready to acknowledge amplified responsibility.

The most significant attribute of a successful business

organization is its ability to extract the most excellent from its
employees through total participation. To get these successful
organizations plant a lot of accent on apt in-house communication and
on schooling human resources who be deficient in either the ability or
the training. Employees who do not have either the ability or be short
of the requisite training squander their precious time or energy in
trying to do what they simply cannot do. A large section of employees
can be schooled or trained by imparting the right amount of endurance
and timely motivation in their jobs. The success of an organization
counts on its wholehearted commitment to innovate. Moreover, large
section of organizations pays lip service to innovative and creative
ideas causing a quality gap and service retardations. They ask for new
idea and when it is accepted, the employee rarely gets a reward
proportionate to the ideas worth.

Successful business organizations create a climate that

encourages new ideas as a part of the employee’s job. Anything that
helps to create the innovative culture and a natural curiosity about
how things are done in other organizations will add value to the
organization. Hiring is an uphill task. Simultaneously, to furnish
employment for talented and well-deserved candidates is a
challenging task. Their placement at a right position involves more
than just finding and compensating the right talent. Effective

57
recruitment and selection is a function of attitude. It is the function of
the attitude of the human resource professional. It is the function of
the attitude of anyone who works for the organization as a recruiter
and anyone in organization who takes on the role of a recruiter. And,
it is a task of the mind-set of the job candidate. Effective recruiting
requires making the job and the organization somewhat to be pet. This
process works at peak efficiently when both the recruiter and the
recruits truly believe that the job and the organization are to be
cherished and that the new hires have proven their mettle to the
organization. Those organizations that want to grow prosper and
maintain proper supply of human resources needs skilled and
innovative human resource. Job vacancy can boost by mounting the
amount of up-to-the-minute position. Capable staffing, skilled and
specialized human resources in organizations is an easier said than
done method. For the right selection at the right time and at the right
place, it is indispensable that before identification of human
resources, job must be analyzed. Importance of human resource can
never be ruled out to pertain for position in ladder for effective and
efficient key procedures while the process of that human resource that
is not qualified is an expensive and time-consuming task. Qualified
human resources must be recruited and selected all the way through
effective human resource planning and forecasting [Singer, 1990].

Recruitment

The recruitment is a progression by which an organization

tries to engage its variety of position. It is the process by means of the
entire source for pronouncement of best human resources [Goel &
Goel, 1979]. It is the route to pick the exact populace for exact job. It
is only possible through suitable marketing for bulky group of human
resources or intriguing highly skilled individuals for unique
occupation.

Recruitment Process

The Recruitment Process identifies potential candidates who

are working in the organization. If any position becomes vacant in
organization, they try to fill up the position by that human resource
that is best. Job analysis must conduct to accomplish this goal in
organizations. It helps to recruit the employees. Recruitment methods

58
must be second-hand for the identification of potential candidates.
Recruitment is the process to identify, encourage and motivate
qualified employees for appropriate position in the organization.

Sources of Recruitment

Internal Sources

An organization the recruitment sources are as internal source

and external sources. In internal sources lead Current Employees,
Skill Inventories and Employee Referrals.

In the internal sources current employees lead the process to

aware and inform employees about vacant job openings and the
qualification of those jobs. It is supportive to name ignored qualified
employees in the organization and identify qualified and interested
employees. It reduces costs when employee development is started. It
may create instability in organization because of continuous employee
movement from job to job.

The other internal source is Skills Inventories in which

recruitment will be made from within that maintain employees preset
skill inventory and take in information regarding employee
credentials, skill, and talent and training programs. This schedule
should be updated periodically to reflect the current levels of all
workers. Referral sources depend on current employee referrals to fill
job vacancies. Current employees are chosen when referring potential
candidates because of applicant’s quality work. Applicants referred
prescreening before recommendations.

Recruitment through employee referrals is more realistic for

the organization because of its policies, procedure and hope of
workers while move and promotions are the best way to fill vacancies
because skilled and talented employees would be effectual and
proficient for the organization. Many organizations have a policy of
promoting from within that requires not as much of training as they
are before familiar along with the organization.

External Sources

59
In organizations external recruitment resources are Walk-Ins,
Advertisements, Employment Agencies and College Campus
Recruiting.

In Walks–in job, applicants come devoid of meeting at human

resource offices and are well thought-out walk-in applications. This
walk- in is frequently uninformed about job openings. The eminence
of applicants received through walk-ins is worse but proper and
courageous conduct of these applicants benefit to organizations.
Walk-ins are inexpensive source of recruits but it help to build
organization’s image among their friends, relatives about the
favorable treatment they received and mistreatment may result in
damaging public relations of the organization.

In Advertisements, recruitment would be made through mass

media publications as advertisements in the local and national
newspaper, radio and television. These advertisements list the job
duty and responsibilities of candidate’s indispensable for successful
job performance. It is a means for qualified candidates to apply for the
position. This procedure requires submitting a resume and other
related information through the correspondence directly to the
organization are at a post office box number. Applicants whose
documents are suitable for the post are called by the organization. In
this course right place and time of media advertisements are
fundamental to the success of the recruitment. High-quality
advertising can be the most effective recruitment technique. Target
group and cost of the advertisements must be considered. It has to be
seen that excessive amount of resources are reserved for
advertisements to put out in specific journal.

The Employment Agencies are of two types of that are used

in the recruiting process. These are public and private agencies.

Public Employment Agencies are used for in quest of

executive level human resource. These agencies employ applicants by
organizations.

Private Employment Agencies refer applicants to

organization and they are paid a percentage of the candidate’s initial

60
yearly salary after the candidate is employed. These agencies save
organization’s time and money by prescreening applicants and
referring only qualified in the recruitment process. Sometimes
frustration appears to be the inability of employers to establish
effective working relationships with the agencies. Employer should
choose a few organizations for employment. Specific counselors
within each agency should be known and familiarized with the
organization’s requirements. If these counselors leave their position to
go to another agency, the organization should switch to other agencies
while campus recruiting offer a good selection of candidates for
management trainee positions. Organizations having luxury working
affairs with the human resource find quality candidates. Organization
use a mixture of techniques as tours, symposiums, work-study
programs, printed literature are amid the most common methods used
to get informed candidates.

Campus recruiting is a trendy method for obtaining hefty

applicants. Campus establishes career planning and placement centers
that dole out as a training ground for students. These methods provide
a large number of qualified applicants available from which to
choose. Organizations build up recruiting for the time by analyzing
the various department managers for input on the amount and type of
jobs likely to be open in the future. Recruiting pains are aimed at
graduates in specific fields, such as accounting and engineering and
the number of campus visit is based on several criteria and it will
settle on which institutions are gifted to provide the best candidates.
This work has acknowledged that in recruiter’s interview a large
number of candidates are notorious having any previous job
experience than decision would be in their good turn. The concluding
decision is to ask candidates for second interview based on subjective,
non-job-related information. Recruiter’s training is a preliminary job
selector and an arm of public relation department to provide
organization’s information and creating goodwill. They must be
proverbial with the duties of all the jobs for which they are recruiting.
They ought to know selection techniques, for the most part
interviewing, listening skills and information jamboree. They need to
be trained in how to scheme a sympathetic business thought.
Recruiters training should evaluate and make available information,
selling the organization and how to launch benevolence. A major part
of recruiter’s job is to inform candidates about the organization and

61
their job. This recruiting job appetizer can help both the candidates
and organization in matching the requirements of the employer with
the qualification of the claimant. Unfortunately the skills and
knowledge erudite at campus are not unavoidably those needed on the
job.

Selection

The selection of human resource within an organization is

most important chore and choosing the right person for a job is
beneficial to an organization. Indecent selection results fritter away
era and undue costs. The selection process identifies and matches job
applicant qualifications to position requirements to choose the most
competent candidate. Nowadays more often than not in organizations,
selection is the liability of human resource department. In small
organizations, supervisor has the entire responsibility for selection,
while in large organizations; the responsibility for selection is
delegate to specialist called employment manager. The organizations
grow to be more complex as organizations inflate. Managers and
supervisors become well trained as they begin to take a more
energetic role in the selection route.

Different organizations have different procedures and

individuals discern that the ultimate responsibility relate to the
supervisor. Human resources are helpful as advice-giving faculty in
selection process. They carry out training programs for effective
selection procedures according to the rules and regulations. They dish
up as principal job agents when conducting job analyses. Sometimes
the human resource department is responsible for the whole selection
process from beginning to end. The final selection decision should be
the most recent responsibility of the supervisor directly liable for the
position. The success of a selection program depends on the planning.
Selection tools and techniques, rules and regulations would be
painstaking to unearth candidate’s steadfastness and soundness.
Human resource department does appropriate selection that results in
qualified employees, who make noteworthy contributions to the
organization. If the selection process is conducted in indecent manner,
the end result is off-putting for both employees and the organization.

Selection procedures raise job analysis and job specification.

62
When job analysis and job specification are conducted they come
across precious information. The job specification indicates the
necessary requirements in the area of experience and training,
education KSA’s (knowledge, skill and abilities) and additional wide-
ranging necessities. The selection decision is gritty not only by the
scenery of the job to be filled but also by the on hand labor force. If it
is an amateurish position with unpleasant working conditions and
hardly any applicants, any candidate who walks from side to side is
likely to be hired at once. Selection instruments must be reliable
(consistent and dependable over time) and valid (accurate
measurement) to effectively get done chore. Selection gear is
urbanized to spot and guess the capability of applicants. A selection
device is referred to as a predictor, and what it trial (job performance)
is a criterion. A predictor is a measure, such as a check or an
interview, and a criterion is a standard to be accomplished (average or
satisfactory job performance). Selection measure must make available
reliable result over time. Reliability refers to the degree to which
instruments measure what they intend to measure. Depending on the
use and nature of a particular selection technique, reliability may be
considered over time. In order to be effective, selection techniques
must be reliable and valid. Validity is the degree to which an
evaluation technique measures what it is supposed to measure.

Types of Validity

Criterion Related Validity that examines and draws

inferences about the relationship between a predictor and a criterion.

Content Validity is a validation tactic used to measure and

access a whole contented area. For this purpose the verdict of experts
plays an important task than quantifiable way. The added solitary is
predictive Validity in which the predictor and criterion data are
collected for the period of unlike moment.

Concurrent Validity is refereed as the present employee

method. This is the criterion-related validity in which both predictor
and criterion data is gather at the identical point in time. Concurrent
Validity is that sometimes known as present employee method of
validation has the similar basic goal as predictive validity. Validation
of the instruments allow for interferences about ultimate success or

63
failure. The major difference among both is the time factor at which
the data are composed (Gatewood & Lyle, 1977).

Selection steps are ended after applicants satisfactorily

progress from end to end a series of stages. Very few organizations
offer employment to applicants if they complete only one part of the
selection process. There are selection programs, which reject
applicants; prior to they have the opportunity to complete the entire
process.

Depending on the fussy situation, organizations utilize

Strategies as the multiple hurdle strategy, the compensatory strategy
or the mixed strategy.

The Multiple Hurdles Strategy throw-outs applicants if they

fall short to satisfy and compete in any stage of the selection process.
This process is based on certain skills for satisfactory job performance
and cannot be remunerated in their absence. When using this method,
every footstep of the selection process must be suitable.

The Compensatory Strategy is used to find out company’s

positions for performance. All applicants ensue through the selection
process before being rejected or hired. This shows the candidate’s
strength as a compensation for their weakness.

The Mixed Strategy is used when certain characteristics are

necessary, but not sufficient, for minimum job success.

Selection Techniques

Application Blanks that are written forms completed by job

candidates dealing their educational background, previous work
history, past references, and certain personal data. The use of blanks
is the oldest and widespread selection procedure. The items used on
application blanks very from organization-to-organization, but are all
based on the identical principle as what an individual force in the
future can be predicated by what he or she has done in the past.
Application blanks hunt for information from candidates concerning
their preceding educational background, past employment history,
work references, and personal data (Cascio, 1986). It is a preliminary

64
screening tool for many organizations. Long-lasting and intricate
forms discourage applicants if items could not be allied to the job.
Initial applicant screening occurs after the completion of all
application blanks. Two types of application forms are considered to
screen in and out of applicants.

Weighted Application Blank (WAB) is written forms done

by candidates in who apiece item is weighted and scored on its
magnitude. The application blank is the predictor and job
performance is the criterion. Performance categories are high, low or
high, middle and low. If the assigned weight based on job analysis,
WAB considered as highly valid predictor of job hit.

Biographical Information Blank (BIB) are multiple choice

forms in which information about applicant’s material, attitudes, early
life experience and social values are asked. The items of these forms
are compared with job criteria to provide evidence to be good
predictors of job success and score is worn in selection decision.

Employment Tests are objective and standardized measures

intended to gain information from individuals concerning the specific
characteristics, interests, knowledge, abilities or behavior they hold.
Types of Employment Tests can be classified on the basis of design
or content. It is identified that for test design,

Speed Test has effortless items and candidate can get them
correct within a limited time period.

Power Tests are to score knowledge by getting information

about correctly answered items in a limited time period.

Individual Test administered to one person at a time

Group Test is administered to several people at a time.

Paper, Pencil and Performance Test involves writing

responses to test items, which are usually presented in multiple choice
or easy formats. Performance tests require the manipulation of objects
or equipment.

The tests content are as ability tests are standardized,

65
objective, paper and pencil inventories designed to assess learning
potential by measuring existing abilities and aptitudes. In this test
applicants I.Q, ability, aptitude as mechanical, technical, clerical,
administrative, sensory are measured while personality tests are
measures that assess the thoughtful psychosomatic construct to settle
on individual’s behavioral retort to societal situation. It is an
important factor of job victory and work illustration tests measures
designed to sample existing job skill by call for the completion of
actual job tests. A Test is painstaking as any measure, combination of
measures or procedures second-hand as a selection procedure for any
employment decision. It is preventive for the evaluators to dig up the
knowledge about the hands-on experience on the topic of specific
instrument candidate.

Some Tests used in Selection are as reference check is a

process to collect information a propos applicants past work
experience, educational background, social behaviors and reasons for
leaving the previous job and his association. Different type of
methods are used to get inquire. Reference information would be
required with applicant’s material to name, addresses of people to
contact, in the form of letter of recommendation. The methods
second-hand to collect data are quite standardized and include the use
of telephone inquiries as simplest and best way to get informed about
candidates. Just to dub the person and ask about applicant. Written
recommendations include letters or forms requested by employees or
by companies. These documents provide the information about
employee’s strengths and weaknesses allied to job. Organizations still
required submitting the letter of recommendation or reference letter.
Trained persons conduct personal interview that asks face-to-face
questions on the subject of the related field? It is a posh method. This
type of selection would be made for higher-level positions.

Employment interviews are worn in industry as a selection

means. A verbal exchange between an employer and an employee for
the idea of obtaining information about the applicant’s job capabilities
and given that the claimant with acquaintance about the organization
is used to get the maximum information in an interview that show its
effectiveness. The mode of interview, the information exchanged and
the skill of the interviewer plays very important role in the success of
employment interview.

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Types of Interviews

Structured or Patterned Interview offers slightest

number of candidates. Forms are developed which present interviews
with a planned layout for questioning candidates. Interviewers are
trained in questioning and recording response. In the course of this
format obtain outcome are unvarying in nature.

Unstructured or Non- Directive Interview provides

the greatest liberty. There are no time-honored questions to ask.
Interviewers adjust to each situation, using their individual skill to
cover areas they judge significant. The importance of information
gathered by this method is an undeviating function of the skill of the
interviewer. Highly trained interviewers will provide a useful data,
while untrained will donate data which is lacking coherence, not job
related, and disconnected to the purpose at hand.

Semi Structured or Mixed Interview when

conducted supplies basic information through which comparison
would be possible within specific area. Success of this type of
interview depends on training and degree of skill possessed by the
interviewer. Panel, board or group interview are in which the
applicant interviewed by five people using a patterned or structured
format. A group evaluation is done by group discussion. It is used for
upper level positions.

Stress Interviewing is used to seek information about

emotional reactions to situations.

The objective of interviewer is to accomplish credibility and to

depict job related information from candidates. Successful
interviewers are those who makes lucid that inquires are based on
business desires and suit them. Every employee has a different
character; various feel shy to disclose their personal matter with
others while some disclose it for some assistance. Very few people
are good interviewers. It is a meeting in which questions are asked by
individuals and make decisions. Good interviewers forever plan
before communication to craft the interview more productive.
Establishing a rapport is the process of putting candidates at ease. It is
essential for an interviewer to make the atmosphere calm and

67
amusing.

the semi interviewing approaches are used to get significant

information from the candidates interviewer bring into play different
communication techniques and effectiveness would be only probable
when the interviewer have ended their grounding by the book.
The Direct Interviewing Approach is a direct
approach in which interviewer put direct questions and candidates
answer the questions in Yes or No form while
Non- Directive Interviewing Approach requires
well-built interviewing skills in the area of listening and non-verbal
communication.
Electric Interviewing Approach is used in industry
by combining direct and non-directive techniques to discover facts.
there are a few interview pitfalls that are Halo Effect is the skill to
review an individual by observing only one flattering trait and
Prejudging is the skill to draw conclusions about candidates before all
the available information has been collected. Having capability for a
job does not pledge that the candidate will do the job well.
Motivation, interests, and other personality factors directly blow on
work performance. Evaluation is accomplished through test and
interview. Successful evaluation fallout when the need of the
candidates selected match those of the organization. Mostly,
employment decisions are two fold processes. Organizations make
your mind up whether applicants robust within their overall objectives
and candidates settle on if the job will satisfy their particular needs.
Successful selection requires that organization evaluate runner and
company’s need but also the company will congregate the aspiration
of the candidate.

Placement

The Placement is an obligation or relocation of an employee to

a new or a pole-apart career. It includes the preliminary assignment of
novel employees and the promotion, transfer or demotion of present
employees. The placement of present workers is less convoluted
because the human resource department maintains employee’s records
that surround the internal candidate’s innovative application, skill
inventory and work history. In the midst of the information,
recruitment of internal candidates is easier, particularly if employee

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career testimony have been recorded and computerized. Selection
goes more quickly because the past performance and abilities of
employees are better known than those of external recruits are. Time
and labors are also saved in compass reading. When present
employees are assigning to a fresh work, they call for compass
reading program. The supervisory orientation is needed to speed up
socialization within the new work group. The employee’s supervisors
consulted with higher levels of management settle on the future
placement of each employee. The department’s task is to advise these
managers about the company’s policies and to provide counseling to
the employee. The means to revolutionize organizational workforce
by different approaches as are promotions, transfers, and demotions,
separations, downsizing and terminations.

The Promotion of an employee is a lobby group from one job

to another that is higher in forfeit, accountability and secretarial level.
It is pleasing for people in an organization. It is prearranged
recognition of a person’s past performance and future pledge.
Promotions usually are based on merit and pre- eminence.

Merit Based Promotions applied when an employee is

promoted because of superior performance at hand job. In belongings
where promotion is mostly a reward for precedent hard work and
success, two problems might be encountered. One problem is
decision-makers can impartially discriminate the strong performers
from the weak ones. When merit based promotions are used, it is key
that the decision replicate the individual performance. When
promotion decisions result from personal biases, the organization ends
up with a take away competent person in a higher, more important
position. The result is dissatisfaction and less impetus. A second
problem with merit-based promotions is the Peter Principle. It states
that in a hierarchy, people be inclined to rise to their level of
incompetence.

Seniority Based Promotions means among employees who

have the longest length of service with the employer promoted on
seniority. The benefit of this approach is that it is objective. All one
needs to do are compare the seniority records of the candidates to
determine who should be promoted. The idea of this type of
promotion is to stop the biased promotions and to require

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management to develop its senior employees since they will
eventually be promoted. Seniority based promotions usually are
inadequate to hourly employees. Labor organizations seek this type
of promotion to prevent employers from discriminating among union
members. We are able to catch the illustration of government
organizations where employees are promoted on seniority basis in
Pakistan. Most personnel experts utter their views that not all workers
are equally proficient so the person who is the best is not the senior
one. Under seniority-based promotions, the best human being is shorn
of the job unless the individual happen to be the most senior worker
as able-bodied. This approach is to promotion cause human resource
department to spotlight their efforts on training of senior workers to
guarantee that they are prepared to touch future promotions. During
toting up, the department must be concerned with maintaining an
exact seniority list. Where promotions are not based exclusively on
seniority, both merit and seniority are guiding factors.

The Transfer crops up when an employee is enthused from

one job to another that is relatively equal in pay, responsibility and
organizational level while demotions occur when an employee is
stirred from one job to another that is lower in pay, responsibility, and
organizational level. Flexibility is frequently one solution to
organizational accomplishments. Decision-makers must be able to
budge their human resources to meet internal and external challenges.
Solitary device is the employee transfer. By touching people into jobs,
that are neither a promotion nor a demotion, managers may be bright
to get better the operation of their human resources. Transfers may
even be advantageous to jobholders. The experience of a transfer
provides a person latest skills. The transfer improves an individual’s
motivation and satisfaction, especially when someone fined tiny
challenge in the mature job. The new position is not a back up that
offer new technical and interpersonal challenges. These challenges
might verify the augmented opportunity for the transferees. When the
challenges are bare minimum, the transfer offers variety to add the
feeling of job satisfaction. Transfers involve geographic shift
increasingly effect dual-career families, families in which both
husband and wife are having careers. By a promotion, demotion or a
cross move, a placement decision that transfers the employee out of
the local area effected the spouse.

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 Demotions are associated with discipline. The
individual having meager job performance or inappropriate behavior
such as excessive absenteeism demoted from their jobs create
dissatisfaction and less motivation or a negative influence on the
morale of others. If the cause for the demotion is ahead, the
employee’s control such as poor health, the wage or the salary may
even be left unchanged. Job posting programs notify employees about
filled job openings and qualifications. The broadcast of the openings
invite qualified employees to submit an application. The notices
usually are posted on corporation bulletin boards or placed in business
newspaper. The posted experience and other data typically are down
from job analysis information. Then through self-nominations or the
recommendations of supervisors, employees who are interested in the
posts opening report to the personnel department and apply. Job
posting encourages employees to hunt for promotions and transfers
that help the personal objectives. It is important for the human
resource department to make the rules of the job-posting program
known and to chase them. A trend toward posting higher-level
management jobs may be suggested by some firm’s responses.

Self-Nominated Demotions are possible if the individual is

frustrated in his or her present job or if the person sees the demotion
as a means to a job with more favorable promotion possibilities.
Management trainees use self-nominations. Many organizations sign
up fresh graduates from management training programs. Many of
these programs are modest more then an extended job rotation
throughout each of several departments. After this rotation is
completed, the company may permit the trainees to nominate
themselves to fill posted job openings.

A Separation is a decision for the individual and the

organization to part. Disciplinary, economic, business or personal
reasons may motivate it. The human resource department’s role is to
find the most acceptable method of conducting the separation in a
way that minimizes the damage to the organization and to the
individual. Separations can take several forms, such as attrition,
layoff, and termination.

Attrition is the separation of people from the organization as

a result of resignation, retirement or death. It is initiated by the

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individual worker and not by the corporation. In most organizations,
the key component of attrition is resignation, which is a voluntary
separation. Attrition is a slow way to reduce the employment in an
organization; it presents the fewest problems. Voluntary departures
create a vacancy that is not filled, and the staffing level declines
without anyone being forced out of a job. Attrition can reduce or
eliminate the projected surplus.

Layoffs are the separation of employees from the organization

for fiscal or trade reasons. If the layoff occurs because of restructuring
as downsizing or mergers or acquisitions, the temporary layoff may
become permanent. When placement decisions are driven to diminish
costs, or to soak up a recent merger or acquisition, the department’s
role is much more involved. Layoffs may be required when attrition is
insufficient. The alternative may be bankruptcy affecting an even
larger number of employees.

Downsizing is reducing the levels of an organization.

Organizations have been forced to downsize to reduce costs.
Downsizing can leave emotional scars on those who remain. A side
benefit is often greater responsibility and greater organizational
responsiveness since changes must go through fewer levels of
approval. Fewer people and the continuing pressures of competition
usually mean more work, too. The impacts of downsizing on human
resource departments in organizations where loads of decisions,
separations, orientations, and revised succession and human resource
plan have been mandatory. Flatter organizations meant fewer career
opportunities. Some populace get new responsibilities and challenges,
many human resource departments make use of lateral transfers,
overseas assignments and other placement approaches to motivate.
Mergers and acquisitions require different, but equally extensive,
orientation and placement activities.

Termination is permanently separation of employees from the

organization for any grounds. The person was fired as a form of
discipline. The employer needs to separate some employees for
business reasons and has no plans to rehire them rather than being laid
off. Those people are simply terminated. The occupational safety and
health is the right of an employee to rebuff to perform an unusual
work assignment that the employee believes is hazardous or even life

72
threatening. The right of an employee to repudiate to perform an act
that is clearly in violation of laws, such as cooperating in a price-
fixing scheme. Other termination restrictions also may apply,
depending on the circumstances and local laws. In general, a
dismissal may be challenged if it is unjust. When termination is not
the error of the employee, he or she may receive some outplacement
assistance in shape of severance pay. Severance pay is money. Often
equal to one or more week’s salary that is given to employees who are
being permanently separated. Many organizations give severance pay
only for involuntary separations and only to employees who have
been performing satisfactorily. The outplacement assistance includes
those efforts made by the employer directly or indirectly through a
private organization to help the recently separated worker find a job.
Not only do such efforts help the former employee, but they also
pledge the remaining employees of management’s commitment to
their welfare if a further reduction in force is necessary. There are
three placement decisions that are of overriding concern to a human
resource department are effectiveness, legal compliances and
presentation of separations. The effectiveness of outplacement
decisions depends on minimizing disruption to the employee and the
organization. Likewise, demotions should be well documented and
follow the policy of effective discipline. Once the placement has been
made, the new employee should get an orientation to reduce personal
anxiety and speed up the socialization process. The death is also a
source of separation can be targeted by progressive human resource
departments through safety, preventative, health care and wellness
programs designed to maintain employee’s health. The careful human
resource planning can reduce layoff and part time layoffs also can be
reduced through other approaches. Lone method that has gain regard
is the use of reduced workweeks or part time layoffs, which allow
employers to layoff workers for part of apiece week while Job sharing
allows two or more workers to do the same job by each working part-
time. Although most workers who want full time work may find a
part-time job intolerable, job sharing may be preferable to a layoff,
especially to sharing is of short duration or if both employees want
part-time work. Terminations are employers perception of
incompetence may arise from mismatch a candidate’s professional
skills and personality with the actual requirements of the job. Through
effective training, fresh and mature employees can be taught how to
perform their jobs successfully.

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Chapter–6 Identification and Development of Managerial
Talents

The milieu facing today’s executive is thin-skinned and multifaceted.

Endearing in this environment require proficient skill as the knack to
analyze the problem, the ability to sense about structure and the
ability to make decision in a highly ingenious way. Today’s
organizations are facing a key challenge to attract, motivate and
preserve talent in the highly competitive global market for knowledge
workers. Organizations encompass the need to modify structure and
to enable them to adjust the competitors and customer expectations. It
is a verity that organizations provide training and development
facilities to their employees and allocate budget according to the
organizational rations and professional training ensure the
organizational development. It is vital that the training strategy flows
directly from organization strategy and ensures organizational
proceedings.

Training is a route for mounting individual skills and

effectiveness as a process of organization or cluster enlargement.
Individual effectiveness, in terms of skills, knowledge and attitude, is
one of the essential building block towards triumph of the wider goal
of improved organizational efficiency and effectiveness. The training
strategy wishes to consider string planning, foot upon know-how and
potential assessment. Training policy is to grant cost-effective training
for the organizations that are evidently acknowledged and obliging for
current and future business requirements to settled standards. The
development of people can be achieved by training strategy working
congruously with line management. Effective training strategy design
will attain specified aims and objectives that could employ a number
of principal levels of notice as assisting in crucial training needs of
individuals vital to fill all jobs lucratively. Back up in training needs
follow-on from new investment programs, practices and procedures.
The training strategy all ears on real business requirements, convene
customer expectations and maneuver within constraints. Training
strategy must deliver measurable outcomes as the training tactic could
be designed to pioneer some flexibility and to exercise some local
autonomy. This hinges upon the span and technology of operation.
Human resource management is concerned about human in the
organization. It has developed from the human resource department.

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The main inspiration of human resource management is to distribute
the functions of human resource department in excess of a hefty sum
of people to get-together all and must be responsible for something.
The human resource management is very valuable for organizations to
achieve their goals. It helps organizations to maintain up its
performance and train fresh workers. It helps the organization to
amplify the motivation of its workers, thus increase the performance.
The main initiative is to make organization’s goals to individual ones.
Human resource management deal with wages as managers knows
better whom to forfeit extra bonuses. Human resource management
helps to save a great pact of money and developing human resource
department. Human resource management helps to develop
organization structure because they have usually impression of the
whole business. This peak cannot usually be transferred to individuals
and it's very important to business in the long term. It also helps to
recover productivity. Its tasks include training, recruitment, job
description and specification, which all aid to make the organization
superior, thus increasing human resource satisfaction. All these
resolve the goodwill and reputation of the organization. Human
resource management is extremely effective in protecting businesses
in numerous ways. It saves money and multiply businesses since it
deals with the most determining thing of business i.e. manpower of
workforce. So no organization can be better and well organized
without Human resource management. It is the organization that can
dig up benefit by reducing its costs and increasing its benevolence.
The basic training to do a job should be provided for everyone,
attendance and achievement in training can be a handy form of
recognition, certificates and presentations developing through
involvement in projects, visits new tasks, deputizing etc is an idyllic
way of recognizing efforts [Smith, 1999]. The training of employees
is akin to maintain the machinery. In order to operate the efficiency,
machines require time period for regular servicing. To make
individuals productive need to orient with environment and then train
them. Training is an organized effort to increase the competence of
individuals and adapt their behavior in order to pull off previously
determined objectives.

Training is germane to the working information of an

organization with no exception of. Training is an endeavor to improve
employee’s abilities to make them more productive member of work

75
force. Training is an organized procedure, which fetch semi eternal
changes in behavior for a definite purpose. Three main areas involved
are handiness, acquaintance and outlook but always with objective of
a definite purpose in mind. The ability of dexterity and awareness
which is significant to its work and its needs have to be meet through
post training, however an ample range of training option wait undo.
Training entails the exercise of prepared programs, which underpin
employees existing competencies or ease the acquisition of new-
fangled knowledge, skillfulness and ability in the curiosity of
improving job performance. Training involves benevolent novel or
present human resources the skill they need to execute their jobs.
Training valor hence grip screening a machinist how to work his new
machines, an innovative salesperson how to sell organization produce
or a new supervisor how to interview and evaluate employees.
Whereas technical guidance is aimed at providing employees with the
skill they need to act upon their current jobs (Famulare, 1972). The
techniques used in training and developments are frequently the same
(John, 1980).

Training, at present is a gigantic dealing. Training is worn to

be more significant factor in today’s organizations to accomplish its
aim. The expansion of training position reflects the truth that the
fixture of economic rivalry has innovative rules. Reunion these latest
values entail a work force that is more then just technically trained. It
requires people who are talented to analyze and solve work-related
problems. Working productivity on team, switching gears and broken
up from job to job as well. Training is poignant to center stage as a
means to improve employer’s competitiveness. The intention of the
assessment step is to determine training needs. At that time, if solitary
or other needs training and objectives should be set as the authentic
training techniques preferred and the training ladder takes place.
Lastly, there should be an evaluation step where the trainee’s pre and
post training performance is compared and the value of the training
program is evaluated.

Training is essentially a learning process and this is supposed

that to train employees therefore useful to be acquainted with
something about how people gain knowledge of [Wexley & Gary,
1977]. The initial rung is to assess the training needs of employees
who are new in their jobs is quite a straightforward stuff. The main

76
chore is to determine what the job entails and to break it down into
sub tasks. Each of which is than taught to the new employee but
assessing the training needs of nearby employees can be more
complex.

Training Techniques

The two-core modus operandi for determining training

requirements is task analysis and performance analysis.

Task Analysis is detailed cram of a job to identify the skills

required so that an appropriate training program may be instituted. It
is an analysis of the job to determine the training requirements
[Nowack, 1991]. It is above all apt for determining the training needs
of employees who are new to their jobs and it is common to hire
inexperienced personnel and train them [Georges, 1989] and the mean
is to develop the skills and knowledge required for effective
performance so the training is typically based on task analysis. It is a
detailed study of the work to determine what specific skills like
interview are obligatory. The job description and job specification are
accommodating. This list the exact duties and skills required on the
job and become the vital reference point in determining required
training for performing the job.

Performance Analysis is a wary study of performance to spot

a deficiency and then correct it with new equipment, a new employee-
training program or some other adjustments. It involves appraising the
performance of current employees from end to end training that could
diminish performance problems like glut or squat yield. Performance
analysis is determining the training needs of current employees.
Performance analysis means verifying that there is a significant
performance dearth and determining that deficiency should be refitted
through training or by some other means such as changing the
machinery or transferring the employee. The earliest pace is to
evaluate employee’s performance or to improve employee’s
performance and wrap up the person’s performance in present and
what it would be in future and after determining the employees
training desires; training objectives are set as concrete training can
takes place. Other techniques reportedly used to identify training
needs include supervisor’s reports, personal record, management’s

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requests, and observations, test of job knowledge and questionnaire
surveys.

Types of trainings

On the Job Training involves a person to be trained vocation

by actually performing it on the job. Every employee, from clerk to
president, gets some on the job training when he or she join an
organization. In many organizations, on the job training is the only
category of training on hand to employees. It usually involves
assigning novel employees to experienced workers or supervisors
who follow via the actual training. There are numerous Types of on
the Job Training Programs like Coaching or Understudy Method
is that where an experienced worker or the trainee’s supervisor trains
the employee on the job. At lower levels the coaching man just
engross trainee acquire skills for running the machine by observing
the supervisor. But technique is also broadly used at top management
levels.

Job Rotation in which the employee usually a management

trainee moves from job to job at planned interval is another technique.
Special assignments similarly have given to lower level executives
first hand experience in working on actual problems. The method also
facilitates learning ever since trainees hear by actually doing the job
and get swift feedback about the correctness of their performance.
The trainers themselves should be carefully trained and chary the
basic training materials. Experienced workers are chosen as trainer,
should be thoroughly trained as instructors.

Job Instruction Training consists of a cycle of jobs and is

best taught step by step. This step-by-step process is called job
instruction training. It engrosses all necessary steps in the job each in
its proper sequence.

Lecture is a speedy and simple mode of providing knowledge to large

groups of trainees.

Audiovisual Techniques is also an up-to-the-minute method to train

employees through films, closed circuit TV, audio tapes, or
videotapes can be very effectively used. Tele-training is also used for

78
experimenting through which a trainer can educate groups of
employees at far-flung locations via television link up.

Programmed Learning is a systematic method for teaching job skills

involving presenting questions or facts, allowing the person to
respond and giving the learner immediate feedback on the exactness
of his or her answers to facilitate the programmed instruction think up
a textbook or a computer.

Vestibule or Simulated Training is that type of training in which

employees are trained on special off the job equipment and it is a
technique in which trainees become skilled on the actual or simulated
equipment they will use on the job, but are actually trained off the job.
Vestibule training therefore aims to obtain the advantages of on the
job training devoid of actually putting the trainees on the job.

Computer Application in Training is used to facilitate the training

process. The training program can also be effortlessly modified to
reflect technological innovations in the equipment for which the
employees being trained. Training for special purposes also tends to
be more flexible in that trainees can usually use the computer almost
any time they feel like, and thus get their training when they wish. in
today’s training, employees are more caught up to perform their jobs
effectively and training for special purpose are as literacy training
techniques where functional illiteracy is a grim problem for many
employers. There is a corresponding need for workers who are more
skilled, more literate, and able to have at least basic arithmetic skills.
The vicinity in which remedial training is needed fairly split among
mathematics, reading and writing. One simple approach is to have
supervisors focus on fundamental skills by giving employees writing
and speaking exercises. After the exercise is completed the supervisor
can then provide personal feedback. One way to do this is to refurbish
materials used in the employee’s job into instructional tools and
another approach is to fetch in outside professionals than employees
can listen in evening classes is another option.

The most popular Techniques used by Organizations in

Human Interaction are conferences, discussions, on the job training,
job rotation, special assignments to projects, and case analysis.

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Conferences and Conference Leadership is the best when the group
is not knowledgeable on the subject then adequate cases, incidents
films, or texts are available to the group that may be able to study
these and become sufficiently informed in advance in training
sessions so that the conference discussion method could be used.
Conferences and conference leadership can become a boat ride on
uncharted seas to an unknown port. If properly handled a conference
is a pooling of experiences and opinions among a group of people
who have all experiences related to the problem from information
provided by the conference leader. Such a conference should promote
definite constructive thinking by individuals and the groups. As a
developmental technique a conference is successful to the extent to
which all participants put in from their own experiences and
commitment upon the understanding and judgment. The educational
upshot of a conference is not dependent upon reaching an agreement.
The effectiveness of the conference method depends largely upon the
competency and capability of the conference leader and his handiness
to accomplish maximum results in the set moment. The classic
conference group wants a leader to keep the discussion on the subject
matter and just travel around it. Conferences are used to develop
human resource at all organizational levels. Conference is ready to
lend a hand to provide information regarding problems.

Case method is a written slice of life used as a vehicle for discussions

among trainees in a conference. They are given an option to read the
case or see it on film or hear it on tape and through discussions and
questions they are expected to examine the principles rather then the
trainees are asked to study, discuss and discover the principles in a
case and arrive at an end.

Role-Playing plays in a genuine state of affairs where the enactment

of situations, spontaneity, experimentation, practice feedback and
analysis are the key ingredients of the system.

Synectics or human creativity is useful for finding or solving

problems. Synectics is above all fretful with evils, which require a
groundbreaking way out, ills whose solution cannot live bring into
being by apprehension, identified formula or obtainable primer
acquaintance. It assume that ingenuity is a flair in almost everyone to
a greater degree then is usually so-called when it come to

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inventiveness and gadget, the emotional and non rational are as
important as the cerebral and lucid, and these elements can be
methodologically harness from end to end working out and put into
practice above all in figurative and analogical view which make the
proverbial bizarre and thus a cause for up-to-the-minute looming.

Gaming is well liked in developing managerial skills amongst

executives and business school students. In a typical amusement
executives or students playing executives role are grouped into teams
on behalf of the management of competing organizations and craft the
same type of working and policy decisions that they carry out in bona
fide living. By means of situate of mathematical relationships build
into the mock-up, the decisions are processed a lot by computer and
result in a series of performance reports. These decisions and reports
are presented legitimate to specific time period. Depending upon the
model may array from one day to a month or year. Decisions are then
finished by the name for the next period. They too are processed,
reports and returned and the game takings. In this manner time is
compressed and many years of operation can be enclosed in one short
play such as a few hours in a day. Management games may be used
for a mixture of motives. The primary one is the opportunity to learn
from experience without paying the price that would upshot from the
wrong decisions made in actual being. Games can be combined with
in basket technique. In basket is a simulation of the executives in and
out desk trays containing reports memoranda, mail and other typical
items entering his office in basket. In the game it is obligatory to read
these bits and pieces, investigate the troubles they present make out
their interconnectedness and settle on a course of deed much as in
carrying out effort in his organizational spot rear dwelling.

Many of the development programs used nowadays axis upon

ways to progress some aspect of individual communication skill, such
as verbal communication, watch, comprehension, and inscription,
being paid next to populace.

Training Refunds partaking of both self-study and ceremonial

classroom setting is tuition recompense programs, which are
becoming more and more accepted at the moment. These programs
offer partial or full financial reimbursement for employees of
organizations later than they complete the course from time to time

81
grant they acquire at a firm distinction pinnacle set. Paid educational
foliage of nonattendance policy is suitable.

Pretreatment Programs developing people for recruitment from

organizations is finally a notion of growing value. The thought is a
newer one than employment education that extends backs a century.
Pretreatment analysis and training programs would come across being
potentially significant for manpower planning and progress of human
resources.

Teaching Machines are hardware or the machines itself is not needed

to obtain favorable learning results, indeed software programs
vigilantly build to edify the lethal behaviors or goal of the agenda are
equally good enough and set aside the outflow of machine purchase or
let out. Programmed instruction has been set up valuable in
connection courses, be a productive training tool and is glowing like
by user as a way of wisdom.

As organization develops it becomes more central to train

employees. Many training programs today are aimed at humanizing
employees about the organization’s most cherished values and
convincing employees that these should be their values as well. The
training programs state that the first two days are dutiful to discuss
benefits, safety and security and the organizations production process
just in time delivery, materials management and so forth with
employees that are becoming increasingly assorted.

Many more organizations unearth they have to implement

diversity-training programs.

* Diversity Training Program is called valuing

diversity in particular seminars are aimed at viewing participants how
their own rearing affects the assumption they craft and their deeds.
Value Diversity program also show how people from different
cultures react differently to situations in the workplace. It is by
presenting a number of situations. Many organizations are setting up
customer service working out program. The basic intend is to train all
employees to care for the organizations customer in a courageous and
cordial mode. They become accustomed, teamwork as a value and
then organize the work to be ended around clock with work teams.

82
They then empower these teams to obtain their jobs made. Which
means giving them the authorization and the ability to do their jobs
both the teams’ approach and worker empowerment are components
of what many organizations name worker involvement programs?
Worker Involvement Programs aims to boost up organizational
effectiveness by getting employees to chip in at the planning,
organizing, and managing of their jobs. However, loads of
organizations find that teamwork does not just happen instead
employees must be trained to be good team members. Outdoor
training usually involves taking organization’s management team out
into uneven mountainous terrain. There they learn team guts and
teamwork and the need to trust and rely on each other by overcoming
corporeal on still. Empowering employees either individually or as a
team also always have need of training. Extensive training is required
to pledge that they have the skills to do the job. After trainees have
completed their training programs the program should be evaluated to
monitor how well its objectives add to meet up. It is unfortunate but
factual that most managers do not spend much time appraising the
effects their training program. In an ideal world the most excellent
technique to employ in evaluating a training program involves
controlled experimentation. Mostly organizations attempted to get
hold of feedback prior to and later than training. There are Categories
of Training Outcomes or effects that can be measured. Reaction
evaluates trainee’s reaction to the program and tests the trainees to
settle on the principles, skill and the whole story they were to be
taught. Behavior finds that the trainee’s behavior on the job
untouched because of the lack of training program. The training
program may thrive in terms of the reactions from trainees, increased
learning and even changes in behavior.

Management development is similar to training since it is

aimed at providing managers with the leadership skills they need to
do their jobs. Management development is any stabs to get better
modern or prospect managerial performance by impart knowledge,
varying attitudes or increasing skills. It is consequently include in
house programs similar to courses, coaching and rotational
assignments, professionals programs. An eventual aim of such
development programs is, of course to augment the future
performance of the organization itself. The vital accomplishment of
organizations depends on the ability of employees to productively

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complete their present duty and to become accustomed up-to-the-
minute situation. When candidates are selected for positions or
incumbent are assigning new-fangled duty, the verdict is based on
their latent for hit. In order to take advantage of employee’s potential,
training programs go all-out to identify and develop competence in
suitable channel. In addition to the standard of potentiality, three
added factors also make a payment to the training progression. These
include the distinctiveness of the situation, job changes, and
government rules and regulations. Organizations have their own
policies and procedures, and they over and over again use different
methods to perform related jobs. Job changes very a small number of
static organizations stay alive now as to be gung ho; organizations are
constantly updating and changing equipment, methods policies, and
procedures. Individuals change jobs frequently and for many reasons.
Promotions and advancements are welcome changes, but they
typically involve learning by means of new skills. Technological
advances craft existing equipment outmoded require additional
training. The training process assessing training needs in the beam of
training, most organizations would have developed wide-ranging
methods to make out training. Some organizations take for granted
that a decrease in productivity is a direct result of inadequately trained
employees. Before undertaking training ventures, organizations are
indebted to undergo deliberate investigations of assured key
rudiments. Training requires that analysis is continual, that interface
with other organizational areas, and that it incorporates the use of
organizational, task and person analysis.

The jumble up of training is the ultimate goal of training to get

better performance on the job (Goldstein, 1986). Status learning is
enhanced when trainees are provided sample opportunity to replicate
the tasks. Although the importance of training is recognized by
organizations to design effective programs through developed training
agenda that is essential to spawn not only curiosity among employees
but also commitment and make use of human being proficiency.
Technology would be acceptable if all who work could endure
inquisitiveness, pleasure and contentment in the work that they
accomplish. It is supposed that a lot of people take pleasure in
understanding or dull work when no objective endeavor seems to
have been ended to gauge the demands made by work with the
abilities of the worker.

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 The Development of Human Resources is to get better the
nourishment, dynamism and skill of the people is not in need of any
added reason, such as of human being prolific. The development of
human resources is not only sought-after in itself. It is holy to being
desirable for its own sake it raise productivity in the course of healthy
and skilled labor force. The manpower planning is important to
structure list and this is for large organizations with copious people
working under a system of what is called chain of command. In the
organizations the lack of human resource and planning results less
productivity. Organizations are specifically concerned with five kinds
of Change. First are changes in skills or abilities to perform some act,
changes in knowledge or ideas about something, changes in attitudes
or in feelings, emotions, or beliefs people have, changes in an
awareness of self or sensitivity training is well known and lastly
changes in motivation to perform, or the desire to act different. The
analysis of human resources indicates the qualitative needs among
people and sensibly leads to planning decision and type of
developmental opportunities and experiences, particularly educational
and training programs. The use of educational and training programs
for developing needs programs and approaches which are well
thought- out valuable in one organization and the development
programs to achieve organizational goals requires the careful
assessment of needs within the organizational goals. The Human
Resource Developer is that person who is concerned in providing the
experiences and performs most important roles as learning specialist,
administrator, and consultant. Human resource development require
that people be prearranged the opportunities to apply the full range of
their skills and abilities to fulfill their desire and ambitions and make
their contributions for enrichment their lives and their society in
general.

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 Chapter-7 Employees Appraisal Program

In the 21st century, only such organizations can sustain and

survive whose employee’s performances are evaluated and judged.
The productivity of the organization can only be increased if their
employees make commitment to their work at workplace. It is also
recognition and image building of the organization. Change is the
lifeblood of internal growth. Without espousal growth organizations
cannot thrive. People are human and well thought-out as human
resource wishes to be worked with profession on the root of principles
now notorious as human resource management appraised and
evaluated by a system known as Performance Appraisal. We live in
an era of transition. One of the existent things of genuine performance
in our world is change in performance appraisal. Performance
appraisal is an exercise in observation and judgment. It is a feedback
process and it is an organizational intrusion. It is a measurement
process as well as an internally emotional process, while it is fairly
easy to prescribe how the process should work, exposé how it actually
work in practice.

Performance appraisal has time-consuming task and most

critical area for human resource management. The use of formal
systems of appraisal caught up dissatisfaction in organizations. In
fact, some human resource managers uphold that formal performance
appraisal almost never convey all of their intended purposes. Deming
identified appraisal as one of infamous deadly diseases of
management [Deming, 1986] and urged that the practice be purged
from the earth. The researcher Kane and Kane (1988) initiated that the
appraisal system for each of the chief occupational types were judged
to be somewhat effective while two other surveys also shed light on
the extent to which the raters, rate’s and administrators of
performance appraisal systems are disgruntled with the performance
appraisal system in situate in their organizations. The dissatisfaction
with the appraisal is the growing trend to do formal appraisal when
there is a need for human resource decisions as a promotion and
reward. Some human resource practitioners argue that the use of
formal appraisal is actually detrimental to the crucial rationale of
appraisal that is performance management and performance
improvement. They admit that there is little information that supports

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the argument that formal appraisal is required to perk up performance
and plenty of substantiation that employees are displeased with
appraisal. The charm is recurrently ended in the milieu of team based
work or worker-involvement configurations. Deming (1986) argue
that performance appraisal obfuscates system evils within a work
component and the unevenness in performance is largely a function of
systems characteristics rather than individual characteristics.
Managers should thus attend to improve the system so as to trim
down variability in performance.

The growing acceptance and implementation of the principles

of the managerial movement are known as total quality management.
Fundamental total quality management is the notion of continuous
process improvement directed towards customer satisfaction and the
involvement of employees in decision making. The later view called
contribution or empowerment that is frequently used as fundamental
tool for improvement in appraisal. It follow that employee
contribution and acquaintance of process and system are also
fundamental. This up-and-coming concept may be ill assorted with
traditional performance appraisal that all ears on individual skills and
scheming individual behaviors to the pleasure of a manager or a
supervisor. The human resource process is significant and the most
primitive one. This is tag on by reengineering of other human
resource processes such as gratitude, forfeit, edification, and progress.

The new proclivity away from appraisal is single-minded by

experience with essentially bad appraisal systems with which they
have had experience. The effects of appraisal systems will be more
affirmative when certain prescriptions are followed and admitted that
the data supporting prescription are quite week at this point. They are
commended and compatible with the systems perspective of Deming
and others. Performance appraisal has been described as a part of
basic managerial functions. Some argue that the process of formal
performance appraisal that entails the assignment of a numerical
rating to a person is more trouble than it is worth. To motivate
employees to perk up their performance and achieve their target goals,
supervisors can use incentives such as pay for performance program.
Effective performance measurement is absolutely necessary for these
systems to work. The pay for performance systems is generally not
effective.

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 Performance appraisal information is also used to craft
staffing decisions. These decisions involve finding employees to fill
positions in the organization or tumbling the number of employees
who subsist in certain positions. Many organizations rely on
performance appraisal data to settle on which employee to move
upwards to fill openings and which employees to hang up as a part of
downsize or restructuring effort. One of the problems with relying on
performance appraisal information to make decisions about job
movements that employee performance is only measured for the
current job. If the job at the higher, lateral or lower level is different
from the employee’s current job then it may be difficult to estimate
how the employee will perform on the new job. Consequently
organizations have resorted to using assessment centers, paper and
pencil testing, work samples and structured interviews. The
assessment method have the draw back of indicating only how
employees will perform when peak performance is demanded and not
how they will perform on a typical basis. Most organizations focus on
internal recruitment for placement to supervisory/managerial levels
accepts the top position. Despite problems, performance appraisal still
plays a significant role in the process of moving people through the
organization although appraisal data are typically used only as a first
cut in a multiple hurdle system. There is very little research system
which makes a head to head comparison in the predictive validity of
performance appraisal versus some other methods of predictive
assessment. Many organizations use performance appraisal data to
make decisions about reducing the work force. In most private sector
organizations, appraisal information along with job requirements are
the only data used to resolve which employees to lay off or terminate
while in unionized organizations seniority is the key basis for making
reduction in force decisions allegations of epoch discrimination
related to employees terminations is one of the most common equal
employment opportunity complaint. A mounting number of
organizations also use appraisal as a development tool for mangers
and this practice involve multiple raters frequently include self-rating
in the assessment of individuals.

Appraisal data is frequently second-hand to determine various

effective human resource management programs. The performance
appraisal data has been used to make many important personnel
decisions. A primary target of legal disputes involving employee

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charges of iniquitous and prejudices. Relatively new-fangled legal
exceptions to the employment at will doctrine often involve
performance appraisal as well. Murphy and Cleveland (1991) stated
that performance must ultimately be distinct in terms of behaviors
rather than a set of outcomes. The other researchers have viewed as
that results and outcomes must be a critical component of the
appraisal system.

The ultimate purpose for appraisal is to sustain or improve

organizational effectiveness by meeting or exceeding customer
requirement. Some organizations are making changes in their
appraisal systems to imitate this strategic movement that is supported
by a culture of innovation and expect their employees to take risk and
pursue innovations. Appraisal can be either person oriented or work
oriented and the record of outcomes produced on a specified job
function or activity during a specified time period. Customer’s
satisfaction is strongly related to the services provided. These
customers’ requirements should term both the functions and the
criteria for worker performance and can be adapted for internal
customer requirements as well. The managers’ responsibility is to
gain a clear understanding of each critical customer as the ultimate
focus. Most appraisal systems require raters to make a single overall
judgment of performance on each job function. There is a different
criterion by which the value of performance in any work activity,
function, standard or objective may be assessed. The overall rating
approach is faster than making assessments on separate criteria. But
has the serious drawbacks of requiring raters to simultaneously
consider as many as different criteria. The probable result of all this
subjective reasoning may be less accurate ratings than those done on
each relevant criterion for each job activity and less specific feedback
to the performer. The greater the accuracy in the criteria of
performance standards, the more satisfied are the ratee’s with the
process and the greater the improvement in performance as judged by
the raters. Training programs to improve the raters observational and
categorization skills have been shown to increase rater accuracy and
consistency. This is done so they will know what behaviors or
outcomes to consider when making their ratings. Appraisal systems
found that feedback from subordinate to supervisors was professed as
more useful by supervisors when the statements of managerial
performance defined an upshot which required a judgment of relative

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frequency rather than a statement worded in neutral manner with a
rating format requiring a judgment of how effective or ineffective the
supervisor was. The critical episode technique is one approach for the
development of exceedingly detailed appraisal data.

The organization is successful not inevitably the very

professional ones but rather those who follow a well-defined program
for deed. These organizations are flexible and have high
interchangeability of people. Interchangeability of people is doable
when the organizational processes are well understood and the
organizational learning is institutionalized. The key to the
organization lies in its structure. The structure has two characteristic
rigidity and flexibility. Without rigidity, there is no structure. Without
flexibility, there is no movement. A stable organization requires a
stable inter relationship among its parts and a perfect balance between
rigidity and flexibility. The objective of the organization is fulfilled
by the performance of many errands involved. These tasks lead to the
achievement of goals and also a tool in the hands of executives in
entrusting the responsibility of handling the business to other
members of the organization. Every organization has to know how
and the ways try over the processes of doing many of the tasks, what
the tasks should be and how they are to be performed. If the people
who are entrusted with responsibility or tasks of handling business do
not respond to and perform at the opportune movement, the
organization will die an untimely death. Performance appraisal is
fundamentally a feedback process. The outlay of failure to provide
such feedback may result in the loss of key professional employees,
the continued poor performance of employees who are not meeting
performance standards and a loss of commitment by all employees.
So we can utter that employees know how they are doing without
ample feedback from management can be a castle in the sky.

Performance appraisal over the past few years has got

somewhat erroneous because as organizations start to flatten out, a
boss is less well placed to make judgments about how someone is
doing. Judgments need to be made by the people or person best placed
to make that judgment structure that is the team, the customers,
colleagues. It gives a meticulous insight into how manager or an
entire team is performing and what they call for to improve their
effectiveness. It is much more reliable than traditional methods of

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appraisal because data comes from multiple sources as peers,
subordinates and boss and it can also include customers, suppliers and
so on. It provides an opportunity for people to hit upon how they are
perceived, coherent, autocratic, and vague. The process can provide a
stun or disillusionment to some managers; their self-image and the
feedback they receive may be far and wide conflicting.

Performance appraisal has many facets. It is an exercise in

observation and Judgment. It is a feedback process. It is an
organizational intrusion. It is a measurement process as well as an
intensely emotional process. It is an inexact human process.
Performance refers to an employee’s accomplishment of assigned
tasks. Performance appraisal is the systematic description of an
employee’s job germane strengths and weaknesses. Appraisal Period
is the time taken in which an employee’s job performance is observed
in array to make a formal report of it. Performance Management is
the total process of observing an employee’s performance in relation
to job requirements over a period of time and then of making an
appraisal of it. Performance Appraisal is the process of providing
information to individuals concerning their work performance.
Performance appraisal is also called performance evaluation and
performance reporting title usually prearranged to the formal method
by which an organization documents the work performance of its
employees. It is systematic evaluation of the individuals with respect
to his performance on the job and his potential for development.
Ordinarily the immediate superior makes the evaluation and his
superior reviews this in tern. It has been adopted by many
organizations, as a means of helping superior to evaluate the work of
each employee. These appraisals have been used most for promotion
to better jobs or for making merit increase in salaries or for the
success of recruitment, selection and placement procedure. It is a
device to provide guidance to management in selecting manager to
promotion or salary increases. Appraisals are now also used coaching
managers to improve their performance. It is a formal and structured
system of measuring, evaluating and influencing an employee’s job
and related attributes, behaviors and outcomes. It is a system to
discover absenteeism, how productive the employee is and whether he
or she can act upon more effectively in the future so that the employee
and the organization and society all benefit. It is the process of
evaluating individuals in terms of their job performance. It is a formal

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process of providing workers with problem-solving feedback (positive
and negative knowledge of results) about their job performance.
Appraisal therefore proceed as an information processing system
providing vital data for rational, objective and efficient decision
making regarding improving performance, identifying training needs,
managing careers and setting levels of reward. Performance appraisal
though not primarily designed nevertheless assists in establishing
remuneration based on performance, merit or results but it is
particularly useful in designing and administering payments by result
(per) schemes; it also aid in identifying individuals for promotion.
Performance appraisal can be second-hand to castigate employees
through demotion, termination, lay off or positive transfer.

Performer Categories

This is made known by the supervisor that employee’s cascade

into categories, as Satisfactory Performers are those who are gifted
to do, or come quite close to, established goals. They are not
outstanding performers. But they perform well enough to make
valued contributions to their organizations. They experience quite
high job satisfaction. With some help they are capable to work out
effective action plans.

Outstanding Performers are those who once understand the

desired results, are constant achievers. Lucidity of goals is the key
factor. They are able to devise appropriate trial to get results through
their own perceptions, experience, and analytical skills. They entail
minimum guidance and encouragement. They articulate a high level
of job satisfaction.

Below Average Performers are those whose efforts

consistently miss the targets. These employees may not have enough
resources or may have a non-work problem or heartwarming
performance. They may be unable to name and pursue suitable goals
or they may lack insight to distinguish between effective and
ineffective job behavior. They are not necessarily lacking in
motivation, but they do require explicit guidance.

Unsatisfactory Performers are those who have inability, lack

of motivation, inappropriate goals, off the job problems and perform

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glowing take away standard. They require more help then the
manager alone can provide. They may need reassignment; transfer,
counseling or they may need to be ablaze.

Performance Appraisal System

This is pragmatic that performance appraisal structure

involves the whole setting in which the appraisal takes place. This
mark the needs of the business and the implication for managing
human resource, conduct a job analysis to identify job duties and
responsibilities for which criteria need to be developed, opt an
appropriate and valid performance appraisal method to value job
behavior or outcomes, develop a process for conveying job
expectations to employ prior to the appraisal period, establish a
feedback system relating to job performance and evaluate objectives
and put up necessary revisions.

Objectives of Appraisal

It is observed that to get better performance on the job, the

appraisal procedure should not end at an examination of the past, it
should stir on to a plan for future. The development of people can be
achieved by providing the organization with the people qualified to
step into higher positions that open up and helping people who
yearning to acquire the knowledge and abilities they need to become
eligible for a higher job and to provide answers to employees as how
they are doing and where they are going. These two questions are
recurrent concerns of all employees.

Purposes of Performance Appraisal

Appraisal serves the purposes as support personnel decisions

to endorse outstanding performers, to train; to transfer or discipline
others and to justify merit increase. It serves as a key input for
administering a formal organizational reward and punishment system.
It provides feedback to employees to serve as a vehicle for personnel
and career development. On one occasion the development needs of
employees are identified and appraisal can help to establish objectives
for training programs. As a result of proper specification of
performance level, appraisal can assist to diagnose organizational

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problems. They can identify training needs, knowledge, abilities,
skills, and other characteristics that are important in hiring, also
provide unique effective and ineffective performance. In recent times,
gathering of performance data by computers make it possible for
employees to continuously collect and analyze information about
work performance and equipment.

The performance appraisal technique is norm-referenced

appraisal that evaluates the performance of one employee next to that
of another.

Ranking evaluate workers stay alive with the time- span in

nonstop manner from best to worst without regard, to how much or
worse each is from the other and compares each person against the
other people while straight ranking is that in which superior lists the
employees in order from best to worst. Alternative ranking method is
used for ranking employees from best to worst on a particular trait. It
is to lay the best subordinate at the head of the roll and the worst
subordinate at the floor. The superior then selects the top and the
depths from the remaining subordinates. The best is placed first on the
list and worst in the last and the middle position on the list is the last
to be filled.

Paired Compression Method requires raters to compare each

employee within the group with other employees and to determine
that who is a better worker. Ranking employees by making a chart of
all possible pairs of the employees for apiece trait and indicating that
is better employee of the pair. It involves comparing each employee
to every other employee two at a time, on a single standard to
determine who is better. A rank order is obtain by counting the
number of times each individual is selected as being the better of a
pair. An advantage of this approach over straight ranking is that it
overcomes the problem of an evaluation set. That is, it forces the rater
to consider the performance of each employee to all other employees,
one at a time.

Forced Distribution Method is similar to grading on a curve

predetermined percentages of rates and laced in various performance
categories. This term was used because the superior must dole out
only a certain portion of subordinates to each of several categories on

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each factor. A common forced distribution scale is derived into five
categories fixed percentage of all subordinates in the group fall within
each of these categories. Forced choice method requires rater to
choose from pair’s equally attractive or unattractive alternatives the
one factor, which they feel best, describes the worker.

Behavioral Appraisals evaluate the performance of an

employee against fixed standards.

Graphic Rating Scales require raters to judge employees on

the degree to which they demonstrate firm factors deemed to be
important in job performance. It is a scale lists a number of traits and
a range of performance for each. The employee is then rate by
identifying the scores that best describes his or her level of
performance for each trait. It is used to rate the quality, quantity,
performance, and attributes traits of employees on the job.

Critical Incident Techniques require the rater to log, identify

and record those behaviors both positive and negative, which have a
significant impact on performance. This is to maintain a record of
rarely goods or undesirable examples of an employees work related
behavior and interviewing it with the employee at predetermined
times. These are proceedings of important job performance good and
bad.

Behaviorally Anchored Rating is an appraisal method that

aims at combining the benefits of narrative critical incidents and
qualified ratings by anchoring a quantified scale with specific
narrative examples of good or poor performance it focuses on
appraisal behavior that can be changed.

Mixed Standard Scales are those in which organizations

appreciate that to get equally service from employees, service has to
be part of the appraisal and compensation process. Behavior
observation scales measure how frequently behaviors are observed.

Checklist Method requires evaluators to review a list of

critical job behaviors, traits or characteristics and to check to those
items, which the employee demonstrates.

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 Output Based Appraisals evaluate the performance of an
employee against numerical output measures.

Management by Objectives is a process in which individual

goals and action plans designed to bout with the overall
organizational objectives are implemented and systematically
reviewed and revised. Management by objectives uses attainment of
objectives to indicate level of performance. Goal congruence is the
overlap amid individual goals and those of the organization goals are
desired objectives or targets. Objectives are more effective if they
have characteristics like specificity objectives that must identify how
well the behavior must performed or how high the output must be to
be considered adequate and reduce variability in performance and in
ratings.

It is initiated that economic inflation, recession and cutbacks

in human resource have cast political quite than economic aura over
the field of improvement in employee performance and productivity
in the government sector. Inefficiency in the government service is
all-pervasive and therefore, successive governments have reforms in
the government sector through improving employee performance, on
their agenda. But despite sincere intentions, they have not delivered
significantly until now. This failure indicates a dearth of proper
research in the human aspect of the organizations in the country. It
should be remembered that an employee’s ability to perform a job is
different from his willingness to perform it. Both the variables
influence productivity equally but independently.

The notion of human resource development in our policy

papers is identical with just training that is as a rule aimed at
improving the ability of employees to perform their job with built-in
and motivational facet of the performance. The majority of the job in
the government sector by virtue of their design, compensation,
environment and opportunity for growth, advancement do not proceed
as a source of motivation for higher performance. The world of
performance appraisal is changing. There is a need for a new balanced
mode to assess performance. The head may still be the boss, but the
employee is becoming more of a partner with that boss that
partnership requires not only top down feedback, but also bottom up
and side-to-side feedback as well. Employees benefits pass on that

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part of the total reward package, other than pay for time worked,
provided to employees in whole or in part by organization payments
as medical, dental care and pension. Almost global organizations are
seeking ways to align the interests of employees with those of their
owners and shareholders. One major thrust for doing this is through
the design and management of employee’s reward structure.
Traditional approaches to the way we plan and implement employee
pay is out of step with organization structures and work design, and
limits the ability to effectively reward high performers. Particular
emphasis is positioned on pay plans that provide an incentive for
future performance or recognition of past contribution.

There are universal methods by which pay is linked to

performance and merit.

Pay Plan that is structured around a pay range defined by a

minimum, midpoint and a maximum for the respective job level.
Employees are recruited or promoted to the Pay grade as slam to the
minimum as market forces permit and then progress through the range
on the basis of assessed performance.

Incentive Schemes aim is to focus the participant’s attention

and effort on specific objectives by providing a defined reward
schedule linked to performance achievements. Incentive schemes aim
to provide a very direct message to employees.

Discretionary Bonuses are determined and awarded after the

fact and make no guarantee that future work or endeavor will be
rewarded similarly. Where a spur is proactive and known, a bonus is
reactive, and often subjective in amount and distribution.
Discretionary bonuses are provided to recognize some extra effort or
a job well done. They form a regular part of the pay procedure in
some organizations where the annual bonus usually at financial or
calendar year end, is distributed to managers and staff on the general
basis of company results for the year.

Profit Gain Sharing is the vital goal to line up the interests of

employees with the performance of the organization by sharing in
some fraction of the profits made or in the reduction of costs.

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 These approaches are consistent with recognition that
organizations require to develop more collaborative and participative
processes that accentuate employee commitment rather than employer
control.

Performance appraisal is a logical description of an

employee’s job strengths and weaknesses. It serves two major
purposes in organizations as to get better the job performance of
employees and to provide information to employees and managers pro
make use of making decisions. In practices many systems fail because
they do not gratify relevance, sensitivity, reliability, acceptability and
practicability. Many problems of performance appraisal can be
alleviating through participative development of performance
standards that denote each job. Performance appraisal is ended by
organizations once or twice a year to rate the employee’s
performance. An effective performance system must play an
evaluative role to let people be acquainted with anywhere they stand
and a developmental role to endow with specific information and
direction so individual can change their performance. Performance
appraisal is allied to other important human resource activities such as
compensation, promotion decisions, human resource planning,
development, training and validation of selection systems for legal
compliance.

The performance appraisal is frequently perceived as a

technique of personnel administration. But when it is used for
administrative purposes, it becomes a part of managerial strategy. The
implicit logic is that in order to get people to direct their efforts
towards organizational objectives, the management must inform them
what to do, judge how well they have finished it and reward or punish
them accordingly. In actual verity most supervisors and managers put
performance appraisal, formal or informal, on the back burner so as
not to offend workers, activate unionism or to reveal their own
inadequacies and built-in prejudices in performing this all-important
task of management. While the tactic of performance appraisal varies
in detail from organization to organization and even manager to
manager, in general it includes a number of steps as a formal position
description, which spells out the responsibilities of the job, determines
the limits of authority and provides each individual staff a clear
picture of what he is supposed to do. Highly centralized working

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technique, over-lapping of duties and responsibilities create confusion
among workers regarding their assigned duties. The supervisor
assigns tasks, supervises performance and gives recognition for good
performance and not holding back criticism for a job not finished
properly. Supervisors are stingy about praise. Typically, the rating
includes judgments concerning the quality and quantity of the sub-
ordinate's work, his attitude towards job and company goals. In
conference the appraiser communicates his judgment to appraise,
discusses the reasons for them and advises him/her on the ways to
improve. Most supervisors and managers uncover this to be the most
difficult of their managerial chore even though it happens to be the
most important one. Often such conferences end up in a showdown,
blame-game and mud-slinging bouts between the two sides. Instead of
being used as a tool for human development and civilizing the skills
and performance of the worker, the appraisal reports are pretty
unnecessarily used for the administration of increments and
promotions that make them even less acceptable on both sides.
Performance appraisal generates, variations of procedures used to
progress the objectivity of judgments and to eliminate discriminations
that often arise in one-on-one appraisal system. Some organizations
employ multiple judgments obtained independently from several
superiors or developed in a group setting. Others use the forced
choice method in which a series of specific judgments are translated
into scores that are not known to the supervisor. Hence the supervisor
does not know how actually the evaluation is done until the results are
calculated. The best alternative remains the training of supervisors in
the rating of factors and in counseling techniques to achieve
uniformity of judgment to the maximum extent.

Appraisal Systems are designed not only to provide a more

systematic control over the work output of the subordinates, but also
to control the behaviors of supervisors. A first-rate appraisal system
will compel the supervisor to face up to problems of poor
performance and deal suitably with them. It will also entail the
supervisor to communicate with his subordinates in order to discuss
the performance. Considerable sum of expertise and experience has
left into the strategy of appraising performances. Formal position
descriptions provide management with a logical picture of the
organization and the comfortable fervor that people know what they
are supposed to do. It establishes formal chain of command and

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delimits authority so that people will not impede in one another's
work. Of-times position descriptions are basis for an equitable salary
classification scheme, though at best, this is only a rough picture of
reality. However, within the managerial ladder it is doubtful if any job
is performed in the same way by two successive incumbents or by the
same incumbent over a long period of time. Not only do conditions
change but also so do skill and relative ability, perception and
priority. Organizations would oblige less human resource if managers
would adjust to their position descriptions rather than the other way
around. Management at middle and lower levels make little actual use
of position descriptions. Typically they are glanced over, filed away
and forgotten. Many research studies illustrate up substantial
differences in the perceptions of sub-ordinates and superiors
concerning the rations and priorities of the positions of the former.
Organizations that endeavor to use position descriptions for control
purposes stimulate managerial behavior that ends up defeating the
system. The juggling of position descriptions to enable managers do
what they would like to do, hiring a person who does not fit the
classification, make salary adjustments, legitimize a promotion, is a
common phenomena in such organizations. The system is rendered
ineffective by such counter measures. Sometimes an attempt is made
to eliminate these difficulties by a participative approach by the
incumbent being encouraged to help in the writing of their job
description. But while this would diminish resistance to the system it
is uncertain if it would attain the desired control and direction of
behaviors. The dimensions of a managerial position can be precisely
defined only for a particular individual in a particular set of
circumstances at a given point of time.

The Administrative Objectives of the Appraisal Process is

salary fixation, increments, promotions, transfers, demotion and
termination. The role of a judge and the function of an analyst are
mismatched. Likewise, Appraisal Reports are poor motivational tools
in an atmosphere of defensiveness, inability to understand, and
perception that the superior is being unfair or arbitrary. A Six-Month
or Annual Appraisal Report is not a well-organized stimulus of
learning because it provides feedback about behavior at a time that is
quite remote from the action itself. The most effective feedback
comes at once after the event and all the evidence is at hand. It is a
tribute to the adaptability of human beings that the procedure of

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telling people what to do then judging their performances and in
conclusion rewarding or punishing them works at all. The strategy of
management by integration and self-control is more appropriate for
intelligent adults and is more likely to be conducive to growth,
learning and improved performance.

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Chapter-8 Employees Conduct and Discipline

The conduct and discipline is one of the most important factor

for maintaining regularities, responsibility and authority. The image
of the organization is also built by adhering discipline rules. The
organizations are always in state of problem, where the discipline
code is not properly followed. Discipline is “to bring under control”,
“order”, and “punishment” and its purpose is “to enforce the rules”, to
tell the persons what they did wrong, to make sure they don’t repeat
whatever they have done’ and ‘ to inflict a disciplinary punishment.
The origin of the word discipline is “Disciple” that is a Learner.
Unfortunately, many people interpret discipline as punishment but it
does not always have to be punished [Dessler, 1994]. Discipline is
absolutely a mental prodigy; being called from socio-cultural
upbringings as much as affecting the basic, establishes formation of
genuine personality. Discipline is the attitude of mind that regulates
conformity of certain norms of good conduct. It has the element of
being directed by the requirements of society and that deemed
socially good. It may also entail a definite amount of external pressure
on an individual to behave in an orderly way. Discipline is a
procedure that corrects or punishes a subordinate because a rule or
procedure has been violated. Discipline for employees is an onerous
task for most supervisors and managers. The proper administrations
of disciplinary procedures are necessities prior planning. The rule
infringement for which discipline will be administered, the method by
which it will be administered and the respective punishments must be
decided and communicated to employees prior to take corrective
actions, and complaint procedures must be established to allow
employees who believe that they were unjustly treated to appeal the
disciplinary action. The purpose of discipline is to encourage
employees to behave sensibly at work, where “sensible” behavior is
defined as adhere to rules and regulations. In an organization rules
and regulations serve about the same purpose that laws do in society
and discipline is called for when one of these rules or regulations is
violated. A fair and just discipline process is based on three
prerequisites; rules and regulations; systems of progressive penalties;
and an appeals process. It may be:

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 Positive Discipline is achieved when individuals hold
themselves to high standards of conduct and responsibility because
they accept and value those standards. Maintaining discipline in
organizations where all employees have this high degree of
commitment is easy. However, supervisors need to take positive
actions to establish such a positive environment. Setting the example
and effective communications can help the supervisor to establish a
work environment where employees internalize these high standards.

Negative Discipline in which individual’s misconduct must be

punished and penalty is imposed. It is important that the penalty be
the minimum crucial to bring about the desired change. All penalties
must be consistent with the facts and circumstances surrounding the
misconduct. Fortunately, misconduct is not an everyday occurrence
among employees, but it is one of the most challenging and difficult
aspects of supervision. Dealing effectively with disciplinary problems
requires a good understanding of the discipline process and skill in
handling a variety of human relations problems.

Approaches to Administering Discipline

Hot- Stove Approach all employees are pre-warned about

which behaviors are punishable, and they are immediately and
consistently punished, without prejudice, if they violate the rules.

Progressive Discipline Approach involves identifying

behaviors for which discipline will be applied and establishing a
progressive list of punishments to be administered based on the
severity of the offense and its frequency of occurrence. The
progressive discipline model has been soundly criticized because
some employers feel that it is too structured and eliminates the
employer's flexibility in employment decisions. Failure to follow the
rigid progressive discipline program has also resulted in liability for
employers in disparate treatment cases. Progressive discipline
program must monitor it closely and commit to follow the various
stages. If a progressive discipline is followed through all the stages,
however, the employer has a much better defense when the employee
brings a lawsuit challenging the discharge.

The members of the organization need to observe the rules and

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regulations which are necessary to be followed. If the organization
wants to be successful, its employees as well as employers must
follow discipline. Every organization has some rules and procedures
lay out and if the members do not abide by the rules, the organization,
its goals and achievements may fall. Dismissal is involuntary
termination of an employee’s employment with the firm. Termination
at Will is the idea based in law, that the employment relationship can
be terminated ‘at will’ by either the employer or the employee for any
reason. The penalties for violation rules may also be stated in writing.
A common practice is to provide an escalating series of penalties for
reputation of the same offense. The series may begin with one or
more oral writings, followed by a written warning, demotion or
transfer, then a disciplinary suspension, and finally discharge. Some
offenses are considered so serious that they may lead to immediate
discharge. These include insubordination, subrogate and for
employee’s position of trust, discharge. The perceived fairness of
workplace decisions and organizational procedures are used to make
fair decision. In particular organizational procedures give employees
the opportunity to provide input into decisions that affect them
(Folger & Greenberg, 1985). This opportunity is generally labeled as
“voice”, which is a shorthand expression for the various ways that
subordinates in an organization can communicate their interests and
which is usually considered as an alternative to “exit” behaviors. In
both union and un-union organizations, employee’s voice through
formal human resources policies and procedures that can be listened.
Some organizational procedures provide opportunity to input into
decisions as they are being made. Sheppared, Lewick and Minton
(1992) call these preventive voice procedures as indicated remedial
voice procedures have an explicit focus on claims of improper or
unfair treatment. In contrast, other kinds of procedures allow
employees to express their concerns about decisions already made and
grievance procedures are prime examples. It is also clearly in
management’s interests to resolve problems before they can develop
into major difficulties for all concerned. Most managers believe that
employees should be able to present their complaints to top
management through some sort of grievance procedures. However,
most managers do not have the same positive view. In particular,
managers appear to view conflict as having more negative than
positive impacts. Managers are concerned about the transactions as
cost efficiency of their decisions and implementation processes across

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all functional organizational areas. Unions generally have been quite
successful in obtaining increased wages, fringe benefits, job security,
working conditions, and employee protective rules from employer.
Employers believe that they must negotiate to protect operating
efficiencies from encroachment by unions who are too little
concerned with the competitive realities of the market place.
However, bounded rationality means these contract terms usually
cannot be specific with the breadth and precision that will cover all
contingencies that may rise. In addition, often it is easier in
negotiations to obtain mutual agreement on generally worded
provision than on clearly specific terms. Grievances are naming,
blaming and claiming responses resulting from an employee or union
belief that the employer has improperly interpreted the contract.

There is a need to examine grievance procedure using data to

determine how effective these are. The absence of a union means that
management can implement its own preferences regarding employee
complaints handle. These preferences usually include avoiding the
grievance label and instead using such names as complaints, appeal,
due process, problem solving and fair treatment and so on. Non-union
grievance procedures vary widely. This variety can be seen when we
consider various types of procedures on key dimensions like the
degree of formality and the degree of independence from management
of the final decision maker. There is a need to ensure correctness and
consistency in the personal behavior and work processes of the labor
force referred as discipline and can be defined as control or order
exercised over people. In modern organizations, self-discipline
ensures that staff will know what is required of them. In a perfect
world, well-managed, well-organized staff would be well motivated
and react to being held responsible by acting sensibly.

The approach to managing discipline normally involves

positive feedback and the encouragement of staff to do the right
things. To attain these objectives, the organizations set rules detail the
expected standards of behavior. In addition, there is also the need to
specify how deviations from these rules will be dealt with. The threat
of sanctions can be used, i.e., penalties imposed for doing the 'wrong'
things, such as breaking an important organizational rule. In this
context, organizations speak about 'disciplinary offences' or
'disciplinary hearings’ but this is really a shorthand label.

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Organizations are seeking to monitor and control staff behavior by
setting rules and monitoring performance. This way they can readily
identify and deal with those exceptional cases where the required
order has broken down. When such a situation occurs, some form of
management reaction is required in order to restore the standards of
behavior and working practices to that which is required to achieve
organizational objectives. This frequently involves threatening or
invoking sanctions or penalties to correct, punish or deter staff from
doing the wrong things. This is the system of disciplinary procedures.
But discipline is more than punishment and deterrence. It is a whole
system of rules and procedures designed to encourage people to do
the right things, to deter them from doing the wrong
things and for dealing with staff who do the wrong things.

Disciplinary action is planned with the intention to improve

the future behavior of the employee who has broken the rules. It can
also influence the behavior of other staff.

Any human resources practitioners remain challenged by the

process of disciplinary documentation. The Goal of Progressive
Discipline is to formally communicate problem issues to employees
in a direct and timely manner so that they can improve their
performance. This criteria can help to determine the most appropriate
level of discipline to employ in any particular circumstance are like
severity of the offense, employee's past performance record,
individual's length of service at the organization and firm's past
practice of dealing with similar infractions. The test for determining
the appropriateness of a verbal correction or more aggressive
disciplinary action is simply to follow the traditional disciplinary
paradigm, verbal warning and written warning. This procedure should
be followed whenever possible unless starting with the verbal warning
would make the employer appear irresponsible. Courts have ruled that
employers are obligated to fit the discipline to the seriousness of the
offense. A slap on the hand isn't always appropriate when egregious
conduct or serious performance problems occur. That's why sexual
harassment or discrimination findings typically start at the written or
final written stages of discipline- even for a first offense. It is seen
that many employers fail to realize that disciplinary documentation is
legally discoverable and may be used against them by a current or
former employee. Although it is important to impress upon the

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employee the seriousness of his actions, the manager should not
codify that wrongdoing actually occurred. Therefore, instead of
writing, they have created a hostile and offensive working
environment.

Unpaid Suspension

The verbal, written and final written warnings, employers

have other tools available-shy of discharge to impress employees with
the seriousness of their offenses. Historically, the most common
reaction was to discipline an underperforming employee with an
unpaid disciplinary suspension. The purpose of unpaid suspensions
was to give the employee a taste of unemployment. Granted unpaid
suspensions punish employees but they rarely generate buy-in and
cooperation. Instead, such disciplinary measures tend to foster anger
and resentment. The worker is shamed at home for having to explain
the cut in pay to his family and blames the organization for docking
his pay, leading to a "me versus them" attitude. Anger is an external
emotion and it prevents people from assuming responsibility for their
actions. The solution lies in creating a system that replaces anger with
guilt- an internal emotion that forces introspection and the assumption
of responsibility for things gone wrong.

Paid Suspension

The workplace guilt is driven by one-day paid suspensions

known alternatively as "decision-making leaves" or "days of
contemplation," the paid leave is a once-in-a-career benefit. The
organization pays for the employee's time-out period, thereby
eliminating the embarrassment so often associated with unpaid
suspensions. In addition, when an employee on a paid leaves,
employer has the right to ask him to complete a homework
assignment on his day off. The instructions might be worded.. A "wait
and see" or "things will get better" approach normally only adds to the
problems. Co-employees will resent that another employee is getting
away with something, thereby creating a morale problem. By
counseling or disciplining an employee as soon as a problem arises,
the employer is able to dictate the course of proceedings for existing
and subsequent problem employees. By confronting the employee,
things may improve immediately. Even if the problems do not

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improve, the employer has created the necessary paper defense in the
event the employee is ultimately discharged. Employees must be
aware of the rule or policy for which they are being disciplined. If the
employer uses a written policy or handbook to inform employees of
work rules, the employee should sign an acknowledgment that he/she
received the policy or handbook. The acknowledgment form rebuts
any claim that the employee lacked knowledge of the work rule for
which disciplinary action was taken. To ensure consistency and
minimize disparate treatment claims, a designated member of
management or a human resource representative should review all
serious disciplinary action. At the very least, prior to taking any
action, a supervisor should consult another supervisor to obtain a
neutral, unbiased, second opinion. A second opinion may preempt a
decision made in the heat of the moment or it may confirm that the
proposed action is appropriate under the circumstances when occur
should focus on rehabilitating employees by deterring them from
repeating past problems. However, once an employee repeatedly
demonstrates a lack of concern for a job or apparent inability to
perform at minimum standards, written discipline must be clear and
decisive.

Discharge

Discharge decisions are also extremely difficult. After

discharge, an employee is normally left with no source of income.
Because of the emotions involved in a discharge decision, supervisors
tend to let down their guard during the termination meeting. The
current job market has prompted many disgruntled former employees
to sue their former employers more often than in the past. For this
reason, any mistakes in the discharge process subjects the employer to
potential exposure for wrongful termination. Therefore, employers
must be extremely cautious when making and implementing
discharge decisions.

Termination for Illegal/Unethical Conduct

The employers need to thoroughly investigate allegations of

illegal or unethical conduct prior to making a discharge decision. The
investigation should reveal sufficient reliable evidence to conclude
that the employee committed the infraction. If a written policy or

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handbook governs the conduct, it should be followed. The results of
the investigation should be compared to prior similar conduct and
similar action should be taken. The employer’s findings should be
sufficiently documented in anticipation of a potential lawsuit. Under
certain circumstances, it may take an employer a short period of time
to fully investigate. Employers may suspend the employee pending
the investigation. If the investigation reveals sufficient evidence, then
the employee should be told that the suspension has been changed to a
termination decision. If the investigation does not reveal sufficient
evidence, then the employee may be reinstated. Sometimes the
investigation will reveal an infraction that is insufficient for
termination but still warrants disciplinary action.

Reduction in Force or Job Elimination

When an employer discharges an employee or a reduction in

force whether the employee elects to take an early retirement package
or not the employer should set specific factors for selection. The
factors need to be disclosed to the employee. The factors also need to
be applied uniformly and consistently. Prior to making any decision
however the employer should review what impact the decision will
have on employees over forty. If an employer pays severance to a
discharged employee, the employer should insist on a release of all
claims from the employee. If the employee is over forty, the release
needs to contain specific language and must meet additional
requirement in order for it to be legally enforceable. Most
organizations have a formalized approach to disciplinary procedures
both to ensure uniform practice and also to conform to legal
requirements. Organizations have laws designed to protect the rights
of workers. An inconsistent or unplanned approach to imposing
discipline may well lead to legal action being taken against the
organization. Such action can prove expensive in monetary terms.
There is also the cost of management time required to defend the
organization. The reputation of an organization can also be damaged
if a court judgment is made against it. The standard of behaviors
expected for staff should be defined in advance. Actions that may
give rise to punitive disciplinary action should be clearly identified
together with the consequences that will be imposed if such behaviors
are encountered.

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Disciplinary Hearings the vehicle for dealing with breaches of
these rules normally involves some formal or informal disciplinary
hearing. Remedies arising out of such a disciplinary hearing may be
remedial or corrective, e g, a warning, retraining, or moving to
another job.

Demotion/ Dismissal

An employee is demoted to a lower salary or position within

an organization. This is a very serious step to take. It is used to signal
to all staff the serious view taken of the offence by management. It
can be regarded as a form of internal dismissal. Care should be taken
before taking this route because such demotion can have negative
repercussions for a long period. The employee concerned may feel
aggrieved and dissatisfied with their downgraded position or salary.
Such feelings will affect them and possibly
the ultimate disciplinary measure should be used only in the most
extreme cases. Care must be taken to ensure that the employer has
met all legal requirements before resorting to this measure. The
dismissal of an employee sends a powerful signal to all other
employees. However, unless staff sees the organization as being fair
in taking such action, it can lead to poor morale and dissatisfaction, as
well as possible legal.

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Chapter-9 Management of Human Resource in
Pakistan

Pakistan is blessed with huge natural and human resources but

most of these are in crude form. Our savings and investment level can
be raised only when we are in a position to convert our unproductive
and underutilized human and natural resources into dynamic and self-
sustained capital and potential accelerator of economic growth.
Pakistan today is trying hard to catch up quickly with the high
standards of living of the developed economies through industrial and
technological revolution. In doing so, we find ourselves face to face
with a situation where trained and talented manpower is in short
supply. No business organization is stronger than the executives who
planned direct its activities or the worker whom meticulously and
devotedly execute the plans and programs of the company.

The present era is an epoch of globalization. Keeping the

importance of globalization, the present government takes interest in
economic welfare with strong and sincere leadership. In this scenario,
it will be appreciating if priority should be given for development of
industrial human resource development in the country. The world
eonomy is under going with dramatic changes, fast speed of
development, advances in science and technology in the industrialized
countries are, on the whole, steady widening the gap between most
developing countries for which priority is given to organizational or
industrial human resource development and training. Infrastructure is
to support sustainable industrial, economic and social development. If
we have to get better results, follow the economic policies of china.

The industrial human resource development is the present

need. We have enough hard working forces and sincere manpower.
They can be triumphant if guided by training. Now it is the time to
avoid finding replacement and firing of employees. It is surprising to
note that we didn’t learn from experiences of rich economies and of
the more recently industrialized countries that sustained investment in
human capital for competitiveness and growth. The situation is now
changing with globalization, increased investment and trade. The
spread of technology investment in human capital is no guarantee of
development if other relevant policies are inappropriate or are not
properly implemented. It is the time for investment in human capital

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to bear fruit. Human capital does not waste or diminish in worth by
using its values.

Our country needs to create conditions and environment

necessary for creativity and innovation essential for moving into and
being competitive in the knowledge-based industries that will provide
the highest value added for economies. It is also necessary that the
degree of success of any organization depend upon management aims
and ability to execute aims in a way that leads to public respect and
support. Thus every organization has the famous four P’s as the
purpose (idea, mission, goals,) the principal (standard), the programs
(how to go about) here we are concerned with the last factor people,
without people no organization can exist. It is populaces who build
an organization depend on the natives. In the managerial
preoccupation with material resources this fact is very often forgotten.
It is to be realized nevertheless that people constitute the basic
infrastructure in the development of a country. Failure or success
depends on the ability of an organization in mastering the manpower
and in winning their confidence. It is their trust and involvement,
which can achieve the goals, set by organization. Therefore, a culture
has to be brought into the people and to the principles and programs
of an organization. The constant growth and success of an
organization irrespective of size and type of industry depends upon
the quality results produced by the people working for it. People must
be willing to give their best and the organization should provide a
system that pulls everyone together. Human resource management is
required to do just that by pursuing two main objectives, managing
the companies’ human resources professionally and utilizing the
company’s human resource profitably and in a manner that is
appropriate to the mission of organization. People need to proactive
fairness; equity comes when the individual sees a congruency
between his and the company’s interest. A sense of equity is formed
and strengthened if people believe that personal biases, prejudices and
likes and dislikes do not influence material rewards and career
progression. Consistency demands that rules are equally applied to
everyone, not to individuals in a given situation and with the same
degree of severity. All three elements of this objective requires that
the organization communicates the policies, procedures and rules on
rights and obligations, terms and conditions, of employment,
professional conduct and morale and business ethics.

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 The human resource policies, procedures and manuals are
usually the forms of communication. Every manager has copy of the
manual to monitor the human resources management with fairness,
equity and consistency. People must have a clear understanding of the
expected end results. People or organizations grow together. There
has never been a single case where the organization has achieved its
goals without people. People produce winning performance or
excellent endeavors. People will always withhold their best efforts
unless they see an objective and a way of assessing their
contributions. They believe that they get rewarded not for what they
do, but for what and how much they produce or contribute.

A feeling has been developed particularly in Pakistan to add

the importance meant for human resource function. Hence job
opportunities vary with the size of the organization, private/public
sector, and multinational/local setup. Small organizations may not
have any human resource but medium sized organizations have top
human resource at middle management level combining recruitment
and training and development activities. The most apparent reason for
local employers is that as due importance is not given to human
resource function. The chairman chooses to keep appointment,
promotions, and staff movements to him, restricting the top slots for
family members.

The outflow of highly skilled manpower has never been

alarming and therefore no serious actions were taken because of lack
of basic statistics. Skilled Pakistani workers are in big demand
considering the fact that there are not many who have acquired skills
such as electricians, plumbers, carpenter, masons, steel fixes etc.
Another sector where the Pakistanis are welcomed to work is
information technology. Computer experts are well paid in
international organizations, foreign firms and non governmental
organizations. The magnitude and extend of brain drain when
compared with available estimates of stock at home, are not such as to
be termed alarming except in the case of doctors and medical
personnel. The bulk of the brain drain abroad is to the UK, Saudi
Arabia and USA. Future outflow to UK and other countries is likely
to decline, except to the USA, where professional personnel may find
a better market in the light of current US immigration laws. Number
of unemployed educated youth at home is alarming and the situation

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is likely to worsen in future. During their stay abroad, they do
maintain interest in national affairs and send remittances to their
homes are substantial and some of the talented ones do contribute to
human knowledge through their research, which, under inadequate
home conditions, might not have been possible. The most important
factor of 'brain drain' is the age of emigrant. The available information
shows that 75% of the workers who proceed abroad are in the age
group of 25-40 years. This is the time when one can put his best
irrespective of nature of work. This obviously leaves adverse effect on
home production both qualitatively and quantitatively. This is also
impacting human resource system in Pakistan.

In the era of change management gigantic presentation in a

business consists of the many basic principles as people are the
organization's greatest asset and are empowered with information,
resources, training, and authority to manage their work and contribute
to the business in significant ways. Work is designed around core
business processes rather than functions so employees own
responsibility for a whole and meaningful process or segment of
work. Teams are the natural work units of high performance
companies and are responsible for managing all of the tasks to
accomplish business goals. The role of management changes from
controlling workers and solving day-to-day problems to defining
strategy, managing systems, and creating an environment in which
people can be most effective. Training is not a single event but a
series of ongoing classes, coaching and development methods.
Organizations controlled by principles of high performance
consistently out-perform more conventional organizations. High
performance training programs require a commitment. A
commitment from management and employees to change and
continuously and proactively enhance the way they do business and
develop their people. Organizations who undertake high performance
training are not satisfied to remain stagnant. First; get the right
people on the bus, the wrong people off the bus, and the right people
in the right seats. Remember, the Right people are organizations most
important assets. with the passage of time public and private
organizations increase its performance by managing change in their
organizations like introduction of internet at every branch, air
conditioned offices, good salary packages, medical facilities, housing
facility, loan facilities to their employees, educational facilities,

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conveyance allowance, insurance of employees, best working
environment, suitable working hours etc.

The labor force in Pakistan continuously increased and was

almost double. There is a need to redesign work through socio
technical systems; methods require the combined efforts of
employees, supervisors, and union representatives in analyzing job
operations. Jobs are not necessarily designed to be intrinsically
motivating than the work is accomplished. As in scientific
management, a supervisor’s goal is to get assurance that the
organization’s objectives are met. It is accomplished by concentrating
only on critical job aspects, by forming work teams consisting of
members who have the necessary qualifications to accomplish the
tasks and by allowing work groups, the autonomy to manage their
own work process[(Scarpello & Ledvinka, 1988]. In Pakistan the
share of women in professional employment especially medicine,
nursing and teaching is quite substantial. Education of women may
lead to their increased participation in the labor force in urban areas,
particularly, if more flexible jobs are made valuable. It is quite likely
that is coming years of increasing education and economic
development, female labor activity will increase in comparison to
other countries, very high activity rates were recorded for males in
younger ages in Pakistan.

A country lacks opportunities to obtain an educated standard

that would enhance their productivity during adult years. Today, the
country has very low literacy level. Outlay in education should be
given a higher priority over investment in physical means of
production. In Pakistan all wisdom flows from the top management.
Development of the existing human resource is neither easy nor
undemanding to recruit new and previously trained cadres. In
Pakistan, because of the state monopoly, the requisite human resource
is not available. The requirement to acclimatize changing
technologies and the varying idea is essential. In Pakistan the
guidance of human resource in taken up the research and development
activity foremost. Human resource level can be improved on the job
training, number present in regular courses, setting up of paramount
training centers or sending the cadre to similar setups already working
in the market and by considering the merit as vital to make the human
resource development program successful. Human resource is

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presently has the chances for enhancing, improving and upgrading the
system capacity from some resources that will be available at private
sector. Privatization is the only answer to all the problems to build the
system more efficient and effective.

The human resources of an organization identify pole-apart

tasks and devise to implementation strategies, overcome obtaining
problems and difficulties, new-fangled work methods, set new
standards of organizational performance and accomplishment.
Inflation is one of the major obstacles that most people face in
achieving their financial goals. Inflation not only affects those on a
fixed income by eroding their purchasing power, but also those that
need to save for the future. Pakistan requires enhanced schooling
through proper planning to place educated and competent headship in
every field. The abundant availability of the manpower could be used
in the effective way for swift progress in all the departments. Society
is experience-accelerating charge to modify tools. Imminent survival
of the change places the value of training programs for the
management. Human resources are better utilizing if they recurrent
opportunities to attend training in related jobs. Training is a vital part
of the progress in development. Training keeps the individual up to
date about the new technique and methodologies in their relevant
field. Training in business and industry is specialized and a very
practical form of education. Training not only increases production,
but also fit mode; it also increases self-confidence, and improves self-
esteem of top executives. Training in other worlds is a long-lasting
clued-up process. Human beings in teamwork are the means and end
of economic development. While uneducated and unwholesome
people living in appetite and dearth make slight contribution to
economic progress. Consciousness of the survival of the change gears
the developmental value to the executive training programs. To deal
with change, every management realizes short trainings for the
executives. The investment in this regard is reasonable and affordable.
Training programs are crucial part of the development process.
Training serves intermediary obligation in the hefty sense but is
commonly impart in the variety of individual development program.
These programs could include new employee’s orientation, functional
training or management skills acquisitions for grooming higher levels
of management. In the process of escalating training programs take
account of prime induction of the business training goals and training

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requirements of individual’s next, to plan curriculums third, to decide
upon educational techniques. The individual training and
development has in hot years transformed itself, as the rim of
competition (both local based and international) takes its grasp,
forcing organizations to reconsider their approaches and change to get
together customer needs and realities. It is within this outlook of the
changing organization and organizational environment that training
come to the front. As training is not only about equip folks to do what
is currently required of them it is also regarding what will be required
of them in the hope.

The nucleus of human resource is the development of the

individual, the managing of the individual and the organization. There
is a need to set up and boost skills and develop potential to build up
others. Developing a process in Pakistan is solitary means. A group of
individuals could develop curriculum and a process to lead to a
postgraduate qualification, perchance working with some educational
institutions. This has the advantage the product being home grown- up
and nearby. The added choice is to affiliate with some worldwide
human resource organization that already provides this service in
other part of the planet. Affiliation has the advantage of a foreign
qualification and little effort in development, as the program would
before be developed. The other option would be a blend of the two,
whereby there is an element of affiliation abroad, with programs
delivered in Pakistan.

During a past decade, it was fashionable to say that

organizations have to be technology driven to survive in the fast
changing business environment. Today the organization motto is to be
customer driven. The focus is on meeting the customer needs and all
systems and resources are dedicated towards this belief. As
organizations are developing their business plans and strategies to
satisfy the needs of new technology or markets, often they tend to
focus more on these drives and less on the source of energy or power
for such derives. This lack to get-together scheduled human element
as a strategic tool and resource comes to haunt many traditional
organizations later on as they grow and group into the span of initial
vision while many progressive organizations have a mission, born out
a strategic vision for the future growth and direction. They develop
sub strategies for marketing products, technology and so on, very few

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actually get down to the task of enunciating a well developed human
resource department strategy involving the development and growth
of their human resources and integrating it with common strategies
goals in other areas of operations.

For an individual, it is absolutely inescapable to develop a

hallucination for career escalation and admittance his strength and
resources not just in terms of his line of business objectives but also
from the perspective of the needs of his organizational role and
position. Since all development is primarily self-development, he or
she would thus tend to reorient his or her efforts for self-improvement
and skill enhancement, irrespective of organizational necessities. This
independence of development initiative has germs of a conflict
between the growth of an individual and organization. Strategize
human resource is doable by optimizing proceeds that upshot only if
the organization develops patent and all-inclusive strategies for the
training and development of employees. Human resource
development is currently required to be more visible and directly to
lend a hand in meeting the competition and providing organization
with an edging over its competition. A burn up pronouncement in
organizations sharpens competition and its rites leads directly to curb
in the process development and quality standards and downsize.
Training of employees in public and private organization is well
thought- out as an indispensable investment decision in any set or
expertise. An effective training must commence from an analysis of
employee’s development wishes. However, as the present attributes
and characteristics of an individual ending result is his motivation for
wisdom for that reason perpetually supportive to spot the weaker area
to offer the employee with the basic training.

The organizations operating in Pakistan can be divided into

two distinct categories as one working exceptionally well and the
other incurring huge losses regularly. The organizations, which are
full-fledged in size post contrary results when compare with other
organizations. While the working conditions and business
environments are identical, the vision of management and policies to
achieve these objectives papers to be the lashing force. Performance
of an organization is straight reflection of effectiveness of
management policies. This is reliant on a number of factors that
include the education, expertise of key personnel, support of the team

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members and successful interaction with policy makers. The chief
executive officer not only works to get his policies approved by the
broad of directors but also ensure implementation of agreed policies.
The victory largely depends on the stance of all the employees.
Because they are not only own the policies but also formulate efforts
to achieve the desired objectives. Financial consequences of an
organization reflect the way of the management and the changing
circumstances. The aptitude to forecast the future adept new policies
and influence government policies also plays a vital role. The
incentives provided by the government may assist in improving the
profitability of companies in short term but the efforts to endure and
make profit without these crutches provided the real strength.
Investment climate in Pakistan as remained conducive since the
independence. During the last 52 years new industries have been
established, expiates have grown and diversified. Not only local but
also foreign investors have enhanced their stake in the country.
Though, it is often said that policies of Pakistani government have
been changing. It is on record that none of the foreign investors ever
left the country. Even at the time of nationalization, foreign
investment was not taken over by the government. The other factor is
that the foreign organizations have grown in size by bringing new
investment and polishing back the profit earned from Pakistan. In a
similar manner local sponsors have also enhanced production
capabilities, substitute imports, diversified their products range and
exports. They’ve been paying good dividend to shareholders and
make significant contributions to national exchequer. This is
pragmatic that recognition of good performing organizations is
necessary. These organizations are not only the role models for others
but also a catalyst in bringing fresh investment, both local and
foreign. The performance appraisal system is one of the gravest areas
in the field of human resource management. Human beings are
capable of extremely high performance level if given the paramount
environment and impetus. This aspect has given new dimension to
performance appraisal systems. A sound appraisal system is an
individual asset in human resource management. The role of
performance appraisal is chiefly viewed to develop the employees and
build the conditions of trust, between the bosses and employee. As
such performance appraisal is an important part of the system of
developing human resources and developing a culture of collaboration
in an organization.

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 It is pragmatic that the key to success of any organization is its
people whether it is marketing, production or financial management.
The challenge is to educate and develop employees so that all workers
as a highly motivated squad strive to achieve commonly shared goals.
The development of management effectiveness is fundamental for the
success of the change process. Management will be characterized by
the people with strong leadership capabilities who practice what they
preach, who are good team players and team builders and who are
willing to be out in the front of their organization and competition.
Leaders should be high integrity, energy and enthusiasm that have the
necessary managerial skills, to stir a group or an organization to test
goals and achieve them willingly. Leadership skills must be
strengthened at all levels in the organization. Progress of human
resources strengthen the organization and accelerate the cultural
change procedure. Employee performance appraisal is carried out on
an annual basis. The appraisal is an assessment of performance of the
individual against requirements of the job and against others
performing akin work. It is the basis for holding performance-
counseling sessions with the employee and is a vehicle to recommend
training or assignment changes designed to improve current
performance. It also helps in forecasting outlook growth potential of
the individual in the organization. The performance evaluation form
is the foundation for salary administration. Organization managers
realized the reality that yet in modern computerized environment; the
importance of human resources can’t be shorn of. Even in this bizarre
world when computer have taken heal of every important department
almost in every organization, an efficient human workforce is
immobile valuable asset. The successful companies pay much
attention to the continuing development and polishing of human
resource. The efficient human resource is the most precious asset for
an organization, yet it is most difficult to handle it. Human emotions,
feelings, preferences make this resource quite more different and
difficult to understand than other non-human assets. Performance
appraisals relate to every employee of the organization it helps to
determine his strengths and weaknesses with respect to his job in
organization. It helps manager to adjust him or her in apposition in
organization structure. Performance appraisal is important for both
for the reason of the organization and for the cause of the employees
itself. It helps to boost efficiency for organization and for the
employees it helps him/her to healthier plan and keeps in his career. A

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good appraisal keeps both organization and employee’s as the crow
flies and no one stop from his track. This appraisal is not effortless to
implement as none employee likes to be apprised. The appraisal
officer does not have technical know-how a propos appraisal. Then
interpersonal grievances and jealousy usually distort results and
process of appraisal. So it is not trouble-free to get through the entire
process of appraisal in a successful way. This a an important factor
that whom to be appraised as input factors may include employee’s
tidiness, absenteeism, communication skills, general look, mental
caliber. The appropriate standards are set to appraise the selected key
factors. It is where the expertise and qualities of top management
come into play. These standards should be quite realistic and relevant
as well. The yardstick to measure tidiness should not be applied to
measures its communication skill. Every factor should be measured
with its relevant measuring tool and with nothing else. In our
country, setting an appropriate standards or benchmark really means
something. After the top management has chalked out the plan for
performance appraisal the next is to nominate the person who shall
carry out the process of appraisal. As a matter of practice not a single
person evaluates the entire organization. An appraisal is set for a
group of employees the most obvious solution is that the immediate
boss should do the job of appraisal because he knows his immediate
subordinate the most. And this practice is being undertaken in a
number of organizations. The second solution is that person in a
group should evaluate each other. However, this type of evaluation
may incorporate bias due to factor s as friendship, jealousy etc. So to
select the best available alternatives should be availed to get at the
best result. The appraising person may arrange interpersonal
interviews, formal and informal, declared or undeclared; to achieve
his/her aims. The outcome of entire process of appraisal is the
confidential report by the appraising officer. The appraisal is done on
annual basis and the report is also known as the annual confidential
report. The comments of the appraising officer as described in the
annual confidential report are used to decide about the career of the
employees. However, annual confidential report has been regarded as
useless by the modern management system as it does nothing to
evaluate the standards of an employee’s performance. The practice of
unclear appraisal of employee is not recommended. The entire
process is crystal clear and employees should know that they are
being appraised and the standards of appraisal should be pre defined.

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An appraisal may have negative notes in respect of an employee thus
appraise him/her in negative sense. Mostly appraisal is ended once a
year at the time when the decisions about employees promotion to be
made. The top management should make every possible effort to
make the entire process clear a free of errors. It is their responsibility
to design the process in such a way that it is beneficial for the
employee and the organization as well. The process, which is not
productive for the organization, is useless in practice. Organization
resources are important and costly and should not be wasted in useless
practices.

A variety of labor laws are vague in Pakistan, have been

framed primarily because of these considerations. A majority of them,
however, originate from those laws, which existed before
independence in the indo-Pak subcontinent. Indeed, all of them were
adopted in Pakistan by the adoption of existing laws of 1947
[Peterson & Lane, 1979]. Pakistan inherited a number of labor laws
governing working conditions, wages and occupational safety and
health. Nevertheless, a series of new labor laws and rules were
introduced and existing ones updated/modified following,
industrialization and the consequent need for ensuring workers. In
Pakistan, a list of important laws or legislation enacted from time to
time. In Law the term human resource refers the body of people who
constitute the labor force at any one time. All those people who
currently either belong or could belong to the labor force that is to
say, all adult define as people who are old enough to be permitted, by
present day law to work and who are at least potentially able to work
including those who are temporarily unable to work because of an
illness, injury or handicap, and those who have retired but are not yet
too old to work.

Employees find it comfortable to be part of a disciplined

workforce where expectations are clear, behavior is predictable and
supervisors are fair and consistent in their treatment with employees.
Certainly employees’ are benefited from developing a disciplined
workforce. There are fewer performance and behavior problems; and
the rate of discharge with its associated financial and psychological
costs are reduced. The procedures for making disciplinary decisions
and the rules of the organization are specified in writing. The
formulation of work rules, penalties and disciplinary procedures are

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joint functions of line management and the human resource staff. Line
managers must implement the procedures but the personnel staff may
hold responsibility for publicizing the rules and training the
supervisors to apply them properly. It is important to ensure that
disciplinary actions will be viewed as a fair and thus worthy of being
upheld by an impartial behavior. This is pragmatic that grievance is a
source of grief, ground of complaint, condition felt as oppressive or
wrongful. Grievance is a feeling in the mind of an employee of being
wronged. The term grievances have not been defined in the ordinance.
The aggressive employee desires a solution to his grievances as it has
also a bearing on his future relationship with the employer. The
progressive and enlightened employer in Pakistan assign due
importance to proper handling of employee grievances, if any, and
have devised formal procedures for their redress at the organization,
the cause of grievance to an employee should not arise as prevention
is better than cure. There are definite advantages if the grievance is
resolved mutually between employee and the employer than to force
the former to resort to litigation. The decision by court may cause
complications for the employer and disturb his established practices
and systems. Whenever the grievances are pointed out to the
employer; they must be processed expeditiously. In case of delay, the
employee feels frustrated and de-motivated. This is experiential that
the causes of grievances are multifarious and may or may not have a
direct bearing on one’s job. The viewpoint as to what constitutes
grievances very not only from place to place but from person to
person. A Grievance thus would mean any dissatisfaction expressed
through action, spoken or written words, weather justified or not,
arising out of work situation and is concerned with the establishment
that an employee thinks, believes or even feels is not fair, just an
equitable. Grievance is a discontent of an individual employee on
individual basis. Grievances where pointer of dispute, are of general
applicability or of considerable magnitude will fall outside the scope
of grievance and normally will form a part of collective bargaining. It
is difficult for the management to act on an employee’s problem if he
does not call the matter to their attention. The emphasis on the part of
management should, therefore, be to create a proper climate of
confidence so set an employee, who is hurt, feels free to inform the
management of the facts. The grievance procedure ought to be simple,
definite, communicated properly, sincerely implemented and must be
in the cultural context of the establishment. Speedy and satisfactory

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solutions of problems of the employees must be ensured within a
specified time limit. Grievances are settled by discussions; the very
fact that employees have right to be heard actually helps to improve
their morale. An employee’s conception of his problem may be quite
biased and may even lose his case, but the very fact that someone has
listened attentively to his story serves to demonstrate that the
individual employee is important to the management and somebody
cares for him. The discussion technique is quite significant in
handling grievances as helpful listening often aids the employee to
view his problem in new light and sometimes helps him to solve his
own difficulty.

To improve working relations among the employers and

employees and to increase the productivity, labor laws are being
revised in Pakistan. Ministry of manpower has taken necessary steps
and efforts are under way to implement the following measures. In
order to improve the productivity and efficiency in the country the
contract labor system will be encouraged for the industries to improve
the work force and to be competitive in the world market. The right
to replace unwilling workers by willing workers will be exercised
under the provisions of relevant law for violence, indiscipline and loss
of productivity. The employers in the country due to numerous laws,
which are at present in vogue in matters covering the labor field, are
facing the difficulties. The existing labor laws will therefore, be
reduced to a few essential laws covering terms and working
conditions or employment, wages and other benefits, safety and labor
welfare. Outside trade union activity under ill agreement will be trade
based but not factory based. The mushroom growth of trade unions at
the plant level has been a source of constant disruption in the pace of
industrial relations foiling genuine efforts by the parties to promote
mutual confidence. In order to check mushroom growth of trade
unions, the unions receiving less than a minimum level of support in
referendum will stand dissolved auto magically and thee registration
be cancelled. National productivity council has been set up to suggest
measures to increase productivity and also link wages with
productivity. A tripartite national wage council has been set up to
systematically determine the minimum wage for different business
activities, industries and occupations in different provinces by taking
into account the typical realities and state of economic growth of the
province. In view of rise in cost of living, the law of workers profit

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participation fund will be amended so as to enhance the wage limit to
a reasonable extent and to give benefit of profit share to a maximum
number of workers. A committee consisting of representatives from
ministry of labor and national trade unions have been decided the
limit for this purpose. The labor has to adjust itself to the changes in
the business organizations arising from the introduction of new
technology. The response of the workers themselves to the new
technology was not uniform. The unskilled and uneducated workers
were in the main opposed to it, as they were increasingly unable to
cope with the new machines while the educated and the highly skilled
workers were amenable both to retraining and to being shifted from
one workplace to another. The only opposed retrenchment and wanted
the wages to be tied to productivity on an individual basis. In fact, the
new workers, being recruited on the basis of educational
qualifications, seemed to be impatient of the old trade union outlook.
Instead of sticking to the concept of collective benefits, they preferred
individual contracts and the prospects of upward mobility. The
industrial management too had to adjust itself to the demands of
higher technology. It now preferred to co-opt the workers into
managerial affairs instead of confronting them. Smaller units of
production were better suited both to production at the higher level of
technology and to closer management worker relationship.

It is important to supervise the team of professionals having

decision-making powers in a day today affairs related to their sections
and departments. This delegation of powers and responsibility gives
them a lot of confidence and a true sense of association with the
organization. A team spirit among the staff members is almost non-
existent in an atmosphere where the traditional system of employer
and employee prevails. A successful business leader has to be able to
delegate powers of decision making independently to his teammates.
The sense of liberty among the co-workers not only gives them
confidence but also creates a true sense of participation as well as
association with the organization. Although it is generally said but
practically speaking it is not done. The nature of relationship between
top man and his team is highly important for producing positive
results. Dealing the co-workers with the respect and affecting cost
nothing but does the magic in harmonizing the working atmosphere
unfortunately we are lacking this culture in Pakistan. The sense of
arrogance generally reflected in the behavior of the top bosses not

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only causes a gulf but gives an ugly picture of the irking atmosphere
the clichés of hardworking by an individual for running a successful
business organization have now been replaced by smart working for
persons leading a business organization. The top man besides having
the business knack and keen observations should have discerning
abilities to make a good use of the expertise of the professionals
working in the organization. The importance of a team spirit helps to
open and to achieve the business targets. It is not the fiancés
equipment or organization itself but a well-knitted team of dedicated
devoted and committed experts and professionals. Who are the real
assets and essence of success because they are the real ones who
reproduce results he went on to say that results are not produced by
money or machines results are achieved by people. Emphasis on
human resources development is the most neglected part of cultures
both at public and private sector levels. The human resource
development is the most important segment of socio economic growth
of any society. Whenever a culture of short-term gains prevails in any
society consequently a culture of selfishness automatically creeps into
socio economic values of the society. The most important factor of
human resource development that provides a solid base for economic
growth in the long run, however, neglected due to prevailing culture
of short-term gains. Then sooner we realize the importance of human
resource development; the earlier we start our journey for
socioeconomic growth of this country.

The success of modern organization depends increasingly on

the cooperation of all that work in them. It is an essential part of the
managers function to achieve that cooperation something which
cannot be done merely by using the disciplinary process in order to
exert authority and let employees know about the reason behind
reinforcement of rules and provide sufficient time to adjust to the
requirement and most disciplinary incidents managers deals with
never progress into the first stage of disciplinary procedure they are
settled on a very informal basis often before they reach the point at
which they could be regarded as a problem. The right to manage must
always remain with company’s management and in no eventuality
should be passed on to the workforce or their union. However, formal
approach to manage discipline should only be resorted to after
exhaustive all other available channels to improves the employees
conduct. The structure of modern organizations characterizes

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overlapping of responsibilities; inter dependency of people, and
ambiguities in roles and methods to achieve goals. These
characteristics lead to clashes over resources, objectives and modes of
operation, thus creating conflict. When a manager is faced with a
conflict, there are several techniques that can be used to address the
situation. The manager may choose to ignore the situation make the
decision on the outcome, change the structure of the organization or
mediate at resolution. In choosing the most effective method, the
manager needs to evaluate whether the conflict is interpersonal or
organizational and if it can be used to enhance the performance of the
organization. In choosing to ignore a conflict the manager hopes that
the conflicting parties will resolve the situation on their own. This
technique is appropriate if the conflict is minor or if it is functional.
Choosing to make decision regarding the conflict situation is effective
if there is little time for mediation if there are clear consequences of
not following the decision. A drawback of this method is that the
decision could be viewed as biased by one party if the outcome
fervors the person who has greater access to manager. Also this
technique creates future dependency on the manager to resolve and
conflicts between the parties thus increasing the demands on the
manager’s time. Changing the structure of an organization is an
effective resolution tool if the conflict is interpersonal. This could
range from transferring the parties to different departments to
redefining their roles within their current department. However, if the
same conflict surfaces again within the same structure, it indicates
that the conflict is a result of the organizations all structure than
interpersonal conflict between the people. In mediating the resolution
the manager brings the conflicting parties together in a natural setting
and facilitates the communication to air these issues, goals, and the
points they are willing to compromise. Once a manager has a
commitment from the parties to compromise, he/she reaffirms their
commitment and outlines the next step. Conflict occurs under
magnate different circumstances. It can be interpersonal but in many
situations for resources can lead to conflict. This conflict can be either
functional or dysfunctional. The outcome depends on the manager’s
decisions and on his views and opinions. He/she has many options
open to him/her to resolve a conflict, each of which can be effective
in given situation.

Human resource is the most gifted and talented creatures

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created by God. They can work wonders if in favorable
circumstances. God has made them in the best of both physical and
intellectual form. Man can work wonders rather miracles if he fully
utilizes his abilities gifted to him by the Almighty God. He is the vice
regent of God on earth and has the great responsibility of making this
world best place to live in. On the other hand, human beings go to the
extreme of doing the most hated tasks also. It all depends on how they
are brought up and educated by a particular community or nation.
Every nation depends on its citizens for development in different
fields of life. This is experiential secret that the success of a country,
in the field of development lays in skilled and disciplined manpower.
Education and skill development are important but have to be coupled
with discipline. Firmly speaking discipline means self-control and
willingness to follow laws, rules, procedures and systems. This
requires development of strong character qualities. Devotion to duty,
hard work, honest living, loyalty and commitment to work contract
are rooted in psychology of the people and their moorland ethical
values they practice. People have to be trained in right direction, total
change and positive change in the scheme of thinking of our people is
necessary. Learning in this field comes through good modeling. This
requires leaders, parents, religious teachers and scholars with
abundant progress in very short time. Islam our religion teaches us
social justice and fair play to everyone. Islam has made education
compulsory for every man and woman. If we follow the doctrine of
Islam, of giving equal opportunity to everyone, to acquire education,
provide facilities to all and there is no reason why we cannot emerge
as a developed nation. True following of these principles leads to
better human resource and greater national development. In this way,
only our dear country can achieve the heights of development and
elimination of poverty and diseases. Pakistan can become surely a
prosperous country provided we all work to make it so.

An effective manager never enjoys calling in the habitually

late employee, realizing the entire office knows punishment is
inevitable once that door closes. Fortunately, for many managers,
discipline employees can be proficient with a positive approach. It can
even help boost morale and educate employees and managers in the
process. Implementing a positive discipline policy can be
accomplished without losing control of employee behavior. To
achieve this, companies must adopt a philosophy that embraces

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education and correction as the focus of their discipline policy. Many
policies concentrate on punishment and completely miss the point of
the policy-correcting specific behaviors that disrupt the productivity
of the organization.

Human resource managers can take different steps to ensure

that a positive discipline approach will be successful as have a clear
understanding of the purpose of the discipline policy. Any
disciplinary policy that does not have a clear and definite purpose is
sure to fail. Therefore, an organization must spend the time necessary
to develop a clear view of what the policy should accomplish. Policies
designed to punish will correct behavior on a short-term basis and are
more likely to be perceived as unfair by employees. However,
employees working under a system designed to educate and correct
behavior on a long-term basis will view the policy as fair, which, in
turn, will help to increase productivity and morale. Progressive
discipline goes hand-in-hand with policies set up to educate because
the progression is aimed at rehabilitation by gradually increasing the
severity of punishment with each violation of the work rules. A
typical progression would include the oral warning, written warning,
suspension and termination. In this regard each organization must
work within this guideline to tailor a policy that meets specific
company needs and also determines behaviors and violations that
warrant immediate disciplinary action. Managers also must be aware
that certain behaviors demand immediate action and should not be
subject to the progressive approach. Such violations include fighting,
stealing and any other intolerable behaviors an organization chooses
to list. Once those violations are determined, it should be
communicated in the policy what disciplinary action will be taken,
either suspension without pay or termination. When policy violations
require immediate action and removal of employees from the
premises, supervisors should always tell employees they are
suspended and are to return on a specific day and time to determine
the disciplinary action. Management also should reserve the right to
modify the policy. However, this does not give management the right
to arbitrarily use the policy. Managers still must remain consistent
when disciplining all employees. Even though progressive discipline
is a positive approach to employee behavior problems, there are
disadvantages to be considered. Thoroughly training supervisors
about the policy and how to properly utilize it can be time consuming.

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Also, using a progression may lock an organization into a multi step
process. Despite these disadvantages, the benefits of such a program
generally counteract any negatives. A progressive policy conveys a
definite and consistent system on which employees can rely. It also
allows supervisors to document the progression of disciplinary actions
to justify termination, if necessary. The documentation must begin
with the first oral warning given for a violation of the discipline
policy. The successful discipline policy is to communicate the policy
to employees both before and after implementation. There are two
aspects of communication: informing employees of the discipline
policy and creating an atmosphere that allows supervisors and
employees to learn from the discipline process. Employees must be
aware that a policy exists and how it will be implemented. If
employees are uninformed, they will view any disciplinary action as
unfair and arbitrary. Communication also is vital when disciplining.
Employees must realize that certain behavior is unacceptable and
understand what behavior is expected of them. Equally important,
supervisors can learn the underlying causes of certain behavior and
then work with the employee to remedy the situation. Reviewing
future consequences of repeated behavior can reinforce policy.
Inconsistencies compromise the value of the policy and open the door
to legal action by employees. Adopting a positive approach to
disciplinary problems does not coincide with being a pushover.
However, it does mean communicating with workforce and working
together to resolve destructive behavior that will adversely affect the
productivity of organization.

Organization to have consistent and fair disciplinary

procedures, the following guidelines has been adopted. With the
exception of unacceptable conduct, which may be cause for more
serious disciplinary action or for immediate dismissal, any employee
whose employment is terminated will have gone through the
following manner. In discussion the supervisor has a face-to-face
conference with the employee to discuss problems with work
performance or conduct and the need for correction. Assessment, if
there is little or no improvement after the discussion, the next step is a
written assessment. The supervisor completes a report in the
employee's presence and the employee has the right to read and
discuss the report and comment on the report in writing. A member of
the personnel staff must be present. In suspension, the employee will

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be suspended for five working days without pay. The supervisor
completes a written record of the suspension in the employee's
presence. A member of the personnel staff must be present. A
suspension may take place only with the approval of the supervisor,
the department manager and the personnel manager. In termination,
there is no marked improvement; the employee may be.

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Chapter-10 Human Resource Development

The organizations of tomorrow are definitely going to be

flatter in structure. The level of automation forces proves that blue-
collar strength protects machines and robots. Miniaturization and
advanced computing technologies will make existing castle in the sky.
First-rate organizations mechanism is second-hand to link standard
organization. The greater emphasis is on competence rather than
authority. The nature of the management team will be more collegial
than hierarchical. The communication networks of tomorrow’s
organizations will make information sharing free from geographical
constraints thereby making the home office a practical reality. The
education standards and economic profile of tomorrow’s
organizational member will be such that self-motivation, self-
direction, and self-fulfillment will be the key motivators. In this
scenario, the role of human resource manages will definitely take a
longer significance and will require such managers to take a lead role
in organization’s decision-making and operation. Japan, with meager
physical resources is in the forefront of developed countries mainly
because of the quality of its human resources whereas the third world
oil exporting countries with abundant physical resources remain
under-developed. China’s socio economic conditions are even worse
than Pakistan. Currently, Pakistan is progressing rapidly without
getting aid from other consortia. Small countries like Singapore, Hong
Kong etc are competing with developed nations on the strength of the
quality of their manpower. The rise of countries like china, after
centuries of decadence, has clearly demonstrated that human qualities
are not genetically determined but are imparted and acquired by
spread of health, education, technical know-how and civic sense.

The case for human resource development was no longer

couched solely in terms of economic growth but also in terms of
reduction of poverty. Momentous initiatives were undertaken in such
areas as primary health care, basic education, appropriate technology
and role of human resource is required in the process of development.
The human resource development thus needs to be looked upon not
merely as an instrument or pre-condition to economic growth but also
as the development objective itself. Human resource development
require that people be given the opportunities to apply the full range

132
of their skills and abilities to fulfill their desire and ambitions and
make their contribution for enrichment their lives and their society in
general. Any political and social environment is conducive to
individual expressions, self-fulfillment and the utilization of human
potential. Since early 1950s, economic studies have shown that
increases in physical capital and labor cannot by themselves account
for growth in aggregate output and there must be correspondingly
increased efficiency in their use particularly in view of impact of
terminology change. In the late 60s and the late 70s some doubts
were raised regarding links between increasingly heavy investments
in education and training and the specific skills and occupations that
are needed for a more productive society.

The importance of systematic development of human resource

and institution building was not fully comprehended, because of its
invisibility as a factor of development. It has only lately been realized
that the central cause for the lack of development in many countries is
the failure of management to comprehend that the potential benefits
of capital aid cannot be fully realized without the inclusion of
technical assistance component. The human resources in Pakistan are
the best in the globe. If Pakistan harnesses these human talent and
potentialities in all the fields than can manage to identify modern
world and be able to face all the challenges. Nevertheless the natives
of such a well-heeled and flush country like Pakistan are extremely
meager, alive in a very despondent time and lots of families are
source of revenue yet much below the dearth line up. Pakistan is in
essence an agriculture country but with all these potent and
thunderous river and lush field, cannot produce ample foodstuff even
to nosh crowded people. Pakistan’s economy is in a very bad shape
and is tumbling down day by day so much hence the country boast
additional and fresh loans from shellacs on very harsh terms just to
pay back installments and interests of previous loans. Thereby, adding
up and mounting the already heavy burden of debt come out as that
we have descended in the fiscal cyclone or trapped in the economic
vicious circle. A big slice of Pakistan’s hard earned foreign exchange
is pumped out in payment of interest on heavy loans and very little is
left for progress and development. This is the point where all the
troubles and problems have started. A human being may possess
expertise and ability in his/her field of specialization. He/she might
not send out produce according to expectations unless he/she is

133
motivated. The motivation factor plays a prominent role between a
worker and a supervisor to get the job done. Any disruption in the
arrangement may upset the routine functioning. Therefore, a proper
understanding and an enlightened relationship between the supervisor
and the worker are most imperative. No favorable results can be
expected if the person hired is not properly utilized once he is
assigned the job.

In Pakistan, most wage earners work thirty to sixty hours per

week--a large fraction of their waking lives. And people's experiences
at work, whether good or bad, can shape other aspects of their lives as
well. Healthier job provide some room to produce when they seek out
additional responsible or complex positions. Superfluous career often
breed boredom and resentment in provoked people. Although people
vary considerably in what kinds of experiences and opportunities they
want from a job. Few people would be thrilled with a monotonous and
socially isolated job, even if it were to pay very well. In Pakistan the
crisis is not the lack of human resource but accommodating human
resource for proper human resource management and development.
There is confusion and rampant corruption all around and
mismanagement make one skeptical with reference to apt a developed
and refined nation. There was now a clear shift in the policy thrust of
these agencies. Their emphasis is on development planning to the new
accent on the lesser amount of administration and bazaar.
Liberalization, privatization, and deregulation became a part of
assistance packages designed for less developed countries. Effective
utilization of human resource utilization also plays an important role;
if there is no proper utilization or if the competency of the person is
not properly pre-judged it is like throwing a person into the sea and
than waiting to see if he/she survives or get drowned. Performance
appraisal is done as an employee is hired and put on the job. This
should be carried out periodically in a year or according to the
organizations rule. In civic organizations this is ended in strict
confidence by the head of the department. It is also crucial to judge
proviso of good working condition to workers.

A cordial environment should be created so that the worker is

able to work harmoniously and with full zeal. It is a two-way traffic.
While the management protects the interests of the worker, the worker
in turn will give moiré time and feel encouraged to give best possible

134
results. There is normally a link between work, people and the
production. It is the foremost duty of the management to get the best
out of his relationships by doing justice to all the three factors. We
must draw a lesson from Japan where close cohesion exists between
the management and the workers. Both work as close knit family.
Computer-based systems are organized to enhance or degrade the
quality of working life for clerks, administrative staff, professionals,
and managers. Work life merits a lot of attention, as work is a major
component of many people's lives. Wage income is the primary way
that most people between the ages of 22 and 65 obtain money for
food, housing, clothing, transportation, etc. So, in Pakistan, major
changes in the nature of work, career opportunities, job content, social
relationships at work, working conditions of various kinds can affect a
significantly on populace. Computerization has touched people more
visibly in their work than in any other kind of setting--home, schools,
churches, banking, insurance, petroleum, aviation and so on.
Workplaces are good places to examine how the dreams and
dilemmas of computerization really work out for large numbers of
people under an immense variety of social and technical conditions.
Many aspects of the way that people work influence their
relationships to computer systems, the practical forms of
computerization, and their effects. Greater government involvement
in human resources practices such as various laws relating to
employment practices are causing organizations to re examine their
human resource management policies and practices and to develop
new ones.

Changing values of the workforce, particularly relative to

authority are causing managements to re examine how much
involvement and influence employees should be given and what
mechanism for employee voice and due process need to be provided.
Revolutionize workforce demography particularly that is causing
management to reexamine some policies, practices and managerial
values that affect the responsibilities, treatment and advancement of
these workers. There has been a tendency in the education,
development and training of managers to emphasis the analytical and
technical aspects of work, leaving some companies with managers
who have wide variance in terms of skill s in managing people
effectively and efficiently. The change comes from two different
sides. One due to the individual nature of human beings to see change

135
while the other is due to the overall changing pattern of life that is a
product of time; the two ways of change are old and customary. But
the latest development is change in the concept of change. This is also
a product of time. Now the change is not directly effected through
already is stated but new concept of marketing has evolved. This is
the phenomenon, which has emerged as a new concept of affecting
the patterns of change.

The 21st century phobia is everywhere in the world. It is

because by using this terminology the world can formulate its future
plans by giving importance to the time frame. Private as well as
public organizations have special internal control structure to take
care of their precious possessions. Employees training are thus a
major area that needs to be taken seriously. Training imperatives will
automatically gain significance when they are linked with
performance and outcomes. The only way to get the best out of
human resources is to value them as assets in the real sense. This vital
factor should be categorically recognized in the development
indicators of any organization. There must be a strong realization
within the organization that people can participate in achievement of
its objectives by virtue of their information, knowledge and skills.
They need to be encouraged to display creativity, responsibility and
act as agents as well as subjects of change management. Higher-level
executives need to make organizations a better place to work. The
ultimate goal of productivity improvement as a driving force of
economic growth is to perk up the quality of life of the populace.
Without people's resourcefulness and efforts in improving
productivity, humankind would have run out of means of survival and
progress as the rate of increase of land, labor and capital (fruits of the
past labor) could not keep pace with that of a population increase. In
the past, nations and people fought for better access to these basic
factors to generate value. The strong took from the weak to enjoy a
better quality of life. But the contemporary world no longer permits
shifts of value added through exploitation. The only way to survive
and prosper today and in the future is to become more innovative and
productive.

Today, the pace of human progress is even faster. So,

organizations in Pakistan are losing opportunity to seize competitive
advantage through human resource strategies and practice initiatives.

136
In Pakistan there is poor work ethics and the environment for honest
work is least conducive. The existing labor laws aiming at the
protection of the rights of workers and to promote their welfare are in
adequately implemented. If our kingdom is staid to make any
advancement in the present world of acceleration with any degree of
strength and confidence than the government should seriously think in
terms of human resource development. In end it must be said that
there is forever room for step up. Those who are attuned to walking
an extra mile can definitely take the lead. En route for, utter that to
revolutionize human resource is extremely imperative is a statement
of fact but to convert this into reality is very important for superior
output.

137
Chapter-11 Human Capital Era

In today’s world, manufacture of merchandise and services on

large range are information concerted. Facts can be trade in and
amplified by making speculation in tutoring and provision of better-
quality health services to staff. The precious possessions in Pakistan
are its human capital and without capable, skilled and fit human
resources, no advancement is probable. This is definite that there is a
need of monetary power, harmonized decision making dexterity,
premeditated idea, open-minded support strategy, health and
protection measures and managerial headship of business. Official
education is a vital factor in human capital configuration. With the
passageway of financial development the tribulations of human
capital arrangement are mounting like boost in residents, imperfect
patterns of speculation in education, more stress on the provision of
building and equipment, shortage of health and nourishment facilities,
lack of on the job training conveniences, lack of study curriculum for
adults, lack of promotional dealings, manpower planning, inattention
of agriculture education on scientific reason. Currently, if people are
worthy and considered as assets then they must run business. The
systems formed to employ, recompense and build up people form the
major part of any company’s value more than other assets such as
currency, terra firma, vegetation, tools, and rational belongings.
Country’s value undergo when human capital is mishandle that is why
it is essential that care for people like resources then they’ll generate
capital. It is obligatory to build up a careful sentence configuration for
those human resources concerned in mal-practices and mal-
administration. It should build up a set of laws of ethics vis-à-vis the
avoidance of sexual aggravation and to set up equal employment
opportunity along with massive outlay in required in learning,
guidance, physical condition area.

In today's global milieu, a country's value depends less on

human capital. It is a fact that human capitalis important capital
resources as machines. Without human capital to invent, produce,
move, buy things and put natural and capital resources to work not
possible but with the help of the trained, skilled it could be done. It is
a mode of categorizing working class' skills, abilities. Human capital
can be portraying as the skills, training and health acquire via
teaching and edification. If the citizens are well-informed, well

138
nourished, expert and vigorous, they are thought to be human capital.
It is the key factor of financial growth, better output and hi-tech
advances. Human capital formation is the method of acquiring and
increasing the number of persons who have the talent, edification and
know-how which are noteworthy for the monetary and supporting
maturity of a nation. Human capital formation is the job of growing
the lively persona of labor force by given more edification and rising
dexterity, fitness and nourishment height. In the current epoch, human
capital is the anticipation of a country [Schultz 1961]. At present time,
fiscal reform is required for human capital disturbance.

In today’s world, manufacturing of merchandise plus services

on hefty degree is acquaintance concentrated. Acquaintance can be
trade in and amplified by building deal in education and provision of
superior health services to human resource, which is called
speculation in human capital formation. In Pakistan, corporeal capital
is put in the makeup of transportation, hold back, illumination and
profound industries, school hospital etc. For appropriate undertaking
and maneuver of these projects at short cost, Pakistan, requires the
services of technicians, engineers, administrators etc. If priority is not
given on human investment and adequate resources allocation, the
physical capital cannot be properly used and it will remain unutilized.

Human capital is at present considered as the most energetic

source of economic intensification. It is a way of increasing yield by
increasing not the size of the labor but its excellence. Investment in
human capital perks up the skills of workforce and helps in rising
marginal effectiveness of capital. Pakistan has plentiful unskilled and
untrained manpower. The unemployment is common in the municipal
and countryside locale. The investment is required in the schooling,
guidance, proficiency, fitness and nourishment, manpower setting up,
on the job training agenda that can go a long way in absorbing the
spare labor force and developing job opportunities. Human capital
formation also calls for deal in healthiness and nourishment. It is a
common knowledge that ill health, illiteracy and low output constitute
a brutal sphere of scarcity. If accurate investment is prepared in
physical condition, sustenance, intake stream there will be upgrading
in the fitness of the natives. That will generate a need to work hard
and raise production. The investment in health helps in reducing
populace growth, raising revenue and superior financial firmness in

139
the country. Investment in human capital makes an optimistic input
towards civilizing and bringing quicker changes in the economic and
societal life of the people. It recovers the excellence of inhabitants as
fitness and nourishment, literacy, skills, acquaintance wish to work.
The additional man power is better assembled and employed for
economic progress. The rate of communal mobility increases. There is
increased urbanization and industrialization. The advanced countries
of the planet are back up the developing countries by providing them
grants, loans, foodstuff provisions and mechanical know-how etc. the
improved tutoring, the provision of knowledge, skills, expertise
assists in suitable consumption of foreign mortgage. Human capital
plays a significant role in the development route of a kingdom.

Pakistan’s economy is in a very terrible form and is sinking

down day by day therefore the country possess supplementary and
unmarked loans on very unsympathetic conditions just to disburse
back episode and interests of prior credit. Thereby, adding up and
mounting the already heavy burden of debt come out as that we have
descended in the financial hurricane or trapped in the economic cruel
ring. A life-size piece of Pakistan’s hard earned overseas trade is
pumped out in disbursement of interest on grave loans and very slight
is left for development and improvement. It is apparent from the
various labor force surveys that during the past 20 years Pakistan’s
working labor force had turn into more educated but less skillful.
According to the labor force survey 1982-83 only 28 percent of the
employed labor force had attended formal education (Labor Force
Survey 1982-83). In comparison, the literate labor force in 1999-2000
is estimated 46 percent while the formally educated is 43 percent
(Labor Force Survey 1999-2000).

Table-1 and Table-2 shows that a loss of momentum in terms

of human capital development in Sindh, Punjab, Baluchistan and
NWFP. This is the point where all the troubles and problems have
started.

140
Table-1: Percentage Distribution of Population by Economic
Category

Economic
Categories 1994-95 1996-97 1997-98 1999-00 2001-02 2003-04
Pakistan
Total Population 100.00 100.00 100.00 100.00 100.00
Civilian Lobar
Force 27.46 28.69 29.38 28.97 29.61 30.61
[I] Employed 25.98 26.93 27.65 26.70 27.16 28.07
[ii] Unemployed 1.48 1.75 1.73 2.27 2.45 2.34
Not in Civilian
Labor Force 72.54 71.31 70.62 71.03 70.39 69.59

SOURCE: Pakistan Book, Federal Bureau of Statistics, Statistics Division,

Government of Pakistan

Percentage distribution of population

by economic category

800
600
400
200
0
Civilian

Civilian
Employed
Populatio

Unemploy
Economic
Categorie

Not in
Lobar
Total

ed

Above Table-1 shows the percentage distribution of population by

economic category.

141
Following Table 2 shows the percentage distribution of employed persons by major
Industrial division in 2001-02 & 2003-04.
Table-2 Percentage Distribution of Employed Persons by major Industrial
Division in 2001-02 & 2003-04
Major Industry Division 2001-022003-04
Total Employed Persons 100.00 100.00
Agriculture, Forestry
Hunting & Fishing 42.09 43.05
Mining 0.07 0.07
Manufacturing 13.84 13.73
Construction 6.05 5.83
Electricity, Gas, Water
Sanitary Services 0.81 0.67
Commerce 14.85 14.80
Transport, Storage &
Communication 5.90 5.73
Financing, Insurance, Real estate
Business Service 0.89 1.06
Services 15.50 15.01
(Activities not described adequately) ------- 0.05
SOURCE: Pakistan Book, Federal Bureau of Statistics, Statistics Division,
Government of Pakistan

Percentage distribution of employed

persons by major industrial division

150
100
50
0
(Activitie
Total

Commer
Agricultur

Financin

2001-02
Construc
Mining

2003-04

Following Table-3 shows the percentage distribution of employed

persons by occupational group.

142
Table-3 Percentage Distribution of Employed Persons by
Occupational Group

Major Occupational
Groups 1996-97 1997-98 1999-00 2001-02
2003-04

Pakistan

Total 100.00 100.00 100.00 100.00

100.00

Legislature, Senior Officials

And Managers 8.62 9.76 11.00 11.56
11.48
Professionals 3.50 3.00 2.21 2.08
1.98
Technicians & Associate
Professionals 2.80 2.95 4.17 4.74
4.88
Clerks 2.89 1.84 1.56 1.71
1.64
Service Workers &
Shop & Market Sales
Workers 7.77 6.02 4.58 5.67
5.16
Skilled Agricultural &
Fishery Workers 36.82 39.91 40.03 34.69
34.92
Craft & Related Trade
Workers 9.87 12.71 15.05
16.20 15.88
Plant & Machine Operators
& Associates 4.82 3.68 3.28 3.92
3.75
Elementary (Unskilled)
Occupations 22.93 20.13 18.13 19.44
20.32

143
 Percentage distribution of employed
persons by occupational group

600
400
200
0

Service

Craft &
Major

Pakistan

&
SOURCE: Pakistan Book, Federal Bureau of Statistics, Statistics Division,
Government of Pakistan

This is scrutinized from the exceeding facts that if strategy is

not prepared or executed properly for human capital formation than
the country face diverse type of developmental tribulations that will
eventually effect to turn down value, competence and output of
organizations.

Pakistan is facing a number of problems like raise in death

rate, low living standard, before time marriages, humid atmosphere,
illiteracy, twofold family structures, struggle to population control
drive, the arrival of refugees, universality of marriages, low per capita
returns, lack of sound cultivation techniques, landless workers, food
shortage, dependency ratio of non workers, unproductive population,
unemployment and underemployment, decline in saving and
investment, increase in the consumption of goods , exceed demand of
supplies and services, raise in inflation rates, water crises, pollution
problems, noise problems, poverty increases. Till 1960’s great
importance were given to the material capital such as equipment,
new-fangled factories, and latest buildings in the development
progression of the country. The human capital was not regarded as an
important variable for increasing productivity and income. In olden
days, the emphasis is gradually shifting to manpower as important
factor of development. Manpower consists of all segments of a
society which are engaged in the development of the country. If a
country has a trained manpower economy boost or if the manpower is
illiterate, unskilled, under nourished and of poor health, the output of

144
human is low that leads low income, low investment and the country
remains trapped in vicious circle of poverty.

In Pakistan the crisis is not the lack of human resource but

accommodating human resource at the right time, at the right place
and at the right type of work. Nowadays, human resource is not well
trained in human resource management. Many individuals have the
degree but they don’t have the caliber to run the human resource
management system in the organizations. Today there is a need of
qualified professionals who run the economic and business systems
and turn their individuals in human capital via training &
development and healthy working environment. Effective utilization
of human capital also plays an important role, the competency of the
person should pre-judge properly. A cordial environment should be
created so that the worker is able to work harmoniously and with full
zeal. It is a two-way traffic. While the management protects the
interests of the worker, the worker in turn will give more time and
feel encouraged to give best possible results. There is normally a link
between work, people and the production. It is the foremost duty of
the management to get the best out of his relationships by doing
justice to all the three factors. Work life merits a lot of attention, as
work is a major component of many people's lives. Wage income is
the primary way that most people obtain in the shape of currency for
food, accommodation, outfits, shipping, etc. So, in Pakistan, foremost
changes in the temperament of work, career opportunities, job
content, social relationships at work, working conditions of various
kinds and increase in wages and salaries can affect a significantly on
populace. The 21st century irrational fear is all over in the world. It is
because by using this vocabulary the world can prepare its prospect
plans by giving weight to the time frame. Private as well as public
organizations have special internal control structure to take care of
their precious possessions. Employees training are thus a major area
that needs to be taken seriously. Training imperatives will
automatically gain significance when they are linked with
performance and outcomes. The only way to get the best out of
human resources is to value them as assets in the real sense and
consider them as capital. This vital factor should be categorically
recognized as the development indicators of any country. There must
be a strong realization within the country that people can participate
in achievement of its objectives by virtue of their information,

145
knowledge and skills. Higher-level executives need to make
organizations a better place to work. The ultimate goal of productivity
improvement as a driving force of economic growth is to perk up the
quality of life of the populace. Without people's resourcefulness and
efforts in improving productivity, humankind would have run out of
means of survival and progress as the rate of increase of land, labor
and capital could not keep pace with that of a population increase.
The only way to survive and prosper today and in the future is to
become more innovative and productive.

It is ill-timed that due to lackluster built-up we are not

proficient to sop up our surplus HR. Thus, there is big exodus of
manpower to the gulf and other countries. Gross drawn by the HR at
home barely suffice to keep their body and soul together. If our
kingdom is staid to make any advancement in the present world of
acceleration with any degree of strength and confidence than the
government should seriously think in terms of HRD. In end it must be
said that there is forever room for step up. Those who are attuned to
walking an extra mile can definitely take the lead. En route for, utter
that to revolutionize human capital is extremely imperative is a
statement of fact but to convert this into reality is very important for
superior output. The human capital is developed via investing in
education and skill development programs. In Pakistan, human capital
is usually term as labor. Human capital is the main factor of economic
development. The basic needs of the people of Pakistan are food,
clothing, housing, education and training, health, water, sanitation,
transport and employment opportunities that can be done via
comprehensive strategic planning and by creating technical
employment and training opportunities in various sectors of the
country economy. The government of Pakistan is trying to improve
human capital so that it should serve as a leading factor for the socio
economic development of the country. Due to non availability of
exact data, there is a lack of manpower planning in Pakistan as a
result disequilibrium in demand and supply occurs at different level of
human capital market. Therefore, the large number of skilled and
highly qualified persons remained underemployed or unemployed.
The frustration and discontentment among the unemployed or
underemployed graduates and post graduates results in brain drain
from the country which is a huge loss of human resources in Pakistan.
There is a need to supply working conveniences to switch innovative

146
assembly lines, modernization, handling of new-fangled sophisticated
equipments, hi-tech aid in maintaining the plant and the machinery,
opening out in plant facilitates, on job facilities for humanizing
performance, training for decision-making performance. There is a
need to institute new rural academies and strengthening of the
existing ones for imparting agricultural know how at the levels of
primary, secondary and higher education, obligatory enrollment of
juvenile to these academies, expansion of experimental farms close to
academies for handy education and demonstration and to set up rural
based industries side by side and providing mechanical trainings. It is
also necessary that to provide trainings in locale wherein manpower
particularly requires built-up as capable masons, technicians,
electricians, qualified workshop operators, steel reactors, machine
plumbers, foreman/supervisors etc and to implement immediate move
toward towards problem solving.

147
Chapter-12 Environmental Pollution & Human
Resource

Today, the world‘s populace is around 6.5 billion and the

dilemma of over population befall more grave in Pakistan. The
populace shot has resulted economic upheaval, environmental
degradation, shortage of drinking water, diminishing forest resources,
climate change due to depletion of ozone layer, oceanic pollution,
noise pollution, depletion of land resources and damage of beauty of
nature. The purpose of this paper is to find out the rationale of the
environmental pollution and its impact on the health of the people.
The priceless wealth in Pakistan is its manpower and without healthy
and safe human resource no progress is possible whatever the growth
rate would be. Pakistan’s economy persists to add strongest growth to
7.0 percent at the back of robust growth in agriculture, manufacturing
and services. Pakistan’s bona fide gross domestic product has full-
fledged at an average rate of 7.5 percent per annum [Pakistan
Economic Survey, 2007].

The Pakistan agriculture, diligence and services have provided

support to strong economic growth. The labor force likely 32.81m out
of which 31.78m are working in 1991-92. In 1992-93 labor force is
expected at 33.80m. The labor force estimated in 1993-94 is urban
labor force is 10.25m while in 1994-95, the total labor force estimated
35.68m. In 1995-96 the estimated labor force is 36.70m while in
1996-97 labor force is 37.15m. In 1997-98 employed labor force is
36.13m and in 1998-99 total labor force comes to 38.6m. In recent
years, Pakistan has facing increase in the deficiency and alarming
human insufficiency. The employed labor force in 2002 is estimated
at 32.29m compared to 37.51m in 2001. Pakistan’s population in 2005
is 153.45 in m. The employed labor force is 47.57. Employed lobar
force by sectors shown in the Agriculture, Forestry, Hunting and
Fishing, male 38.4, in construction the percentage is male 7.4, in
manufacturing is 38.4%, whole sale and retail trade is 17.3, transport,
storage and communication is 7.2%, communication, social and
personal services 13.9. Human resource development need
appropriate care for human resource in health sector, edification
sector and skilled training. It is the eminence of health and safety that
facilitate the human beings to play their constructive role to increase
national productivity. This is specified that there is a need of financial

148
authority, coordinated decision making skill, planned idea, tolerant
support policy, and health and safety measures and on the top
administrative leadership of organizations. Proper implementation of
policies and proper utilization of human resource according to their
ability can perk up value of human resource and institutions. Human
resource management is the key driving force to run the business on
the path of triumph through healthy, proficient, motivated labor force
through execution of healthiness.

The right to a clean environment is an alien thought in

Pakistan. Although laws exist to control pollution and environmental
degradation, enforcement remains weak in a cash-strapped country.
Industry, clustered in urban and semi-urban areas surrounded by
densely populated, low-income localities, continues to pollute the
environment with impunity. The disease has been blamed on
industrial units in the vicinity that have pumped waste into open areas
for years without penalty. A drinking water contained a fluoride
content ranging from 5.26 to 26.32 milligrams per liter and this is too
high as compared to the world health organization standard of 0.6 to
1.7 milligram per liter [Pakistan Economic Survey, 2007]. Local
industries say the government should provide them with credit
opportunities and impose a zero-duty regime for the import of
machinery required for pollution reduction. There is virtually no
check on some 8,000 industrial units in the country that are
contributing to high rates of pollution. Pakistan has also become a
dumping ground for the filth of dirty fuels, clogging already polluted
urban centers with motor vehicle pollution. State and multinational
fuel companies are marketing various grades of gasoline that contain
high levels of lead. Environmentalists believe that industrial pollution
and environmental degradation can only be tackled if the government
puts the environment at the center of all economic planning.

The development of a well-trained skilled labor force means is

to achieve gainful productivity and efficiency in public and private
sector. Human resource development committee has been setup to
study the existing and future requirements of human resource and to
devise policy and line up. The competency, health and safety of the
workforce have direct impact on the productivity of the organization .
The development of physical infrastructure, environment protection,
and economic stability is the need of healthy and educated human

149
resource. Business becomes more responsive to a rapidly changing
environment, changing workforce demographics and innovation.
Capital investment, innovation, learning and motivation dictate
important components to productivity in organizations. Capital
investment with best available machinery improves the efficiency of
workers. To be productively effectual and proficient in their work,
employees ought to be ingrained proper healthiness, protection and
methodological skill. The healthy, safe and best-trained employees
have the ability to access the most advanced piece of equipment to
increase productivity by change in employee’s mind-set or spirits. In
Pakistan, there is an intense search for human resource crucial to
national progress and atrocious global challenges. On this perspective,
economic growth is only possible through human resource to meet the
developmental requirements. The unmanaged economic growth
eventuates to the detriment of human resource development. It
identifies employment for translating the benefits of economic growth
into the lines of people. The investment in health and safety is
potentially more vital than building roads, bridges, or powerhouses.

Entrée to indispensable health care is a central soul need and a

deep-seated human right. A healthy population is not only valued in
its own right, but it also raises the human capital of a country thereby
positively contributing to the economic and social development. A
considerable improvement in health sector facilities over the past year
is reflected in the existing vast network of health care facilities which
consist of 4712 dispensaries, 5,336 basic health units, 924 hospitals,
906 maternal and child health centers and 288 TB centers. Available
HR is 122798 doctors, 7388 dentist and 57646 nurses [Pakistan
Economic Survey, 2007]. Ill being and ill health is a multidimensional
term covering not only disease but also other dimensions such as
appetite, exclusion, isolation, insecurity and powerlessness. This ill
health can consequently prevent individuals from realizing their full
potential. Good health, in contrast, is identified as a vital component
of a good quality of life. That is why access to good health is
recognized as a basic human need and a fundamental human right.
Inequalities and deficiencies in health thus affect the well being of an
individual and welfare of a society as a whole. A healthy population is
not only valued in its own right, but it also raises the human capital of
a country thereby positively contributing to the economic and social
development. Allowing people to lead a life they value and enabling

150
them to realize their potential as human beings is first and foremost
requirement of human development. Pakistan’s people need health for
all and need poverty reduction strategy to save the population from
environmental pollution that create a great number of problems
related to health for people. This can be only possible if government
should take initiatives to introduce total quality management in each
sector at each level through organizational and management reforms.

With the emergent complexities of communal, viable and

built-up goings-on, Pakistan develops rapidly but with this
development come off-putting externalities in the form of
environmental pollution. Pakistani cities are facing tribulations of
urban congestion, deteriorating air and water quality and waste
management while the rural areas are witnessing rapid deforestation,
biodiversity and habitat loss, crop failure, desertification, land
degradation, clean drinking water, noise pollution, sanitation. Next
are the problems that create environmental pollution and caused
health deteriorated environment for Human resource. There are a
number of problems are facade because of CNG technology as
inexpensive fuel and lubricant is used that create vehicular air
pollution. The use of not reusable bits and pieces and huge packaging
material are all contributing to an increase in the amount of municipal
solid waste dumped on low-lying land. yet, the remains of waste does
not burn well and smoldering dumps produce clouds of smoke that
can be seen from miles away, which smell bad, and create a breeding
ground for flies and rats. The collection of waste by municipal
institutions and street sweeping services are quite irregular and
limited to influential areas. The waste spills out of the uncovered
containers which are mostly transported from one place to another
and a lot of garbage falls in the streets and roads before reaching the
land-filling. Number of dustbins and constructed filth depots are far
less when compared with urban sprawl and population causing
environmental and health problems. The wind carries waste, dust and
gases caused by decomposition. Putrefaction of waste in sunlight,
during daytime, results in bad smells and reduced visibility and air
pollution the number of textile, leather, sports, surgical and food
processing mills/factories are found emitting more and more toxic
effluents into the air and water. In industrial areas, heavy discharges
of untreated wastewater and solid wastes land and water pollution.
Groundwater quality throughout the country has also suffered from

151
rapidly increasing use of pesticides and fertilizers aimed at promoting
more intensive cropping and facilitating self-sufficiency in food
production. Pollutants from these wastes create lot of problems for the
aquatic life, crops, animals and human beings. Hospital waste
disposal has posed even more difficulties with the use of disposable
instruments such as needles, syringes, and other similar items. Some
hospitals and municipalities burn their wastes, which results in the
production of large amount of highly toxic gases. Occurrence of
natural disasters has been haunting the humanity since the dawn of
civilization. Earthquakes, floods, cyclones, volcanoes, droughts,
tsunamis and landslides are examples of natural disasters. These
situation are also generating unprecedented amounts of waste and
debris from damaged buildings and other infrastructures like
sewerage, fertilizers and other agro-chemicals containing persistent
organic pollutants, dead animals, land and mudslides, rock-falls,
siltation of rivers and streams, damage to both natural and man-made
water channels, damage to the forest resources, damage to agriculture
land especially that on the slopes roads, hospital waste, and finally,
the huge amount of debris is having increasing pressure on the natural
resources. The organic and demolition wastes are causing large scale
incidence of bacterial, viral, flies and mosquito borne diseases.
Hepatitis and tetanus are the common diseases. Children are suffering
from measles. Orthopedic and spine surgery cases are rampant. There
is a general fear that toxic materials such as oils, agricultural
chemicals, batteries and by- products of industrial activities are
present in the debris and waste stock piles, which will play havoc with
the health of the people of the affected areas if left untreated. The E-
waste is beginning to reach disastrous proportions and industrialized
countries all over the globe. The disposing and recycling E-waste has
serious legal and environmental implications. When computer waste
is land-filled or incinerated, it poses significant contamination
problems. Landfills leach toxins into groundwater and incinerators
emit toxic air pollutants including dioxins. Likewise, the recycling of
computers has serious occupational and environmental implications.

Pakistan has responded to its environmental problems by

developing laws, establishing government agencies. But due to sleaze,
deficiency of means, lack of proper implementation of policies, we
are still facing t he problem of environmental pollution that is
deteriorating the health of the inhabitants in this regards some

152
suggestion are prearranged as under if implemented properly can be
supportive to handle environmental greenhouse gasses: The policy-
makers and citizens need to be informed and educated about the
impact of environmental pollution. An appropriate legal framework
must support the implementation of a control policy through
management strategy. Accurate implementation of management
policies via street sweeping, waste storage, waste collection, waste
transportation and waste disposal/Edification and guidance of
municipal force/edification route can be ended via leaflets, posters,
murals, notice boards, books, stories, games, videos, newspapers,
radio, television, public meetings, community discussion groups,
competitions, drama/street theatre/music, marches, theme days,
cleanup days, printed shopping bags or tee-shirts with environmental
messages, cartoon characters, slogans or even through a logo.

The labor force in Pakistan continuously increased and was

almost double. There is a need to redesign work through socio
technical systems; methods require the combined efforts of
employees, supervisors, and union representatives in analyzing job
operations. Jobs are not necessarily designed to be intrinsically
motivating than the work is accomplished. As in scientific
management, a supervisor’s goal is to get assurance that the
organization’s objectives are met. It is accomplished by concentrating
only on critical job aspects, by forming work teams consisting of
members who have the necessary qualifications to accomplish the
tasks and by allowing work groups, the autonomy to manage their
own work process (Scarpello & Ledvinka, 1988). In Pakistan the
share of women in professional employment especially medicine,
nursing and teaching is quite substantial. Education of women may
lead to their increased participation in the labor force in urban areas,
particularly, if more flexible jobs are made valuable. It is quite likely
that is coming years of increasing education and economic
development, female labor activity will increase in comparison to
other countries, very high activity rates were recorded for males in
younger ages in Pakistan.

A country lacks opportunities to obtain an educated standard

that would enhance their productivity during adult years. Today the
country has very low literacy level. Outlay in education should be
given a higher priority over investment in physical means of

153
production. While discussing the job analysis process, job description
and job specification, which is the prime role of the HR department in
redesign, needs some innovations.

In Pakistan all wisdom flows from the top management.

Development of the existing HR is neither easy nor undemanding to
recruit new and previously trained cadres. In Pakistan, because of the
state monopoly, the requisite HR is not available. The requirement to
acclimatize changing technologies and the varying idea is essential. In
Pakistan the guidance of HR in taken up the research and
development activity foremost. HR level can be improved on the job
training, number present in regular courses, setting up of paramount
training centers or sending the cadre to similar setups already working
in the market and by considering the merit as vital to make the HRD
program successful. HR is presently has the chances for enhancing,
improving and upgrading the system capacity from some resources
that will be available at private sector. Privatization is the only answer
to all the problems to build the system more efficient and effective.
The human resources of an organization identify pole-apart tasks and
devise to implementation strategies, overcome obtaining problems
and difficulties, new-fangled work methods, set new standards of
organizational performance and accomplishment. It is noted that
inflation is one of the major obstacles that most people face in
achieving their financial goals. Inflation not only affects those on a
fixed income by eroding their purchasing power, but also those that
need to save for the future. And that is just about everyone

154
 Pakistan requires enhanced schooling through proper planning
to place educated and competent headship in every field. The
abundant availability of the manpower could be used in the
effective way for swift progress in all the departments.
Society is experience-accelerating charge to modify tools.
Imminent survival of the change places the value of training
programs for the management. Human resources are better
utilizing if they recurrent opportunities to attend training in
related jobs. Training is a vital part of the progress in
development. Training keeps the individual up to date about
the new technique and methodologies in their relevant field.
Training in business and industry is specialized and a very
practical form of education. Training not only increases
production, but also fit mode; it also increases self-confidence,
and improves self-esteem of top executives. Training in other
worlds is a long-lasting clued-up process. Human beings in
teamwork are the means and end of economic development.
While uneducated and unwholesome people living in appetite
and dearth make slight contribution to economic progress.
Consciousness of the survival of the change gears the
developmental value to the executive training programs. To
deal with change, every management realizes short trainings
for the executives. The investment in this regard is reasonable
and affordable.

Training programs are crucial part of the development process.

Training serves intermediary obligation in the hefty sense but is
commonly impart in the variety of individual development program.
These programs could include new employee’s orientation, functional
training or management skills acquisitions for grooming higher levels
of management. In the process of escalating training programs take
account of prime induction of the business training goals and training
requirements of individual’s next, to plan curriculums third, to decide
upon educational techniques The individual training and development
has in hot years transformed itself, as the rim of competition (both
local based and international) takes its grasp, forcing organizations to
reconsider their approaches and change to get together customer
needs and realities. It is within this outlook of the changing
organization and organizational environment that training come to the

155
front. As training is not only about equip folks to do what is currently
required of them it is also regarding what will be required of them in
the hope

The nucleus of HR is the development of the individual, the

managing of the individual and the organization. There is a need to set
up and boost skills and develop potential to build up others.
Developing a process in Pakistan is solitary means. A group of
individuals could develop curriculum and a process to lead to a
postgraduate qualification, perchance working with some educational
institutions. This has the advantage the product being home grown- up
and nearby. The added choice is to affiliate with some worldwide HR
organization that already provides this service in other part of the
planet. Affiliation has the advantage of a foreign qualification and
little effort in development, as the program would before be
developed. The other option would be a blend of the two, whereby
there is an element of affiliation abroad, with programs delivered in
Pakistan. During a past decade, it was fashionable to say that
organizations have to be technology driven to survive in the fast
changing business environment. Today the organization motto is to be
customer driven. The focus is on meeting the customer needs and all
systems and resources are dedicated towards this belief. As
organizations are developing their business plans and strategies to
satisfy the needs of new technology or markets, often they tend to
focus more on these drives and less on the source of energy or power
for such derives. This lack to get-together scheduled human element
as a strategic tool and resource comes to haunt many traditional
organizations later on as they grow and group into the span of initial
vision while many progressive organizations have a mission, born out
a strategic vision for the future growth and direction. They develop
sub strategies for marketing products, technology and so on, very few
actually get down to the task of enunciating a well developed human
resource department strategy involving the development and growth
of their human resources and integrating it with common strategies
goals in other areas of operations. An individual, it is absolutely
inescapable to develop a hallucination for career escalation and
admittance his strength and resources not just in terms of his line of
business objectives but also from the perspective of the needs of his
organizational role and position. Since all development is primarily
self-development, he or she would thus tend to reorient his or her

156
efforts for self-improvement and skill enhancement, irrespective of
organizational necessities. This independence of development
initiative has germs of a conflict between the growth of an individual
and organization. Strategize HR is doable by optimizing proceeds that
upshot only if the organization develops patent and all-inclusive
strategies for the training and development of employees. HRD is
currently required to be more visible and directly to lend a hand in
meeting the competition and providing organization with an edging
over its competition.

A burn up pronouncement in organizations sharpens

competition and its rites leads directly to curb in the process
development and quality standards and downsize. Training of
employees in public and private organization is well thought- out as
an indispensable investment decision in any set or expertise. An
effective training must commence from an analysis of employee’s
development wishes. However, as the present attributes and
characteristics of an individual ending result is his motivation for
wisdom for that reason perpetually supportive to spot the weaker area
to offer the employee with the basic training.

157
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Annex-1

Definitions
Ability Tests: Tests that evaluate scholarly skills.
Abstract: A brief summary that appears before the actual work.
Annex: it means to add to the end or to affix.
Appraisal Period is the length of time in which an employee’s job performance is
observed in order to make a formal report scheduled.
Career: The series of work-related positions a human being occupy all the way
through living.
Change Management means modification of organization policy, structure, human
attitudes and behaviors in order to get better performance.
Change refers to any modification that occurs in the total organizational
environment. Change requires innovative adjustment and stability.
Closed Ended Question is one where a set of answers specified at the end of each
question. The respondents are asking to select the answer that comes
nearest to their view.
Cluster Sampling refers to the method of dividing the populace into group called
cluster and sketch a sample of cluster to represent the populace.
Coaching: Every day training and feedback specified to employees by immediate
supervisors.
Complaint: A sign of employee unhappiness that has not been submitted in writing.
Compressed Workweek: The Workweek in which a full week’s work is
accomplished in less than five days.
Contingency Questions are distinctive closed ended questions that apply to only a
sub group of respondents.
Culture: The public forces affecting the values, beliefs, and actions of a distinctive
group of people.
Data: Information collected by a researcher. (Data is the plural term; datum the
singular).
Development: Labors to perk up employees’ ability to handle a multiple
assignments.
Dichotomous Questions: Upshot in “Yes’ or ‘No’ answers or they are the answers
where only two alternative answers are doable.
Direct Questions are direct contact between interviewer and the respondent.
Discipline: A form of training that enforces organizational rules.
Downsizing: Dropping the size of an organizational labor force.
Effectiveness: The degree to which goals have been getting together.
Efficiency: The level to which operations are ended in an efficient mode.
Efficient means that it must utilize the minimum amount of resources looked-for to
produce its goods and services.
Employee Assistance Program (EAP): Program to facilitate counseling and to
help employees having emotional, physical, or other individual evils.
Employee Responsibilities: Obligations to be liable for actions.
Equal Employment Opportunity (EEO): The concept that individuals should

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 have equal cure in all employment related procedures.
Feedback: The sum of information time-honored about how sound or weakly one
has performed.
Flexible Staffing: Use of recruiting sources and workers who are not employees.
Flextime: A scheduling arrangement in which human resources work a set number
of hours per day but vary starting and ending times.
Grievance: A grievance that has been put in writing and made formal.
Human Resource Developer is that person who is concerned in providing the
experiences and performs most important roles as learning specialist,
administrator, and consultant.
Human Resource Information System (HRIS): An integrated system designed to
provide information used in HR decision-making.
Human Resource Management (HRM): The design of formal systems in an
organization to ensure the effective and efficient use of human talent to
accomplish the organizational goals.
Human Resource Planning (HRP): The process of analyzing and identifying the
need for and availability of human resources so that the organization can
meet its objectives.
Hypothesis: A statement of belief used in the evaluation of a population parameter
or an educated guess to be tested.
Informal Training: Training that occur internally throughout interactions and
feedback among employees.
Internet is a worldwide network of networks.
Interview Schedule contains questions to be asked by the interviewer and the
answers are to be written in blank tables.
Job Analysis: A systematic way to gather and analyze information about the
content and the human requirements of jobs, and the context in which jobs
are performed.
Job Criteria: This is the method in which important job elements are used to
measure performance.
Job Description is a written outline of the main tasks of a job.
Job Design: This is a system for organizing tasks, duties, and responsibilities into a
productive unit of work.
Job Enlargement: Broadening the scope of a job by expanding the number of
different tasks to be performed.
Job Enrichment: Mounting the depth of a job by adding employee responsibility
for planning, organizing, controlling and evaluating the job.
Job Evaluation: The systematic determination of the relative worth of jobs within
an organization.
Job Responsibilities: obligation to perform confident tasks and duties.
Job Rotation: The process of shifting a person from job to job.
Job Satisfaction: A positive emotional state resultant from evaluating one’s job
experiences.
Job Specification is a one-page description to specify the précis of work
performed.
Job: A grouping of similar positions having common tasks, duties and
responsibilities.
Management by Objectives (MBO) specifies the performance goals that an

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 individual hope to get within an appropriate length of time.
Net is another name of Internet.
Open Ended Questions: Any specific type does not follow open-ended questions
and the respondent are free to answer it the way he wishes and his answer
is fully recorded.
Opinion Questions are verbal expression of attitude.
Organization Centered Career Planning: Career planning that focuses on jobs
and on constructing career path that provide for the logical progression of
people between jobs in an organization.
Organization Chart: A depiction of the relationships among jobs in an
organization.
Organizational Commitment: The degree to which employees believe in and
admit organizational goals and desire to remain with the organization.
Organizational Culture: A pattern of shared values and beliefs giving members of
an organization meaning and providing them with rules for behavior.
Orientation: The planned introduction of new employees to their jobs, coworkers
and the organization.
Performance Appraisal (PA): The process of evaluating how well employees
perform their jobs when compared to a set of standards, and then
communicating that information.
Performance Management is the total method of observing an employee’s
performance in relation to job requirements over a period of time and then
of making an appraisal of it.
Performance Management System: Processes used to identify, encourage,
measure, evaluate, improve and reward employee performance.
Performance refers to an employee’s triumph of assigned tasks.
Performance Standards are indicator of what the job accomplishes and how
performance is measured; expected level of performance.
Pie Chart: A pie chart is a way of summarizing a set of categorical data. This type
of chart is a circle divided into a series of segments. Each segment
represents a particular category. The area of each segment is the same
proportion of a circle as the category is of the total data set. Pie charts
usually show the component parts of a whole.
Placement: Fitting a person to the right job.
Primary Research: Research method in which data is gathered firsthand for the
specific project being conducted.
Primary Sources: People or documentation that presents finished information.
Productivity: A gauge of the quantity and quality of work done, considering the
cost of the resources it took to do the work.
Questionnaire is a list of questions sent to a number of persons to answer. It
secures standardized results that can be tabulated and treated statistically.
Recruiting: The process of generating a pool of qualified applicants for
organizational jobs.
Recruitment is a process by which an organization tries to engage its various
positions.
Research Design: The methods and structure of an investigation chosen by the
researcher to conduct data collection and analysis or the science and art of
planning procedures for conducting studies so as to get the most valid

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 findings called “design” for short. When designing a research study, one
draws up a set of instructions for gathering evidence and for interpreting it.
Research: An organized process for collecting knowledge. In other words research
is a systematic effort as gathering, analysis and interpretation of the
problem faced by humanity. It is a thinking process and a scientific method
of studying a problem and finding solution.
Sample: A group of subjects selected from a larger group in the hope that studying
this smaller group (the sample) will reveal important things about the
larger group.
Schedule like the questionnaire is a chief survey tool to collect primary data.
Schedule is the name usually applied to a set of questions that are asked
and filled by an interviewer in a face-to-face situation.
Secondary Research: Research method using data already gathered by others and
reported in books, articles in professional journals, or other sources.
Selection Interview: Interview designed to identify information regarding
candidate ability and spell out information from other sources.
Selection: The method of choosing individuals who have pertinent qualifications to
fill jobs in an organization.
Stress Interview: Interview designed to fashion anxiety and put pressure on an
applicant to see how the person responds.
Structured Interview: Interview that uses a set of standardized questions asked
from all job applicants.
Structured or Standardized Questionnaire poses definite, concrete and
preordained questions that are ready in advance and not constructed on the
spot during the question period. The questions are presented with exactly
the same wording and in the same order to all the respondents.
Subject: An individual who is studied.
Survey: means viewing and interpreting things rigorously and comprehensively. It
is a research design in which a sample of subjects is drawn from a
population and studied (usually interviewed) to make inferences about the
population. This design is often contrasted with the true experiment in
which subjects are randomly assigned to conditions or treatments.
Tabulation is a means of recording classification in a compact form in such a way
so as to facilitate cooperation. Data are arranged in columns and rows to
facilitate mathematical and statistical operations.
Total Quality Management (TQM): A comprehensive management process
focusing on the continuous improvement of organizational activities to
enhance the quality of the goods and services supplied.
Training: A process whereby people acquire capabilities to aid in the achievement
of organizational goals.
Universal Source Locator (URL): An address on the Internet.
Wages: Payments directly calculated on the amount of time worked.
World Wide Webs: A collection of geographically illustrated locations on the
Internet.
Wrongful Discharge: Occurs when an employer terminates an individual’s
employment for reasons that are illegal or improper.

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Annex-2

Abbreviations

ASTM American Standard Task Method

ATM Automatic Transaction Machine
BIB Biographical Information Blank
CAA Civil Aviation Authority
CMP Change Management Program
CP Corporate Planning
DFI Development Financial Institutions
DPL Dawood Petroleum Limited
EAP Employee Assistance Program
EBR Economic Business Review
EEO Equal Employment Opportunity
EFU Eastern Federal Union
FY Financial Year
GOP Government of Pakistan
HBR Harvard Business Review
HR Human Resources
HRD Human Resource Development
HRIS Human Resource Information System
HRM Human Resources Management
HRP Human Resource Planning
IC Industrial Consumer
IR International Relations
ISO International Standard Organization
IT Information Technology
KMC Karachi Municipal Corporation
KSA’s Knowledge, Skill and Abilities
KWSB Karachi Water and Sewerage Board
LPG Liquid Petroleum Gas
MBA Masters in Business Administration
MBO Management by Objectives
MNC Multi National Corporation
NBFI Non Banking Financial Institutions
NBP National Bank of Pakistan
NGO Non Government Organizations
NLC National Logistics Cell
NVROs New Vision Retail Outlets
OGDC Oil and Gas Development Corporation
OMC Oil Marketing Company
PA Performance Appraisal
PAGE Pakistan and Gulf Economist
PAS Performance Appraisal System
PIA Pakistan International Airlines
PNO Pakistan National Oil

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POCL Premier Oil Company Limited
POF Pakistan Ordinance Factory
POL Pakistan Oil Fields Limited
POL Pakistan Oil and Lubricants
PSDC Petroleum Storage Development Corporation
PSO Pakistan State Oil
R&D Research and Development
SLIC State Life Insurance Corporation of Pakistan
SOCL State Oil Company Limited
SWIFT Society for Worldwide Inter Bank Financial Telecommunication
TOD Training and Organizational Development
TQM Total Quality Management
UBL United Bank Limited
UK United Kingdom
UNDP United Nations Development Program
URL Universal Source Locator
USA United States of America
VACBI Video and Audio Computer Based Instructions
WAB Weighted Application Blank
WWW World Wide Webs
Y2K Year 2000

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Annex-3 Organizational Examples
* Shell Pakistan Limited
Shell Pakistan Limited has attained a prominence in the oil business culture of
Pakistan. Its main objectives are to engage efficiently, responsibly and profitably in
the oil and chemical businesses. It seeks a high standard of performance and aims to
maintain a long-term standing in its cutthroat. Shell Pakistan Limited recognizes
five areas of responsibility. It is responsible to shelter shareholder's investment with
an acceptable return. Shell Pakistan limited has left no nitty-gritty of HR
management undressed eventuating in the respect of human rights of its highly
cared employees. This all can only be done with the help of winning and
maintaining customers by developing and providing products and services which
offer value in terms of price, quality, impact and environmental safety,
supplemented overly by the requisite technological commercial and environmental
expertise. What to speak of above mentioned point’s shell does a power of good by
furnishing its employees with good and safe condition of work. Simultaneously
competitive terms and excellent conditions of services are promoted to intellectually
develop the best of talent and equal opportunity employment. Nevertheless, it
encourages the absorbing of its work, with no exception of the application of
principles within the country. Its commercial success depends on the full
commitment of all employees. Shell is responsible to seek mutually beneficial
relationships with contractors and suppliers in joint venture to promote the
application of these principles in doing so. The ability to promote these principles
effectively will be an important factor in the decision to enter into or remain in such
relationships. Shell conducts business as a responsible corporate member of society,
to observe the laws of Pakistan, to express support for fundamental human rights in
line with the legitimate role of business, and to give proper regard to health, safety
and the environment inconsistent with its dedication to contribute to sustainable
development. These five areas of responsibility are seen inseparable. Therefore, it is
the duty of management to continuously assess the priorities and to discharge its
responsibilities as the best it can on the basis of that assessment. Profitability is
essential to discharging these responsibilities and staying in business. It is a measure
of both efficiency and the value that customers place on Shell products and service.
It is essential to the allocation of the necessary corporate resources and to support
the continuing investment required to develop and produce future energy supplies to
meet consumer needs. A strong financial foundation, it would not be possible to
fulfill the responsibilities. In general, Shell Pakistan Limited also concentrates on
the philosophy of market economy as the best time servant. The criteria for
investment decisions are not exclusively economic in nature but also take into
account social and environmental considerations and an appraisal of the security of
the investment. Shell Pakistan Limited insists overwhelmingly on honesty, integrity
and fairness in all aspects of its business, and expects the same in its relationships
with all those with whom it transacts business. The direct or indirect offer payment
solicitation and acceptance of bribes in any form are unacceptable practices in the
highly competitive corporate environment. Employees must avoid conflicts of
interests between their private financial activities and their part in the conduct of
company’s business. All business transactions on behalf of Shell Pakistan Limited

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must be reflected accurately and fairly in the accounts of the company in
conjunction with the established procedures, and be subject to audit. Shell Pakistan
Limited acts in a socially responsible manner within the laws of Pakistan in pursuit
of its legitimate commercial objectives. Shell Pakistan Limited stands aloof from
payments to political parties, organizations or their representatives or digs itself in
party politics. However, when dealing with governments, Shell Pakistan has the
right and the responsibility to make its position known on any matter that affects
itself, its employees, its customers, or its shareholders. It also has the right to make
its position known on matter affecting the community, where it has a contribution to
make of employees wherever individuals wish to engage in activities in the
community, including standing for election to public office and will be given an
opportunity to do so where this is appropriate in the light of local circumstances.
Sustainable development can only be had if only following ingredients i.e. health,
safety and environment be properly focused. In this connection, Shell Pakistan
Limited has a systematic approach as it masterfully methodize policy goals keeping
in view health, safety and environmental, management in order to attain continuous
performance improvement. Shell Pakistan Limited manages targets for
improvement and measures, appraises and reports performance. Shell Pakistan
Limited can put in for social and material progress of Pakistan through performing
the basic activities as effectively as possible. Moreover, pro-social and pro Pakistan
development program indicates Shell’s healthy commitment to constructive social
matters symptoms of pro-socially stance of Shell Pakistan Limited. Opportunities
for involvement through community, educational or donations programs-will vary,
depending upon the scope for useful private initiatives. Shell Pakistan Limited
shares up free enterprise. It intensely seeks to vie fairly and ethnically within the
framework of legitimate competition law the utmost duty of it is to not check other
potential competitors from competing with it. Shell Pakistan favors overwhelmingly
and essentially the concept of open communication since its widespread activities
establishes an indelible impression on national economic as well as individual.
Society's expectations of big business are changing. These expectations include safe
places, to live and work, a healthy environment, conservation of bio-diversity,
environmental protection, clean air, clean water, reasonable return on investments
and job opportunities, to only few. Materialization of these challenges at Shell
Pakistan is through commitment to the more of sustainable development. Skills
sustainable development philosophy revolves around seven points. It attaches
enormous credence to health, safety and environmental aspects of society. Safety is
first priority and policies are based on the belief that all accidents are preventable.
Shell has always prided itself on contribution towards social and welfare
development in Pakistan. Shell is the worldwide market leader in the aviation fuel
supply. Shell in Pakistan has maintained a strong commitment to the aviation field.
Everyday Shell lubricants ease the heavy load of truck fleets worldwide. Shell may
also contact their customers by facsimile or e-mail; it rests assured that customers
receive the most reliable and efficient service at all times. Shell Edge has been
designed to meet unique commercial needs, thus facilitating business operation at
any time. Whether customers choose to reach by telephone, facsimile or e-mail they
can be assured of the most reliable and efficient service at all times. Tameer has
reached out to over 10,000 people in Pakistan. Shell Pakistan's Live Wire program,
locally known as Tameer has set the record for the fastest launch time reaching out

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to over 10,000 people that is why it is being cited as the best practice for the region.
The project has spectacular success in Pakistan. Shell takes seriously in vehicular
importance plied on the road so as to move customer’s trust, in shell’s operation. To
cap it all, Shell Pakistan is heavily recommended by automobile engineers owing to
helping engine oil prolong engine life and conserve. Shell offers regular vehicle
checkups of machine that help its dear customer car to run at its best for longer.
Check-ups don't just detect existing problems; they prevent new ones from
occurring. Shell‘s energy business is unique. It not only has a huge impact on global
development, it offers international career prospects and outstanding challenges.
Shell ensures timely and uninterrupted supplies with enhanced services to all its
customers in order to achieve maximum customer satisfaction. Shell is responsible
to fulfill the contractual obligations efficiently and effectively towards power plants
closely monitored for timely ordering, payments and dispatches, etc. Shell is also
responsible to carry out future planning in order to effectively meet the future
demand and assess the future scenario of Furnace Oil. Criteria for investment
decisions are not exclusively economic in nature but it is to take into account social
and environmental considerations and an appraisal of the security of the investment.
The most important thing that Shell chipped in is to accelerate social and material
progress of Pakistan coupled with performing its basic activities as effectively as
possible. Additionally, Shell takes a constructive interest in social matters that may
not be directly related to the business. Opportunities for involvement–as through
community, educational or donations programs-will vary depending upon the scope
for useful private initiatives. Shell fully realizes the tremendous significance of open
communication since it affects individual and national economies. Shell has
comprehensive corporate information programs and provides full relevant
information about its activities to legitimately interested parties, subject to any
overriding considerations of business confidentiality and cost. The harsh reality is
that despite improvement in economic indicators the purchasing power of people is
on the decline. The number of people living below poverty line is increasing with
the passage of time. More and more people have begun to ask economic managers
the reasons for having no trickle down effect of economic prosperity. The managing
changes have a great relationship with productivity and productivity output per hour
of work is the central long run factor determining any populations’ standard of
living. Productivity growth can lead to lower wages. For those that lose
responsibilities average wages can fall at companies where productivity has grown
if new machines or new technologies mean the downgrading of skills and the
employment of a less skilled and hence a lower paid workforce. Even without skill
reductions higher productivity does not necessarily lead to higher wages. Wages
often depend upon external labor market and productivity at one company need not
lead to higher wages for labor in general. Individual cooperation is also important.
Improvement can be locally sabotaged if the worker sees proposed changes in a
threatening light. If the productivity is to grow rapidly, it must be made visible and
individual incentives must align with communal incentives (Thurow, 1990). Shell
Pakistan is one of the largest petroleum companies in Pakistan, which is marketing a
large quantity of petroleum demand of the people of Pakistan. The ultimate aim of
this organization is to make it easy for customers to conduct business. Their services
have been designed to suit customer’s unique needs. They offer direct access to the
appropriate expert who can give customers the right answer straight away. Whether

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customers choose to contact by telephone, facsimile, or e-mail, can be sure that they
will receive the most reliable and efficient service at all times. They have a strong
HRM department and committed employees are hired after job analysis.
Organization is responsible to make their employees well aware about the nature of
the work through training and evaluate their performance on regular basis. The
redesigning in working activities, procedures and methods are done according to the
change in technology, competition, development in the environment. Shell jobs and
career are available on net and receiving applications via net does all recruitment.
Performance evaluated after every three months and on the basis of their
performance employees are rewarded in different manners like bonuses,
promotions, or salary packages. The application process for trainees and interns is
academic record is one key factor in assessing application. The purpose of
application process is to find out whether expectations and opportunities fit together
with talents and career aspirations. An eligibility criterion must be studying in the
final year of a four-year Bachelors degree program or first or second year of
postgraduate degree program. The described process is, in principle, used by Shell
around the world. However, some deviations may apply. These are two stages for
internship recruitment: The application form and CV, The first stage is for candidate
to fill in an Application Form. This is designed to supplement candidate CV. The
interviewer will be an experienced recruiter or line manager. During the interview
candidate will have the opportunity to discuss his or her achievements, challenges
faced and qualities demonstrated. Candidates will also be asked to analyze a
contemporary topic). Candidates will be given the opportunity to ask any questions
he or she may have about Shell and potential employment with organization. The
result of the interview is communicated to the applicant within a week from the day
of the interview. Internships in Shell Pakistan are offered during May-September
every year for a period of 6-8 weeks and interns can be placed anywhere in the
country depending upon the requirement of the internship project. Shell aims to
endowed employees with up-to-date, valuable skills, germane to the energy industry
and others competencies that will serve well, even if path leads to another employer.
This phenomenal integration of shell with globalize world is only done due to
customer and business community. In terms of moving to new roles in early career,
timing will depend on technical or professional area. However, with guidance from
line manager, encouraged to actively influence this process by applying for relevant
positions posted on global intranet system. Shell is a meritocracy and new roles or
promotion will be dictated by performance and competence. Regular, open
discussions and appraisals with line manager will revolve in the region of progress
to targets, areas of improvement and new challenges. These discussions now
frequently slot in feedback from colleagues and customers. Shell is made up of a
great many independent businesses and across the board offers competitive starting
salaries. Performance-related pay and bonuses ensure that individual contribution is
rewarded and salary will be regularly reviewed during early career. Their
organizational culture is much more influenced the phenomenal march of
globalization of company. Their ambition is for lithe working practices and aim to
accommodate career breaks or sabbaticals where possible taking into account
employee aspirations. Their culture is improved by the internationalism of the
company and expatriation program is world-class. At many locations, support for
expatriate families on the move is provided through outpost information center.

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Foreign language schooling is often available as is help in finding employment for a
partner. In some locations subsidized sports facilities, medical/dental care and car
parking is available as well as a confidential employee counseling service. In facing
fierce competition, stricter environmental standards, society's changing expectations
and new technologies need to train and develop people to face these challenges.
Their individual approach to career competence development comes along with
training. Shell interconnects the needs of employees that result in a progressive
development and channeling the potential towards a successful career, Shell
employees are also making a real contribution to the ultimate success of the
business. As a Shell employee, expected to make a payment hurriedly to the success
of the business and line supervisor works together to manage performance and
career development, effectively identifying areas where additional expertise is
mandatory. Shell runs a comprehensive range of training option and program
offered locally and internationally. Shell provides opportunity for employees to put
on experience outside a specific area of expertise. Their objective is to give
employees a range of experiences, which will solidify personal and professional
abilities. In time, the job experience and training gained throughout the career
development will permit them to become key players in managing strategies and
influencing potential business direction and organizational change. Ultimately, how
rapidly employee’s career progress in Shell depends on job performance and, of
course, the available opportunities. The varied background of Shell employees
makes Shell an interesting places to work in. In this connection, the success lies in
bringing dissonant factors of company collectively having different perspectives
theories. People who nonetheless share a set of nucleus ethics about how to deliver
results today that will undergo tomorrow At Shell Pakistan, employees are very
serious about responsibility for developing people. People’s latent is copious
realized to the upshot of fulfilling their dream by helping them shape their own,
individual career path. From cross-business assignments to structured learning
courses, they make available the tools needed for their people to develop world-
class analytical, leadership, management and relationship-building skills. Because
they pact with a broad range of issues cutting across different levels of management,
their people get a birds-eye-view into the challenges, responsibilities of senior
executives and learn what it takes to lead organizations. No organization can be
operational without adequate recruitment, selection and placement. Computer can
add data but it is hard nut for it is to crack the business codes. It is only and only
people that spurs the organization. Technological advancement cannot produce
quality products. This trilogy of recruitment, selection and placement are the most
significant factors in the swift run of an organization a very huge and immense
responsibility rest on managers and executives in the shape of selection and
recruitment of a right choice. In this connection, a list of responsible behavior can
cause an organizational disruption. Corporate can only be successful if there is right
selection which may lead an organization from lame duck to a phenomenon. The
success of an organization depends on recruitment, selection and placement. The
irony in Pakistani business organization is that it could not inculcate and develop
the culture and climate of transparent recruitment, selection and placement
procedures even in the multinational organizations. One reason is obvious that the
government’s frequent interference by imposing unnecessary state laws and judicial
decisions time to time. It has been creating hindrances and obstacles in way of

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promoting sound and transparent selection and recruitment policy. The quality of an
organization depends on the quality of manpower. So long the people are not
inducted a quality one, this is impossible to build an image of the organization. If it
fails to build the image of an organization, it will not gain the recognition among the
consumers. Therefore it is important for the organization to give much emphasis on
its recruitment and selection policies and procedures, so that it would enable them to
attract quality people who play significant role in the development and attainment of
the objectives of the organization. Shell is steadfast to the ongoing training and
development of all staff that are buoyant to maximize learning opportunities that
will add to their skill situate throughout their career. They are very serious,
however, about investing in both professional and personal development. Shell idea
is to equip employees with up-to-date skills relevant to the energy industry and
others competencies which will serve well, even if path lead to another employer.
They have a time-honored aim which inculcates that employees be well appointed
with a tailored mixture of on-and -off training programs, this mixture will be
resolute together with line manager and support for both in making these decisions
is available via training and development groups. So, from the launch, early
development with Shell will be self-managed to a degree with some business areas,
notably engineering for oil and gas exploration, also providing intensive induction
programs. This provides a great opportunity to integrate into Shell's worldwide
business and neighborhood. In terms of moving to new roles in early career, timing
will depend on technical or professional area. However, with guidance from line
manager, encouraged to actively influence this process by applying for relevant
positions posted on global intranet system. Shell is a meritocracy and new roles or
promotion will be dictated by performance and competence. Regularly open
discussions and appraisals with line manager will gyrate around progress to target
areas of improvement and new challenges. En route for progress and build up
proficiency level within each key post challenge. Shell run far-reaching assortment
of training option and programs offered locally and internationally. Shell provides
opportunities for employees to gain experience outside a specific area of expertise.
Their objective is to give employees a range of experiences, which will broaden
personal and professional abilities. In time, the job experience and training gain all
the way through the career development will facilitate them to become key players
in managing strategies and influencing future business direction and organizational
change. Ultimately employee’s rapid career progress in Shell depends on job
performance and the available opportunities. The diverse background of Shell
employees makes Shell a motivating chairs to work in. They set up sensation deceit
in pulling together teams of people with different perspectives and different ways of
approaching problems, people. Who nevertheless share a set of core values about
how to deliver results today that will endure tomorrow? At Shell employees are
very serious about responsibility for developing people. They help people realize
their potential and fulfill their ambition by ration them outline their own, individual
career path. From cross-business assignments to structured learning courses, they
provide the gear required for their people to develop top-notch analytical leadership,
management and relationship-building skills. They deal with a broad range of issue
cutting athwart special levels of management. Their people get birds-eye- view into
the challenges and responsibilities of senior executives. Shell's core ideals are
honesty, integrity and respect for people. Shell is at the spirit of the energy and

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petrochemical business and one of the world's mainly successful organizations.
Shell devoted to attract, train, develop and reward world-class people for this truly
world-class business graduates. Shell gets a taste for the internship and training
programs. Shell has a range of technical, administrative and sales/support roles
available. Successful financial performance is vital for sustainable future and
contributes to the prosperity of society. Shell employ recognized measures to judge
profitability. They stalk to achieve robust profitability by reducing outlay,
improving margins, increasing returns and managing working resources effectively
and this is only because of their performance appraisal system. Shell seeks a high
standard of performance and aim to keep up a long- term position in its competitive
environment. Shell value the human rights of its employees to provide its
employees with good and protected conditions of work, excellent and competitive
stipulations, conditions of service to uphold the development, best use of human
talent, equal opportunity employment to encourage the involvement of employees in
the planning, the direction of its work and in the application of these principles
within the company. It is recognized that commercial achievement depends on the
full vow of all employees. Shell is steady with its commitment to furnish to
sustainable development. Shell has an orderly approach to health, safety and
environmental management in order to achieve continuous performance
improvement where individuals yearning to slot in activities in the community
including station for vote to civic workplace. They will be known the opportunity to
do so where this is appropriate in the beam of local state of affairs. Performance
appraisal is an intensive exercise in observation and judgment. Over the last few
years, it has been regarded as most crucial and deciding factor in HRM so much so
that organizational managers and executive take advantage of this very resource
although some HR managers maintain that formal appraisal of performance almost
never deliver all of their intended purposes. The ultimate purpose for appraisal is to
ameliorate and sustain the utmost effectiveness of an organization by meeting or
exceeding customer’s genuine requirements. To finish different organizations adopt
multiple approaches to increase the effectiveness of a firm. Shell respect the human
rights of its employees, to provide its employees with good and safe conditions of
work, and good and competitive terms and conditions of service, to promote the
development and best use of human talent and equal opportunity employment, and
to encourage the involvement of employees in the planning and the direction of its
work, and in the application of these principles within the company. It is recognized
that commercial success depends on the full commitment of all employees. Shell
has a systemic approach to diversity management addressing each of the elements
of the group diversity framework actively supports attraction, development,
retention and promotion of diverse talent, promotes a workplace free from all forms
of harassment and discrimination, establishes annual diversity plans, goals and
targets for improvement, measures, appraises and reports business performance,
includes diversity performance in the appraisal and development plans of leaders
and staff, provides safe and effective ways for employees to report observed
behavioral inconsistencies with this policy. Shell success depends on the quality of
their people. Creating an environment that elicits the very best from their employees
is fundamental to success. Therefore, in Shell employees are committed to manage
diversity as a critical business activity, value the broad range of cultural and
personal differences which exists in companies, respect each employee's need to

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balance work and personal demands, provide fair opportunity for everyone to
compete through well-understood and consistently applied employment and
performance standards, and management systems, provide a means for employees to
share personal support, learning, self-development, and communication, including
networks, demonstrate respect and fairness in interactions with external
stakeholders consistent with business principles, continuous improvement through
reference to best practice, promote a culture in which all Shell employees,
contractors, and joint ventures share these commitments shell promotes a workplace
free from all forms of harassment and discrimination, establishes annual diversity
plans, goals and targets for improvement, measures, appraises and reports business
performance, includes diversity performance in the appraisal and development plans
of leaders and staff, provides safe and effective ways for employees to report
observed behavioral inconsistencies with this policy.

185
* Pakistan State Oils

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On 1st January 1974 federal government took over the management of
PNO (Pakistan National Oil) and DPL (Dawood Petroleum Limited),
renamed into POCL (Premier Oil Company Limited) under marketing of
Petroleum Products (Federal Control) Act, 1974. While on 3rd June
Government incorporates "Petroleum Storage Development Corporation"
PSDC and on 23rd August 1976, name of PSDC was changed to State Oil
Company Limited (SOCL). On 30th December 1976, Government merged
PNO and POCL into SOCL (State Oil Company Limited) and named it as
Pakistan State Oil Company Limited (PSO). The vision of PSO is to
outstrip in other delivering value to their much-respected customers as an
innovative and dynamic energy giant of Pakistan. The committee
perseverance of PSO in energy font market through competitive advantage
in providing the highest quality petroleum products and services to
customers based on professionally trained, high quality, motivated
workforce, working as a team in environment which puts on the pedestal
its creative employee and creatively provides for personal growth and
development. Their prime focus is to have lowest cost operations and
assured access to long-term and cost effective supply. They also aim to get
sustained growth in earnings in real terms and in highly ethical, safe
environment by friendly and socially responsible business practices. The
endeavor has been made to promote LPG as a preferred, economical and
environment friendly fuel for the average populace by providing unabated
supplies to the fuel deficient households’ at the most affordable prices. In
this regard PSO ‘s sense of professionalism lies in the fact that it attach
highest priority to the preservation of country's scarce green resources and
manifest them in business strategy by making LPG available across
national terrains at all times through a network of credible business agents
representing them in all corners of the country. All the valued recipients are
entertained in due manner with complete assurance of right quantity. PSO
is fully believed to be the most dependable supplier of LPG in the country.
They have a team of well-qualified professionals, who are dedicated to
achieve the tasks assigned to them most efficiently. Their people are their
treasure. They have a customer-focused approach to decision making. They
attach credence to accomplish task and encourage empowering their team
to take timely decisions. Together, they work team up to competitive their
goals. The Industrial Consumer Department provides top-notch services to
its industrial customers throughout Pakistan. They ensure quality product
extended in the most manners to gratify high esteemed customer.
Comprising of 7 divisions all over Pakistan no part of a country is immune
and IC department encompassing sales and marketing of POL products to
almost every single industry however remote it is. PSO, having the largest
storage and handling ability, companies with relevant laws and regulations
that ensure required health, safety and environment Standards and
procedures developed and established. PSO ensure all its activities are
carried out in accordance with company's health, safety and environment
standards and procedures. They fix demanding targets and measure
progress to ensure continuous improvement in health, safety and
environment performance. Safety measures are forte of PSO employee

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with prevention from occupational hazards. None is itself to exercise
health, safety and environment training/information to employees,
contractors and others who work with the company. They ensure provision
of safe working environment. Avoidance of health hazard is promoted
through awareness programmed by giving due recognition to performance
in the area of health, safety and environment. Their main products are
Motor Gasoline, Kerosene, High Speed Diesel, Light Diesel Oil, Furnace
Oil and Lubricants. It encompasses all the industrial segments of Pakistan.
Major customers are catered to either through contract, tender or their
long-term business relationships with them. OGDC, NLC, Pakistan Steel
Mills, KMC, KWSB, Gatron, Rupali Group and Engro Chemicals are to
name only a few in a series of PSO customers. Pakistan Steel Mills is one
of the most sought customers in Pakistan. Having business of Pakistan
Steel Mills not only adds prestige to that particular OMC, but also
significantly improves OMC's market share and overall standing. Pakistan
Steel Mills is the largest POL consuming manufacturing facility in
Pakistan. After long and intense series of negotiations, they have gained
considerable business of Pakistan Steel Mills. The training and
development are ongoing process of improvement designed to bring about
a change in the attitude of employees with respect to the assigned job.
Apart from these motives, they are to make responsibility conscious and
effective performer. Therefore, all training is planned and coordinated in a
systematic manner by the company in terms of identifying the needs and
skills required in the company. In simple terms, practical application
overtakes classroom rote reaching methodology. The growth of the
employees is not only a short term vision of enhancing input through skill
based training, but also an effort for long term development of employees
by education and planned management development inputs. The scope of
training is spread to the following types of training and development
programs adopted by the company. Newly inducted employees are given a
short orientation course to familiarize them with the company and its
organizational functions, activities, policies, procedures and programs.
This sort of training program must be arranged on individual basis or group
classroom training, depending on number of participants available. The
duration and contents of the course is determined to meet the needs of
individual concerned in consultation with respective departmental heads.
Depending on the type of the job, newly hired employees assigned new
fields of activities on the job training for a period ranging from one weak
to four weeks as may be deemed necessary. Owing to the rapid change in
technology, methodology and process, innovative and creative job
knowledge is a coordinal part of everyone’s responsibility in position. It is
the desire of the organization to inculcate proficiency in employees to
make them reach highest watermarks. In order to have a balanced
approach to all around development of management employees,
appropriate emphasis is also to be laid on the development of supervisory
and management skills in the employees, and selected employees
participate in formal classrooms, courses/workshops, mostly conducted by
outside consultancies or in house courses organized by the training and

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organizational development. PSO resources are optimized to arrange
classroom courses and workshops. Where a large number of employees are
identified, who are in need of having exposure, development or
understanding of a particular subject in house training courses/workshops
are conducted. PSO administrative manpower makes suitable arrangements
for these employee oriented courses by inviting guest speaker on cushy
amount for per lecture. Besides these things, short term and long term
courses plus workshops are conducted on different disciplines and systems.
Company identifies the employees who would need the exposure, training
in the subject/topic and nominates them to attend such training
sessions/workshops. This intention is facilitated by a separate “education
refund policy”. Selected employees, after getting approval from the
company and fulfilling the required criteria, are enrolled in universities and
colleges to pursue the desired courses and degree/diplomas. PSO refunds
the expenses incurred in the due courses. In PSO, most effective process of
personnel development is job rotation where by the employees get an
opportunity to have on the job exposure/training in diversified field within
their own department or may be outside their department. Hence, the
education of the employees does not end with the start of their job at PSO.
PSO employees can continue their education and equip themselves with
more knowledge and skills, as part of the of job training. PSO recognizes
the need for self-development that is the prime responsibility of the
individual. Company encourages and provides opportunities for
development by making the available literature, job rotation, counseling,
discussion and seminars related to the job of the individual and nominating
the person for attending different courses/workshops. Education refund
program speaks volumes for the company’s intense support for the self-
development of an employee. In this connection, PSO’s performance
enhancement is also facilitated by special counseling sessions. It furnishes
an open opportunity to its cherished employees to discuss problems and to
take advantage of advice and expertise of the specialized staff of training
and organizational development (TOD). In PSO, department may send its
employee for an extended period to avail such performance enhancement
measures. A dedicated room is also available in training and organizational
development where counseling sessions are held. For acquiring specialized
skills, the company nominates management employees for training abroad,
with international training institutions of repute or such organization,
which may be having commercial affiliation, or technical collaboration
with PSO. PSO also arranges challenging internship program to provide an
opportunity to university students to gain practical work experience. This
helps company to enhance its image and to benefit from vigor and new
ideas of youth. Any employee, who is nominated to attend a training
course, whether conducted in house or arranged with an out-side agency, is
not supposed to miss the training sessions. The employee, during training
sessions, does not attend the office to carry out his normal function.
However, emergency situation entails the development head to request in
charge training and development of PSO to permit employees to quit the
official proceedings of the ongoing professional development until

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hovering emergency is overcome which is afoot. The company pays all
participants fees for training programs within the country and abroad.
Boarding, lodging and traveling expenses outside Karachi or abroad are
paid by the company, as permissible within the policy as laid down by the
company and the regulations of the State Bank of Pakistan. In PSO, each
supervisor/manager is expected to train and develop his/her subordinates in
a systematic and planned manner in order to improve their performance
and prepare them for future assignments. The workaholic superior very
carefully judges the workforce. In this connection, they fix the individual
training and development needs in coordination with the in-charge training
and development program. It depends largely on imitative of the
employees, whether he/she is prepared to improve his/her job knowledge
and performance. The company is therefore, responsible only to provide
support and opportunity to supplement employees for self-development.
The training department is responsible for providing piece of advice and
assistance to the line management in training needs, and in designing and
developing training programs based on those needs. This department is
also coordinating the overall training needs and activities of the company.
They also design, develop and coordinate supervisory/management courses
for employees. They are also evaluating various training activities in
conjunction with respective departments. In PSO, training provides an
added dimension to employees’ work and performance. The responses of
the trained employees are recorded on the evaluation sheet. This is to
determine the success of the training courses. Trained employees may be
required to sit in a test or interview, which helps company to evaluate their
learning. PSO is increasing employee development and training activities
for achieving effective results in enhancing employee’s skills and potential.
The effective management and skill development programs for HR must be
designed, especially sales training for field staff simultaneously
management and technical skills training for installations. They also keep
close liaison with universities by making presentations there to attract
better candidates and to select the deserving students on merit basis as to
enhance company’s image. The main objectives of PSO are to consolidate
the lubricants and chemicals business of the company in order to attain
maximum efficiency and productivity in order to implement modern
processes and practices combined with coordinated activities. The
company is providing jet fuel plane refueling facilities at the following
airports in Pakistan on round the clock basis e.g. Quaid-e-Azam
International Airport, Karachi, Allama Iqbal International Airport, Lahore,
Islamabad International Airport, Peshawar International Airport, Multan
Airport, Faisalabad Airport, Turbat Airport, Pasni Airport. These quality
services have given them a market share of approx. 70% volume in the
aviation industry of Pakistan. The nothing is achievable in the corporate
work unless wholehearted commitment and flat-out perseverance is
involved to the betterment of HR over the last twenty-five years. PSO is
being credited with top 25 companies’ award in the tort. All the attributes
grow with grace and sound earnings, along with all those associated with
PSO, i.e. its customers, business partners, manpower and shareholders.

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This has been the greatest asset of the company's management, able
guidance from its Board of Management (Oil), Ministry of Petroleum and
Natural Resources, and from all cadres putting in combined efforts with
commitment and excellence. Spectacular kudos goes to the legal
department totally pitched against protecting the company as a corporate
entity for safeguarding the company interest and firm position. This
avoidance of litigation and legal complexity contribute to organizations
corporate governance. Much to the success of an organization, the legal
department takes necessary calculated and effective measures to overcome
flaws and weaknesses. The Legal Department has made tremendous
success over the past few years in terms of savings, contesting the cases
and reducing the number of cases filed against the Company, introducing
systematized and methodical working, maintenance of record, ascertaining
a smooth flow of operations and improving the overall performance of the
Department. The basic and the foremost objective to modernize legal
records was achieved through computerization of the systems by updating
them and by keeping a follow-up with court cases in a more forceful and
effective manner. Besides minimizing the litigation cases against the
company, the department has been working in close collaboration with the
concerned lawyers so as to eye on all issues. Moreover, it works vigorously
to negotiate and settle various cases. To curtail the legal expenses, the
department is working on providing in-house services with regard to giving
legal opinions and vetting/drafting of various contracts/agreements and a
number of other legal issues. The legal department is also giving top
priority to the registration of leases of all the retail outlets with special
importance new vision outlets, as only a few hundreds had been registered
up till now out of 3, 800 retail outlets. Therefore, top priority is given to
the registration of leases with a view to ensure their contractual rights
under the law. Special teams have been formulated for the purpose of
registration of leases. As a result of the efforts by the legal department, a
total number of 529 leases have been registered till date, whereas only 137
leases were registered in the year 2000. The number of total leases
registered in the year 2001-2002 was 311 as compared to the increased
number of registered leases in the year 2002-2003 which is 529, which
clearly shows an increase of 70% in the FY 03. To the remarkable
achievement of PSO’s legal department is added a marked decrease in
litigation cases in all division, what to speak of Wafaqi Mohtasib court.
This accomplishment led to a tremendous cutback of litigation expenses.
The reduction in the legal expenses has been worthy of note since, the
expenses have been cut down from a devastating amount of over Rs.45.6
millions in the year 1999 to a minimum of approximately Rs 8.5 millions
in the FY 2003, which shows a saving of almost 81% in litigation expenses
over the past few years which in itself is a clear example of the intelligent
hard work, efficiency of the department and constant follow-up with the
concerned lawyers and the divisional managers. This remarkable
achievement has been made under the dynamic leadership, valuable
guidance, supervision and counseling of HR. To further reduce and cut
down the litigation expenses to bear minimum level, the legal department

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has set up certain performance targets for the future year, which it has also
maintained in the past by reducing both the litigation expenses and the
litigation cases against the company in future to the minimum possible
ratio. This would further build up and maintain the high image of the
company in the local as well
as the international market. Thus, the department is constantly working
towards
systemization of all the relevant data/record/information available with it
in order to make the same more structured, systemized and accessible at all
times. The retail construction department has been responsible for the
development of new vision retail and consumer outlets throughout Pakistan
since the inception of the new vision program in 1999. During the past 4
years, PSO has completed a total number of 713 NVROs and another 200
outlets will be developed during the current fiscal year. Outlets are
constructed on fast track basis with some outlets completing within 30
days. One outlet was completed in 15 days-an industry records in Pakistan.
Being a national oil company, all the design work has been done in-house
or by local consultants. A team of professional engineers handles the
construction and signage work. The signage work in particular has been
largely done by using indigenous materials, and installed by local
contractors. Mega Logo signs at the outlet and mega billboards have
helped the company in enhancing brand equity. Of lately, a station
completed at Lahore was equipped with hanging type of dispensing units
to effectively utilize space and to introduce a new concept, first time in
Pakistan. The purpose of it is to furnish better and more efficient service to
the customer. Along with this novelty, Auto Car Wash Plant was also set up
to provide hand free car wash service to the customers. Retail facilities
department has always played a vital role in promoting company’s image
through better up keep of retail outlets- especially new vision retail outlets
(NVROs). It also makes significant contributions in companies strive to
gain market share by means of reduced forecast downtime. The
management has devised a strategy and implemented it successfully
through well-defined systems and procedures. "Service by Sale" has been a
main constituent of their maintenance program, which ensured better
maintenance services for Retail outlets, contributing better fuel sales
thereby securing higher returns on investments. Furthermore, it has
generated healthy competition among dealers to perform better than the
others in order to qualify for maintenance program. For their maintenance
contracts that are all outsourced, they have achieved 95% efficiency in
complaint rectification through effective planning and controls in the field
therefore, it has significantly contributed to increase in retail fuel sales.
Moreover, better upkeep of NVRO's has been achieved by employing more
professionally trained contractors for signage cleaning and general
maintenance. Apart from these successes, PSO is considered as a success
story in case study in Pakistan with no exception of the most sought out
sources of corporate advice and guidance in country. As often as not,
PSO’s corporate planning is being feverishly emulated by several major
business enterprises. Based on its corporate excellence, PSO ranks among

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top global companies by way of its membership of the World Economic
Forum. Qualification for the Forum's membership, based on stringent and
forward looking criteria, is a unique distinction for PSO as a Pakistani
company. This unprecedented level of corporate accomplishment and such
a high international ranking, achieved by a Pakistani company is a product
of professional teamwork and eminent corporate leadership. Nevertheless,
the story of PSO' s global renaissance would be incomplete without due
recognition and acknowledgement of the dedicated and professional
support of a very high caliber, provided by the newly established Corporate
Planning department (CP) of PSO, based on world-class qualifications and
high-level international exposure of CP team. The legendary rise of PSO to
global horizon, duly decorated by global recognition of corporate
excellence, involved dedicated hard work of highest professional standard
in the broad areas. PSO has a unique distinction of developing and putting
in place such systems through in-house teamwork. Corporate planning
played a key role in this regard. The in-house systems development
enabled PSO professionals to internalize the systems for effective
implementation. Today, PSO's planning and management structure is
highly regarded. In addition to formulating PSO's first ever-corporate plan
in line with best business practices, corporate planning assisted all the
departments of PSO in developing their plans. Currently every department
of PSO, particularly each business unit, has a robust business plan.
Corporate planning works as a capstone on PSO's transformation
initiatives. This tracks success from corporate policies and management
behavior through employee attitude to customer satisfaction and financial
performance. In PSO every employee exercises personal responsibility in
preventing harm to themselves, to others and to the environment. They
provide appropriate health, safety and environment training/information to
all employees, contractors and others who work with the company. They
ensure provision of safe working environment. They promote awareness
and give due recognition to performance in the area of health, safety and
environment. The training and development are a continuous process
designed to bring about a change in the attitude of employees with respect
to the job they are doing, the people around them, the new procedures, the
new techniques and skills they can use. It is also to make them more
conscious of their responsibilities and how to perform them effectively.
Business encourages and provides opportunities for development by
making the available literature, job rotation, counseling, discussion and
seminars related to the job of the individual and nominating the person for
attending different courses/workshops. Education refund program is an
evidence of the company’s support for the self-development of an
employee. PSO’s performance enhancement is also facilitated by special
counseling sessions. It provides an opportunity to employees to discuss
problem and to take advantage of advice and expertise of the specialized
staff of TOD. In PSO department may send their employee for an
extended period to avail such performance enhancement measures. The
PSO is a prominent petroleum company and received its prominence in the
national market in Pakistan. It also plays very significant role in the state

193
economy. PSO has a full-fledged HR department and for creating its better
efficiency and effectiveness among its manpower, this organization is also
adopting HR philosophy. In PSO jobs are analyzed, described, specified,
and lastly evaluated according the procedures and techniques in innovative
manner. They have a strong HRM department that is responsible to
manage the activities of job analysis an accurate and exact analysis that is
the demand of the time. The organization is responsible to describe job to
newly recruited employees or transferred employees from one department
to another or from junior to senior post through a well-developed
description system. Their employees are evaluated with bird’s eye. The
jobs, working procedures, methods and techniques are redesigned with
innovative ideas. Higher authorities via ACR forms evaluate performance
of employees once a year. the PSO have a balanced approach for progress
of management employees and appropriate emphasis is also laid on the
development of supervisory and management skills in the employees while
selected employees participate in formal classrooms, courses/workshops,
mostly conducted by outside consultancies or the in house courses
organized by the training and organizational development. PSO resources
are utilized for arranging the classroom courses/workshops. Whereby a
large number of employees are branded who are in need of having
exposure, development or understanding of a particular subject in house
training courses/ workshops is conducted. This rationale is facilitated by a
separate education refund policy for selected employees, after getting
approval from the company and fulfilling the required criteria are enrolled
in universities and colleges to pursue the desired courses and degree/
diplomas. PSO refund the expenses incurred in the outstanding courses. In
PSO most effective process of personnel development is job rotation where
by the employees get an opportunity to have job exposure in diversified
field within own department or may be outside his department. PSO
recognizing the need for self-development is the prime responsibility of the
human being. Business encourage and provide opportunity for
development by building the available literature, job rotation, counseling,
discussion and seminars related to the job of the individual and nominating
the person for attending different courses/workshops. Education refund
program is an evidence of the company’s support for the self-development
of an employee. PSO’s performance enhancement is also facilitated by
particular counseling sessions. It provides an opportunity to employees to
argue problem and to take advantage of counsel and expertise of the
dedicated staff. In this regard the researcher has unearthed that the most
important objectives of PSO is to fuse the lubricants and chemicals selling
of the business in order to get maximum competence and output. In the
direction of, implementation of modern processes and practices combined
with coordinated activities. The researcher has elaborated the business
objective is to provide unfailing, timely and safe service to all esteemed
customers. Every year PSO is sending two employees to France for
training, which keeps them abreast with the technological development in
the industry. The training and development is a continual process in PSO,
designed to fetch vary in the outlook of employees with reverence to the

194
job they are doing, the people around them, the new procedures, the new
techniques and skills they can use. It is also to craft them more cognizant
of their responsibilities and how to perform them efficiently. Therefore all
training is planned and coordinated in a systematic mode by the company
in terms of identifying the needs and skills required in the company. The
training and skill development pains are not confined to a formal
classroom itinerary but broaden in all directions, hence, helping to improve
the productivity of employees by imparting useful knowledge and training
in the areas, which are neglected, and to add up to most of their strengths.
The growth of the employees is not only a short term hallucination of
enhancing input through skill based training but also an endeavor for long
term development of employees by education and planned management
development inputs. The span of training is spread as training and
development program adopted by the company. Newly induct employees
are given a short orientation track done to familiarize them with the
company, organizational functions, activities, policies, procedures and
programs. This type of training program mat is arranged on individual
basis or group classroom training, depending on number of participants
available. The length and contents of the course is determined to meet up
the needs of individual concerned in consultation with own departmental
heads. Depending on the type of the job, newly hire employees, as well as
promotes assigned to fresh fields of activities, are given on the job training
for a period ranging from one week to four weeks as may be deem crucial.
In view of the fact that technology, methodology, process are changing at a
hasty speed, it is urgent that employees should learn new skills and
techniques through specialized and technical courses that the employees
can attain at high level of proficiency. in order to have a balanced approach
to all around development of management employees, appropriate
emphasis is also laid on the development of supervisory and management
skills in the employees and selected employees participate in formal
classrooms, courses/workshops, mostly conducted by outside consultancies
or the in house courses organized by the TOD. PSO resources are utilized
for arranging the classroom courses/workshops. The PSO employees
facilitate these sessions or guest speakers may also be invited in short term
and long-term training courses/workshops on different subjects.
Organization identifies the employees who would need the exposure,
training in the subject/topic and nominate them to attend such training
sessions/workshops. On these grounds employees are facilitated by a
separate education refund policy for selected employees, after getting
support from the organization and gratifying the required criteria they are
enrolled in universities and colleges to track the desired courses and
degree/diplomas. PSO refund the everyday expenditure incur in the
appropriate course. In PSO most effective process of personnel
development is job rotation where by the employees get an opportunity to
have on the job exposure/training in diversified field within his own
department or may be outside his department. Hence, the education of the
employees does not end with the start of their job at PSO. PSO employees
can continue their education and equip themselves with more knowledge

195
and skills as part of the off the job training. PSO recognize the need of self-
development. Organization encourages and provides opportunities for
development by making the available literature, job rotation, counseling,
discussion and seminars related to the job of the individual and nominating
the person for attending different courses/workshops. PSO performance
enhancement is also facilitated by particular analysis session. It provides
an opportunity to employees to discuss problem and to take advantage of
advice and know-how of the organization. Any employee who is chosen to
attend a training course whether conducted in house or arranged with an
out-side agency is not supposed to fail to see the training sessions. The
employee during training sessions does not attend the office to carry out
his normal task. However in case of unconditional emergency, the
department head may ask for the in charge training and development of
PSO to allow the employees to leave the training session and attend the
office. After attending the emergency work, the employee goes back to
resume the training session which is in progress. The company pays all
participants fees for training programs within the nation state and overseas.
Plank, freight and nomadic expenses outside Karachi or abroad is paid by
the company as permissible within the policy as laid down by the company
and the convention of the state bank of Pakistan. In PSO each
supervisor/managers expected to train and develop his/her subordinates in
a systematic and planned manner in order to progress their performance
and prepare them for future assignments. The supervisors are very
carefully critic the potential of the people working for them. In the light of
this, they determine their individual training and development needs,
recommend feat for coordination with the in arraign of training and
development. It depends on behalf of clichéd employees whether he/she is
prepared to improve his/her job knowledge and performance. The
organization is therefore, responsible only to offer support and opportunity
to supplement employees for self-development. The training department is
responsible for providing advices and aids the line management in training
needs and in designing and developing training programs base on those
desires. This department is also coordinating the overall training needs and
activities of the organization. They are designing, developing and
coordinating supervisory/management courses for employees. They are
also evaluating various training activities in concurrence with respective
departments. They are also obtaining information relating to formal
training and educational courses at various institutions within the country.
They are also preparing a formal annual training program and budget
assisting line management in conducting training programs. They are also
helping line management in the selection and training the trainers to act as
an effective facilitator. In PSO training provides an added facet to
employees’ work and performance. The responses of the trained employees
are recorded on the evaluation sheet. This is to determine the success of the
training courses. Trained employees may be required to sit in a test or
interview, which helps organization to evaluate their learning. PSO is
increasing employee development and training activities for achieving
effective result in enhancing employee skill and latent. The researcher has

196
highlighted that the effective management and skill development programs
for HR, especially sales training to identifying field staff and management
as well as technical skills training used for installations. They also remain
close contact with universities by making presentations there to attract
better candidates and selecting the deserving students on merit basis as to
augment organization’s icon. The main objectives of PSO are to
consolidate the lubricants and chemicals business of the company in array
to attain maximum efficiency and productivity. Pakistani state oil is
concerned it is dedicated to leadership in energy market through
competitive advantage in providing the highest quality petroleum products
and services to customers based on professionally trained, high quality,
motivated workforce, working as a team in an environment, which
recognizes and rewards performance, innovation and creativity and
provides personal growth and development. They have a group of well-
qualified professionals who are dedicated to achieve the tasks assigned to
them most efficiently. Their people are their strength. They have a
customer-focused approach to decision making. They believe in teamwork
to get done tasks and encourage empowering their team to take timely
decisions. The supervisors very vigilantly judge the potential of the people
working for them. They are also evaluating various guidance activities in
conjunction with respective departments. In PSO training provide an added
dimension to employees’ work and presentation. The responses of the
trained employees are record on the evaluation sheet PSO is committed to
provide a team game environment free of harassment on the basis of race,
national or ethnic origin, colour, religion and creed, age, gender, sexual
orientation, marital status, family status, disability, being in receipt of
public assistance, or pardoned conviction. This policy applies to all
employees, directors, officers, volunteers, coaches, athletes, officials, and
members of the PSO. This policy applies to harassment that may occur
during the course of all PSO business, activities, and events. It also applies
to harassment between individuals associated with the PSO but outside
PSO business, activities, and events when such harassment adversely
affects relationships within the PSO work and sport environment. The PSO
is committed to providing an amusement in work environment where all
individuals are treated with dignity and respect. Everyone has the right to
participate and work in an environment that promotes equal opportunities
and prohibits discriminatory practices. Every member of this organization
has a responsibility to not engage in, condone, or ignore harassing
behaviours. Any member who believes that another member is
experiencing harassment is encouraged to notify the appropriate authorities
as designated in this Policy. Harassment is a form of discrimination and
refers to conduct based on a prohibited ground that creates an insulting,
intimidating or humiliating environment that the perpetrator knew or ought
reasonably to have known would be unwelcome. Harassment can take
many forms. It may be verbal, physical, visual or psychological. It can
include but is not limited to: written or verbal abuse or threats; the display
of racist, sexist or other offensive material; unwelcome remarks, jokes,
comments, innuendo, or taunting about a person's looks, body, attire, age,

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intellectual ability, race, religion, gender, or sexual orientation; leering or
other suggestive, obscene gestures; condescending, paternalistic, or
patronizing behaviour which undermines self-esteem, diminishes
performance or adversely affects working conditions; practical jokes which
cause awkwardness or embarrassment, endanger a person's safety, or
negatively affect performance; unwanted physical contact, including
touching, petting, pinching, Unwelcome sexual flirtations, advances,
requests, or invitations; or physical or sexual assault (sexual or physical
assault are criminal offences and the appropriate police authorities should
be contacted). The PSO recognizes the interests of both complainant and
respondent in keeping the matter confidential, except as necessary to
investigate and resolve the situation. The PSO does not disclose to outside
parties the name of the complainant and respondent, or the circumstances
giving rise to a complaint, unless such disclosure is required for a
disciplinary or other remedial process. If the investigation reveals evidence
to support a complaint of harassment, the harasser will face appropriate
discipline. The following options, singly or in combination, may be
considered depending on the nature of the harassment: verbal apology,
written apology, letter of reprimand from the sport organization, referral to
counselling, removal of certain privileges of membership or employment,
demotion or a pay cut, temporary suspension with or without pay,
termination of employment or contract, expulsion from membership.
Compensation to the complaint will also be considered, including
reimbursement for lost wages or registration fees, transfer to a new coach
or supervisor, etc. Because false accusations can have serious
repercussions on innocent individuals, the wilful misuse of this policy may
also be grounds for disciplinary action ranging from a reprimand to
dismissal. Where the investigation does not result in a finding of
harassment, a copy of the documentation will be retained in PSO files that
are kept strictly confidential with access restricted to the following PSO
officials. Informal complaints are those complaints which are brought to
management's attention, but which are not written and do not necessarily
result in an investigation. Informal procedures are often an effective and
less costly means of dealing with less serious harassment situations. If the
alleged harasser is not named, one may offer to handle the complaint by
arranging educational sessions or the distribution of informational
materials. This could include: conducting a workshop; showing a video;
inviting a guest speaker in to make a presentation; discussing policy at a
staff meeting. A formal complaint is written and signed by the complainant.
It should contain the following information: name of complainant, home
and work addresses and phone numbers, nature of complaint, i.e. grounds
on which harassment is being claimed, alleged harasser's name, details of
complaint, i.e. description of behaviour or incidents, what was said or
done, circumstances surrounding incident and names of witnesses, Once a
formal complaint has been received, it is essential to respond in a timely
manner, i.e. within days. The alleged harasser is to be officially notified
upon being named in a harassment complaint. PSO eemployees or
members of the PSO against whom a complaint of harassment is

198
 substantiated may be disciplined, up to and including employment
dismissal or termination of membership. Retaliation against any individual
for reporting a violation of this policy will not be tolerated and will be
grounds for discipline including discharge. Equally, because false
accusations can have serious repercussions on innocent individuals, the
wilful misuse of this policy or making deliberately false accusations may
also be grounds for dismissal or termination of membership. The PSO
understands that it can be extremely difficult to come forward with a
complaint of harassment and that it can be devastating to be wrongly
convicted of harassment. The PSO recognizes the interests of both the
complainant and the respondent in keeping the matter confidential. The
PSO shall not disclose to outside parties the name of the complainant and
respondent, or the circumstances giving rise to a complaint, unless such
disclosure is required for disciplinary or other remedial measures.

* National Bank of Pakistan

The bank is an institution or a business house in money and credit. Today, banks are
classified as borrowing funds from the surplus units and lending to the units who
need credit. Powerful economic development of country stems from the efficient
service of banks. The bases of an economy e.g. industry, trade, commerce,
agriculture and many other are conditional upon banks. Economic development and
prosperity of a country are connected with the development of good banking
system. Commercial banks are companies that transact the business of banking in
Pakistan. The nationalization of banks in Pakistan since January 1, 1974, started a
new era of development and progress. Commercial banking has made a tremendous
progress. Privatization is the product of 1980s. Pakistan has a well-developed
banking system that consists of a wide variety of institutions ranging from
commercial banks to specialized agencies to cater for special requirements of
specific sectors. The National bank of Pakistan as a commercial bank and transacts
all types of banking business. The head office of the bank is at Karachi. It is the
paramount business partner for the Government of Pakistan with special emphasis
on fostering Pakistan’s economic growth through aggressive and balanced lending
policies. Its technologically oriented products and services are offered through its
large network of branches locally, internationally and representative offices.
National Bank of Pakistan is gearing up to the challenges faced by the domestic
banking industry due to innovations and advances in the international banking
world, which is the consequence of globalization. Socio-economic growth
punctuated with societal progress is panache of NBP serving for more than half
century. It is a success story of delivery, execution, service, trust, honesty and
commitment. NBP is the first bank in the country, which has institutionalized
compliance culture. It has introduced corporate governance within the
organizational hierarchy of NBP. It has initiated relationship mechanism. There is
policy paradigm shift in job specialization due to combined efforts from top to
bottom, advanced managerial skills, latest management techniques, transparent
policies of transfer and promotion and above all nation's trust and bank's
commitment to provide service with a human face. NBP has already shifted the
focus from conventional ways of management styles to modern ways/techniques of

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risk, quality, crisis, financial, cash, treasury, and personnel managements. More
focus has been given to research, marketing and strategic managements. It also uses
participatory management techniques to enhance the feelings of trustfulness and
appreciation among the employees of the bank. It enjoys comprehensive mechanism
(training and development programs, seminars and workshops) to educate its
employees to easily meet with all the emerging challenges and trends at the dawn of
globalization of finances and economies. NBP is managing change by introducing
NBP ATM, NBP Demand Drafts, The SWIFT system (Society for Worldwide Inter
bank Financial Telecommunication), NBP Letters of Credit, and Home
Remittances. The zero tariffs in NBP are providing home remittance. They have
standardized working hours and providing lunch time facilities and managing
change by introducing information technology in organization and managing
change in organizational policies, procedures, in working with new innovative ideas
acceptable bye everyone. The NBP is the pre-eminent financial institution in
Pakistan and achieve market recognition both in the quality and delivery of service
as well as the range of product offering. NBP is gearing up to the challenges faced
by the domestic banking industry due to innovations and advances in the
international banking world, which is the consequence of globalization. The NBP is
recognized in the market place by institutionalizing a merit, performance culture,
creating a powerful brand identity, achieving top-tier financial performance,
adopting and living out. NBP is an innovative, creative and dynamic institution
responding to the changing needs of the internal and external environment. It has
introduced the job analysis, job description, job specification and job evaluation
techniques to perk up human resources performance and make them more
productive in providing services in their organizations. The performance of
employees evaluated in a year via ACR forms. Advertisements are displayed on net
and in newspapers. Internship trainings are offered each year in NBP to those who
are interested. The NBP maintains its position as Pakistan’s premier bank with a
network of over 1100 branches locally, 15 overseas branches, one subsidiary at
Kazakhstan and four representative offices at Tashkent (Uzbekistan), Baku
(Azerbaijan), Beijing (China) and Chicago (USA). NBP also have a joint venture
with UBL at U.K., with the name of Pakistan International Bank (UK) Ltd., with
seven branches at main branch, London, Manchester branch, Glasgow branch,
Bradford branch, Sheffield branch, Birmingham branch and Knightsbridge branch
(London). The bank at present has over 15,000 employees worldwide. NBP has
started an ambitious change management program (CMP) to further coach its
employees to meet the challenges of present day requirements. NBP always
publicize their openings through well-known newspapers and after getting
applications, pick out the applicant according to the job necessities and than
organize written test and interview agenda for supreme assortment and appointment
at required place according to their competence. NBP propose excellent working
conditions, job satisfaction, superior leadership and supportive environment for
growth. NBP is looking for recruiting personnel as team players with excellent
interpersonal skills, Knowledge, use of information technology, Strong analytical
and problem solving skills, Excellent written and verbal communication skills in
English. NBP maintain its position as Pakistan’s premier bank with a revolutionize
management program to further educate its employees to meet up the challenges of
nearby sunlight hours rations. Training and development are the core issues of HR,

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which will in due course get better customer service and helps to manage the
standard of a progressive bank through training of new staff. Besides a competitive
financial package, NBP offer excellent working conditions, job satisfaction and
superior leadership

* Eastern Federal Union (Life)

EFU rapidly established itself as a progressive and innovative insurer. It gave the
emerging insurance industry the leadership, the manpower and the drive needed to
grow in a situation where simultaneously foreign companies held three-fourths of
insurance. In 1961 EFU had become the flag bearer of Pakistan's insurance industry
on the world stage, and the largest life company in Afro-Asian countries excluding
Japan. It remained so until 1972 when Life Insurance in Pakistan was nationalized.
From this time onwards EFU operated solely as a General Insurance Company. In
1990s EFU General became a Billion Rupee Company. In 1992, the Life insurance
industry was opened to the private sector and EFU Life was born in 1992, and then
became the largest private sector company in Pakistan. In 1998, EFU Life became
the first Pakistani Insurance Company to be certified according to the
internationally recognized ISO 9002 quality system standard. In 2000 Pakistan's
first health insurance company Allianz EFU was established as a joint venture with
Allianz AG of Germany, the largest insurance company in the world. EFU Life is
the largest private sector Life Insurance Company in Pakistan. EFU is not just a
business. The EFU Insurance is also riddled with seriously enormous discrepancies.
So, the people are not well aware of the benefits of insurance which result loss to
the corporation. Some policies do not match the income level of rural population
due to their poor financial condition. And in the beginning, the agents of insurance
are keener to sell their policies but they do not remain in touch with the
policyholders afterwards. EFU made its business of selling policies through
personal selling or person to person communication and agents of EFU were not
fully trained and equipped with such skills that could persuade people for
purchasing policies. The corporation has not an effective compensation package to
its personnel, which can affect the overall performance of the corporation. EFU Life
continued to consolidate its position in both the group and individual life markets,
and emerged as a clear leader amongst the private sector life insurance companies.
Premiums underwritten amounted to Rs. 145 million representing 700 policies and
over 300,000 insured lives. Individual life business registered an increase of about
44 per cent during the year, with new annual premiums written during 1998
amounting to Rs 77 million. The company continues to carry out an annual actuarial
valuation and sets up full actuarial reserves at the end of each year. They redesign
their work processes and procedures and activities by introduction of IT in their
organization. They are using strong and acceptable job analysis before
advertisement. The job description is done after hiring the employee while job
specification and job evaluation is done in their organization according to the
requirements of the organization for the better running of the organization and to get
enthusiastically motivated workforce and jobs are advertised in newspapers and
employees performance is evaluated through ACR forms in a year. One of the
factors responsible for low level of business in life insurance segment is that
majority of the population is neither insured nor conscious of the benefits of such

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cover. In EFU recruitment, selection and placement is a nucleus tool to make the
people efficient and effective and productive for the organization. In the
recruitment, selection and placement, concept of change management is used to hire
the sky-scraping caliber people for the organization. In EFU training and
development is a core tool to make the people efficient and effective and productive
for the organization. They have split and well-built sector to educate new-fangled
sign up human resources about routine business

* Prime Commercial Bank

Prime Commercial Bank is extraordinary a proficient and prominent bank,
providing exceptional value to its customers, shareholders and employees. Prime
Bank competes in selected market niches on the underpinning of superior service,
innovation, specialized products and professionalism. Team spirit, initiative,
performance drives and customer orientation are the tactical characteristics of Prime
Bank staff and organizational culture. The Bank is committed to be a sophisticated,
prominent and professional institution, providing one window service to its
customers. The Bank visualizes itself as a full service institution catering to the
specialized needs of its niche markets. Prime Bank’s activities primarily cover the
provision of dedicated banking services to the commercial middle market segments
of the economy; however, selective focus is also given to the corporate finance
sector. Prime Bank’s operating strategy is focused on continuous improvement of
internal procedures and operating systems to ensure a better control on the quality
of its business and operations. The Bank continues to successfully maintain its
primary focus on the middle market segment of the commercial banking business.
The financial statements, prepared by the management of the Bank, present fairly its
state of affairs, the results of its operations, its cash flows and the changes in equity.
Proper books of accounts of the Bank have been maintained. Accounting policies,
except for changes disclosed in the financial statements, have been consistently
applied in preparation of financial statements and accounting estimates are based on
reasonable and prudent judgment. International Accounting Standards, as applicable
in Pakistan, have been followed in the preparation of the financial statements.
Internal audit and other such procedures are, continuously reviewing the system of
Internal Control that is in place. The Board is contented with the Bank’s ability to
continue as going concern. There has been no material departure from the best
practices of corporate governance, as detailed in the listing regulations. There are no
statutory payments on account of taxes, duties, and levies. Prime Bank is proud to
be one of the country’s leading commercial banks in the private sector, which
ensures complete security and reliability in all financial transactions. Prime Bank is
the vision of a group of Pakistani professionals with extensive domestic and
international banking and finance experience. They teamed up in 1992 with a select
group of successful and like-minded business houses in Pakistan and overseas.
Some of the foreign investors belong to a highly regarded, very sizeable and well-
diversified business group of Saudi Arabia. During the initial years, Prime Bank’s
strategy was focused on continuing improvement of internal procedures and
operating structures, to ensure a greater control over the quality of its operations.
Commercial Banking activities were initiated at the time of inception in 1992.
During 1993, corporate Banking and Financial Services were added. By 1996,

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Prime Bank’s countrywide network of seventeen Branches was in place and
Consumer Banking activities were accordingly launched. Total assets of Prime bank
during the period from June 1992 to September 2000 grew. After ten years of well-
controlled and successful operations, the Bank is now moving forward rapidly to be
at the cutting edge of financial services combining highly efficient delivery systems
with continuous product innovation. Therefore, development of superior Human
Skills and the latest Information Technology platform are the cornerstones of Prime
Bank’s overall strategy to be in the exclusive club of winning banks of the future.
Prime Bank’s operating strategy is focused on continuous improvement of internal
procedures and operating systems to ensure a better control on the quality of its
business and operations. Prime Bank’s strategy is focused on continuing
improvement of internal procedures and operating structures, to ensure a greater
control over the quality of its operations. The bank is now poised to move forward
rapidly to be at the cutting edge of financial services combining highly efficient
delivery systems with continuous product innovation. Therefore, development of
superior human skills, the latest information and technology platform are the
cornerstones of Prime Bank’s overall strategy to be in the exclusive club of winning
banks of the future. The Prime Commercial Banks passion is to succeed, strive for
customer integrity in all, free and open communication, promoting the specialized
needs of its niche markets. Prime Bank's activities primarily cover the provision of a
full range of banking services to the commercial middle market segments of the
country, with increasing emphasis in future on the growth of the consumer finance,
agriculture and small and medium enterprise sectors. This operating strategy of
Prime bank has been focused on continuous improvement of internal procedures
and operating systems to provide better services to its customers by ensuring
effective control on the quality of its operations. The bank strongly maintain job
description, job specification, job analysis and job evaluation in organization and
with the passage of time they redesign policies, procedures and practices according
to the organizational requirements with introducing innovative ideas to boost the
organization through strong HR team. HR committee is responsible to look after all
the training and recruiting activates of organization. They advertise the posts in
newspapers and also prefer to select from internees or walks in application. They
evaluate the employee’s performance on regular basis. The team spirit is fostering
best practices leading to good governance and creating an enabling environment for
individual performance and collective growth. The exceptional value to all
stakeholders by competing fairly in niche markets on the basis of superior service,
innovative products and highest level of professionalism needed. It must be based
on customer orientation, teamwork, creativity and operational excellence while
maintaining high ethical standards as a socially responsible corporate citizen. The
bank is committed to be a sophisticated, prominent and professional institution,
providing one window service to its customers. While the Prime since its beginning
has close more importance in technology integration. In order to hold competitive
edge, investment in technology is at all times a top agenda and below even hub.
Keeping the network within a reasonable limit, their strategy is to give out the
customers through aptitude building across multi delivery channels through trained
staff and there past performance gives a clue of their strength. They are better
placed and poised to take their customers through fast changing times and permit
them to struggle more efficiently in the market they activate. Prime advertise their

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position through well-known newspapers and after getting request, pick out the
candidate according to the post requirements and than sort out via interview for
appointment at requisite situate according to their proficiency. Prime bank limited
warmhearted about investment in technology and training. They craft their
employees competitive through providing training facilities according to the
changing demands of the marketplace to provide most excellent services to their
customers.

* Aero Asia International

The May 6th 1993 is unforgettable as an aviation landmark in the aerospace history
of Pakistan. It was a day when a private airline entered the nation's skies with the
commitment to serve the traveling public. Their home base is Quaid- e- Azam
International Airport - Karachi and Dubai's Intentional Airport. They are amongst
the International modern airports of the world and serves as gateway to Asia and
beyond. Aero Asia, a subsidiary of "Tabani group of Companies" which is an
established commercial entity by itself, started its operation from Karachi. A
skeletal team manages this from two flights per day operation back in 1993. The
airline has cruised high to become Pakistan's largest private airline with almost 404
domestic and international flights per month, catering to a rapidly expanding route
network and flying the largest fleet of aircraft among all the private airlines
operating in the country. Over the small span of time, it has grown to a largest
airline in Pakistan, as its achievements are at large indebted to its much-esteemed
travelers. Aero Asia’s number one policy is to facilitate travelers with the top-notch
service to its highly esteemed passengers around the clock. The desire to excel in
passenger service is gradually changing the face of its fleet from Russian to Western
technology aircraft. Aero Asia currently flies 3 Boeing 737-200 on its domestic and
international routes as well as the YAK-42D and BAC-111 Srs500s aircraft. It has
now acquired two more western technology aircrafts i.e. one DC-9-51 and one MD-
83. Both these aircraft have reliable Pratt and Whitney JT8D engines. The
maximum cruising speed of both the aircrafts is 850 kilometers/hour and both can
cruise above 35,000 feet. The DC-9 has 125 seats with 32-inch seat pitch, while the
MD-83 aircraft has a seating capacity of 157
economy class seats. The DC-9 will be incorporated in the fleet during the week,
while MD-83 will join the fleet in 2nd week of March 2003 In Flight Services. This
airline has a friendly and courteous crew providing cozy facilities to their
passengers. The ultimate goal of it is to make every flight enjoyable and luxuriously
easy for this purpose they have well-trained cockpit and cabin crew who is always
over ready to welcome their passengers on board. Aero Asia offers drinks, hot and
cold towel services, newspapers and special infant boxes for infants etc. the meals
on board services are gastronomically selected and offer recherché menu. Cookery
and cuisine is followed as per the passengers taste toothsomely dainty and nutritious
low calorie food with salad at dinner, food with special dessert at lunch and
continental breakfast. On other flights valued passengers are served with
refreshments collection along with beverage full of goodies, delicacies. Passengers
infant are entertained well with nonstop provision of great infant meal, which they
can take home. Besides it, several medical facilities for terminally ill, sick are on
call. Aero Asia Int'l in 1993 Commissioned an in - house reservation system, named

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"Aerores”, which ensures that all the domestic as well as international stations are
connected and have access to reservation information. Following a successful
implementation of "Aerores", further systems were developed that automated sales
and refunds, check-in, payroll, catering and flight logs, general ledger and cargo
features. The state of the art techniques by Aero Asia’s IT professionals are being
intensely applied to further improve and re engineer the current system. They have
developed a totally a new window based reservation and accounting system
TABRIS (Tabani Reservation Integrated System) which had been operational from
the mid of the year 2000. At the turn of the century, Aero Asia’s reservation system
and flight operation system are completely Y2K compliant. All state of the art
systems have experimented by IT professionals to ensure maximum performance
and life hazard free safety. In Aero Asia Int’l, cargo services and courier services
are launched with the name of Aero Express. Well-appointed unit was started with
professional staff and proper infrastructure and is still providing an effective
operation. Aero Asia Int’l runs exquisitely cargo services on its International as well
as domestic flights in collaboration with several major foreign airlines through
interline cargo agreements e.g. the airlines as Emirates Airline, Gulf Air, KLM-
Royal Dutch, Qatar Airways, Oman Air, Saudi Arabian Airlines and Singapore
Airlines. It is the only Private Airline of Pakistan which has established its own
flight kitchen providing hot meals, snacks and refreshment on International as well
as domestic routes. Flight kitchen does a power of good by cooking out 4000 meals
daily with the help of its trained, skilled staff. All necessary pro-life public safety
measures are strictly followed to maintain the ultra hygienic condition of food. Still
proper achievement of customer’s satisfaction is sought around the clock to furnish
standardized services to befriended customers. Aero Asia leaves no stone unturned
to further improve and upgrade its food menu served to passenger on its fast
expending network. In this connection, aero Asia has signed an agreement with
Swiss firm. The researcher bring into being that Aero Asia provides quality and
fresh in-flight food services to the International passengers. Aero Asia International
has special catering arrangements with reputable catering houses at various stations.
Selection of menu is based on passengers’ tastes and preferences. These reputable
catering houses include travel and tourism. Besides these matchless distinctions, the
airline has largest tour operator in Pakistan arranging local and foreign tour in
Pakistan. Travel and tourism package includes boarding and lodging, tour guide
services etc. Aero Asia also arranges a number of tourist charters especially from
Central Asian States to Pakistan and UAE. Venus Aviation, a sister traveling agency
of Aero Asia Int’l, was established in June 1997, registered and licensed by
Government of Pakistan. With modern travel agency set up, Venus Aviation is a
stockholder of almost all International airlines operating in the region. Aero Asia
Int’l offers chartered flights for various countries for pilgrimage and religious
festivals. The research has also decoded that in recent years, the airline has also
operated chartered flights for United Nation peacekeeping mission, carrying
Pakistani troops to Somalia, Bosnia and Baku. No other private airline of Pakistan is
so capable of fulfilling training needs of airline business as aero Asia is doing
established in April 1994. The institutes are approved from C.A.A Govt. of
Pakistan. This airline is also focusing on the future demand to equip manpower with
modern technology and knowledge. They are endeavoring to induct have the
experienced and professional team. The researcher has found that for this purpose

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Aero Asia training institute designs courses for cabin crew, cock pit crew,
engineers, flight operation personnel, marketing and sales people and airport service
department. In this regard, Aero Asia Int’l has another feather in its aviation cap as
it has brought in an apprenticeship and trainee engineer scheme. Technicians and
engineers have been trained to take over all maintenance activities in the near
future. The researcher has decrypted that today; teams of more than 90 engineers are
working diligently to make the operation non-stop, safe and regular. In only 7 years,
31 trainee engineers and technicians have been awarded certification with the
approval of Civil Aviation Authority of Pakistan Aero Asia is another airline
operating in Pakistan known as the largest tour operators in Pakistan, organizing
Local and foreign packages for tourists in Pakistan. The travel and tourism package
includes boarding and lodging, tour guides and other related services. They also
arrange several tourist deals for Central Asian states to Pakistan and UAE. Aero
Asia offers chartered flights for various countries for pilgrimage and religious
festivals. In recent years, the airline has also operated chartered flights for United
Nation peacekeeping mission, carrying Pakistani troops to Somalia, Bosnia and
Baku. The researcher has observed that Night saver flights offer the dual advantages
of convenience and value. Aero Asia is announced jobs along with description on
net and resume can be submitted via net by visiting pages for new job postings
executive secretary, manager cargo, divisional manager, flight operations, general
manager passengers services, general manager sales,. Job evaluation of employees
is ended through ACR once a year. They don’t have specific training department for
their HR and on the job training is mostly given to their employees. But they have
strong training programs for their pilot, aero plane staff like cargo and hostesses etc.
Aero Asia Int’l is Pakistan’s first airline in the private sector all the employees have
been recruited, chosen and positioned to build the organization non-stop, safe and
regular. Aero Asia announces jobs via Net and opts for the position according to
their expertise. Aero Asia Int’l is Pakistan’s primary airline in the hush-hush sector
that has introducing an apprenticeship and trainee engineers system. Technicians
and engineers have been trained to take over all maintenance activities in the near
future. At present, a team of 90 engineers are working meticulously to make the act
non-stop, protected and customary. In only 7 years, 31 trainee engineers and
technicians have been award certification with the approval of CAA of Pakistan.
This organization doesn’t boast any unique training locale to educate executive
human resources and on the job recruits are going to get trained.

* The State Life Insurance Corporation of Pakistan

The State Life Insurance Corporation of Pakistan has successfully completed two
decades of its operations. These twenty years have been challenging and eventful.
State life has, most worthily, fulfilled its organizational mission of protecting the
future of the policyholders. The value of protection has been greatly enhanced by
returning to the policyholders or their heirs for more than it was actually received in
their form of premiums at the operational plan. The challenge of creating greater
awareness about the life insurance has been perhaps, most redoubtable task but their
efforts met with substantial success. The State Life Insurance Corporation of
Pakistan has to furnish necessary role in modern development and progress of the
country, keeping in view overwhelming future market challenges. State Life is one

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of the most financially sound organizations and the country's largest real estate
owner is a trustee of its valued policy holders. State Life will deliver its best by
undertaking investment friendly real estate projects that would provide higher
returns to the policy holders besides helping government in harnessing greater
economic self reliance and prosperity. State Life should prepare itself to face the
future challenges under a competitive era, as the private sector was being allowed to
enter the insurance business. State Life Insurance Corporation of Pakistan is the
guardian of its policyholders, funds and the responsibility lies upon its Board of
Directors to run the affairs of the Corporation. State Life Insurance Corporation of
Pakistan is engaged in the Life Insurance business and welfare of the country
through Life Insurance along with generating revenue or income of government.
This was incorporated on Nov 1st 1972 under the Life Insurance nationalization
order 1972. The principal office of the corporation is situated at Karachi. Nowadays
the State Life Insurance Corporation of Pakistan is working under “Insurance
Ordinance 2000” which is recently stated by government of Pakistan. The basic
structure of the Corporation consists of Zonal Offices in all-important towns,
Regional Offices and a Principal Office. The Zonal Offices deal exclusively with
the sales and underwriting have Life Insurance business and the policyholder's
services. State Life Insurance Corporation of Pakistan is the largest insurance
institution in Pakistan, established since 1972, with its branches in all the major
cities as well as of the country, in the Middle East and UK. It helps bring its
services to its dear customers. Their dynamic sales force of 42000 highly skilled and
thoroughly professionals is out in the field to meet individual life insurance needs.
Insurance is a growing need in a developing country like Pakistan. State Life
Insurance Corporation of Pakistan has chalked out strategies to exploit the life
insurance market by offering new and innovative products to the needs of various
income groups. It looks forward to be a corporate leader in the life insurance
business at the dawn of 21st century with a pledge to pay its due role in the
economic development of our dear motherland In SLIC the major function of the
organization is to carry out Life Insurance Business; however, it is also involved in
the other related business activities such as investment of policyholders’ fund in
government securities, stock market, real estate etc. On the commencement of the
operations, the organization took a very important step by effecting reduction up to
33% in the premiums on the past and potential Life policies for the benefit of the
policyholders. SLIC is smoothly striving towards its objective of making life
insurance available to large section of the society by extending it to common man.
They are giving two bonuses to their employees before Eid-ul-Fitr and one and half
on Eid-Qurban. With the changing environment they are making more beneficial
their employees by introducing new innovative ways that can be easily accessible
and implemented in their organizations as computerized system, centrally air
conditioned offices, best and cheap canteen system, etc The SLIC has a very
powerful impact on the national economy as it provides security. The researcher
indicates that life insurance has also a tremendous impact on social fabric of the
society. It makes the society more cohesive and it prevents widows and orphans
from being destitute and life insurance really bailed out families. When breadwinner
dies and family has no resources at this time, it is the life insurance that comes to
their rescue. Yet today a family income benefit scheme and there are thousands of
Pakistani families, seven to eight thousands, who are getting a regular monthly

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cheques from State Life because their bread winner had bought a policy and now
that family is sustained by the regular income they are getting apart from the lump
sum which was paid. This insurance also generates funds. The money is a saving.
Pakistan as a country needs to raise their level of domestic savings, which at present
is quite low. Because it is savings that raise money for infrastructure,
industrialization and all the other needs of the society. They have an actuarial
evaluation process and for the year 2000 and actuator surplus was Rs.401 crores and
97.5% of it is legally distributed to the policyholders by way of bonus. And 2.5 per
cent goes to the government as a shareholder. The corporation was financially a
very sound organization. SLIC restructuring has been taken up the previous field
structure of the corporation was devised in 1974 and was made effective from
January 01, 1975 and some features of that structure required modifications as with
the passage of time they became out of date. SLIC enjoys nearly 95 per cent of the
individual life market. It has achieved such a market share due to its monopoly for
nearly twenty years. Besides an extensive network of branches in Pakistan, SLIC
also operates in UAE, Kuwait, Saudi Arabia and UK. With the entry of private
sector life insurance companies, SLIC has redefined its strategy to maintain its
market share; these companies were never considered to be a threat to state-owned
giant. The corporation enjoys a very strong capital base, investment portfolio and
dedicated and professional field staff. It has introduced the job analysis system in
their organization, job specification and job description through their strong HR
department and job evaluation systems is introduced with the inception to make the
employees at tentative for their workings. Evaluation done on yearly basis while job
analysis before announcing any job after selection they describe the job and provide
training facilities through HR department, this is all done to make the organization
more strong and redesign work through introducing innovative ideas in organization
year after year. By and large it is known that the life assurance is to offer financial
security to convene financial losses caused by hazards. Life assurance originated
and developed to diminish the impact of these hazards by grouping together with
others and thus sharing the risk. Life Insurance is truly income insurance a new
source of income replacing the earning power of the breadwinner if unfortunately
he/she is taken away. It is in a sense, time, because it is money a person did not
have time to accumulate; an estate that will complete the plans there was not time to
finish. Life Insurance is sold not because someone may die, but because someone
must live. If people die, the contracts, which the life insurance agent has sold, are
life for the survivors. If people live, the contracts are life for their old age. While
people live, their contracts assure effective thrift and accumulation of funds and
reserves for emergencies and for opportunities. It is an unsurpassed vehicle of
savings; protection and growth that has stood the test of time and given people the
security they need to maintain financial soundness and peace of mind. The
fundamental purpose of life assurance is to provide money to meet financial losses
caused by death, disability and illnesses. However, life assurance policies may also
supply investment benefits that is, money payable on survival of the life assured
appealing than only on death. In some circumstances you can also have policies
that pay out benefits if the policyholder suffers a critical illness. There are two main
fundamentals of life assurance. These are protection-income and security for
dependents after the death of the life assured. Investment is the creation of capital
from regular savings. A life assurance produce can be made up of either or both of

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these two basics. Life assurance policies are paid for by premiums. SLIC is a
service organization that is obligated to render a humanitarian service of highest
order. Their service is intangible and therefore not acquire defy by the people who
need it, but has to be sold to them by persuasive methods. For this reason a team of
professionals known as field force that is to be deployed which generally consists of
agents and employer of agents. The agents whom in the SLIC have designated as
insurance sales representatives are the persons who sit face to face with the clients
and convey the message of life insurance to them. The more receptive and assuming
personality they have, the more knowledgeable and professionally competent they
are; the more effective they are in their approach and more efficient in rendering the
pre and post sales service to the clients which ultimately results in more income and
more prosperity to them. They can claim to be a good service organization only
when then has a great team of such competent and progressive sales representatives
SLIC declare vacancy via eminent newspapers and select the entrant according to
the position demand and choose passing through interview for selection at
indispensable locate according to their know-how It has been observed that SLIC is
a service organization that is obligated to render a humanitarian service of highest
order. Every new entrant has to pass the prescribed training courses within the
specified time limits, encourage him/her to participate in local advanced courses/
seminars held from time to time to enrich knowledge and increase professional
competence and encourage them to take up approved foreign professional courses
and do subsidies the course fees and cost of books etc

* Pakistan International Airlines

The Government of Pakistan established Pakistan International Airlines Corporation
(PIA) on March 11, 1955, when PIA took over Orient Airways. As a company, PIA
had been founded in 1951 and its first operations were between East and West
Pakistan in June 1954. A service to London had begun in early 1955. The
Corporation is responsible for the maneuver of all services within Pakistan, together
with airbus services and feeder services in East and West Pakistan, and also the
regional services to Katmandu, Mayammer and Kabul. An eleven times-weekly
service between Karachi and London is operated via points in the Middle East and
Europe, and via Moscow. PIA also operates services to Bangkok and Shanghai and
to Jeddah, Nairobi, Dubai, and Doha and to Bahrain and Kuwait. Short takeoff and
landing aircraft are considered as a replacement for the helicopter services in far-
flung and remote areas. In 1974, PIA contracted out Negus and Negus of London to
re-design a new more attractive livery that would be more propitiously ascribed to
the Airline. They came up with the Green and Gold insignia, which had remained
until the late 80s and very early 90s.PIA replaced its famous Green and Gold livery
with a sportier one of Green, Moss Green and Turquoise stripes. It is said by PIA,
that this new theme has a sportier look, representing the active participation and
sponsorship of Pakistan's National Sports. In 1999, PIA acquired five Ex-Cathy
Pacific Boeing 747-367s to replace the older series 747s operating on Long-Haul
International routes though some of the older 747s still operate such as in mixed
configuration. PIA is currently marketing after new aircraft to extend. Its fleet
interest lies in the Airbus A340, more 747-367s or the Wide body 777. Whilst at the
time of writing, the exact purchase planes were not been concreted, further yet

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evolution of the National Flag carrier will be welcomed my many. State of the art
technology coupled with specialist instructors are assigned at these centers for
imparting meticulous working out for handing over up to the minute aerospace and
to imparting rigorous training to those who dole out and uphold diverse types of
aircrafts (B-747-200, A-310, A-300, B-737, F-27, Twin Otter and B-707). The
training aids and equipment used are the most up-to-date. The methods of
acquaintance and skill reassign, adopted at the PIA Training Center, are mottled,
down-to-earth and useful. Group argument, observations, experiments; simulations,
case studies, etc amplify classroom lectures. Study tours are recurrently conducted
and seminars on topics of general curiosity are recurrently convened. Training
facilities on hand within the airline also embrace flight simulators, which are used in
the basic and recruitment of pilots and other operational crew? The equipment here
includes: a cabin service procedures trainer, a Boeing 707- 340 Flight Simulator, A-
300-B4 Flight Simulator, and 747-200 Flight Simulator and A-310 Video and Audio
Computer Based Instructions (VACBI) Systems. These are fundamentally
supplemented with novice workshops and laboratories for new entrants. For many
years the PIA Training Center fixes another feather in its cap by training to a large
number of pilots, engineers, flight stewards/stewardesses, traffic and sales personnel
from over 30 airlines and associated agencies worldwide, mostly from Asian and
African countries. Professional training and technical courses are deemed essential
in PIA to be competitively productive for organization. Their annual training budget
exceeds over 50 million for executive development or for employees of several
cadres in the system. They have very scientific and systematic policy of recruitment
and promotion for filling different positions. They have in-house training programs
for the job performance and for career planning .The success of their organization
depend on training and growth of manager’s/workforce/trained engineers and
technicians. Doubtless, PIA monopolizes aerospace industry in Pakistan as its rivals
are not so competitively stronger and more technically sound. They have at some
extent monopoly in the country, as their competitors are not as much as strong as
they are strong. They work according to planning and one of the reasons of success
can be the organizational peace. They have adequate delegation system with a great
governmental subvention. They have modern technology. Nearly 15900 employees
are working in the organization, of which 75 are executives, 318 are supervisors,
1727 are skilled workers and 13780 are unskilled workers. They have written job
description in connection with separate management training department. The
required qualification of the training in charge is PhD; they have a well-appointed
management-training department. PIA’s management training is compartmentalized
into that different levels-initial, middle and advanced. In this regard, trainers of
three different cadres over the period 1990-2000 articulate as it
follow-initial level management near to 2300, middle level management
somewhat 730 last but not least advanced level management approximately 718.
The
expenditure to incur management-training expenses was roundabout 31.9 million
Moreover, their future planning is to touch aerospace skies to the core in the
connection with maintaining their sophisticated standards. The budget, at that time
was 31.9 millions. Their future planning is to be the no.1 in the country as well as to
maintain their standards. Executives are promoted on merit. Operational and
professional courses are the formal training courses. Training is also arranged on the

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job. Sources of recruitment are through advertisement in newspapers. Employee’s
turnaround in terms of layoffs/terminations/separations is less then 10%. Employees
experience contented in their organization and from working conditions. Their main
motivator is financial. Their contentment organization has reward system. They
conduct periodic conferences about the performance of employees. They acquire
expertise assistance in training activities. In the process of planning they involve
their organization members. Organizational transition is a pet subject of PIA’s
workforce owing to the prevailing corporate philosophy i.e. boost requires change
as a constant element. That is why; its employees do their work in advance of
ultimatum termination. They team up against overwhelming odds. Notwithstanding
professional approach, organization possesses humanitarian concern by empathizing
with beleaguered employees. Organization is sympathetic with employee’s
problems. Time management is the key to their success. In the era of 1990-2000,
employees training programs were held in house. Some 3000 employees were
trained in 300 courses. For internship, they call for MBA and engineering internees.
In the department, job rotation policy is implemented. In technical area, job training
policy is provided. Attendance in training is always 100% .The constructive role of
HR department is highly effective. HR department’s responsibilities are
policymaking, hiring, training, career planning. HR department’s function is HR
evaluation. Government labor laws are applicable to the employees. Management
development policy is to train employees in right discipline. Selection is always
preferred on merit. Organization’s accomplishments are expansion of fleets.
Corporation provides the utility bills and medical facility to family as well as
parents. Employees are trained to get aware of the technological change with least
exception of policy change. Change can generate deep resistance in people and in
organization making it difficult, if not possible to implement organizational and
social improvements. Human resistance to change is due to lack of knowledge,
cooperation, understanding and non-availability of adequate information. All sounds
inevitable, when there is clash of interests and differences of approaches about the
change. Skill development is the need of the hour. They need skill enhancement in
all fields. There is unbridgeable fissure between non-stop availability and
continuous demand for trained and skilled manpower in the country. Contractual
arrangements by private and informal sectors are applied to create a strong training
culture to accomplish the highest level of proficiency in labor market and
simultaneously to make training provisions flexible, demand- oriented and cost
effective. This Pakistan’s aerospace giant does all to serve employees need for
skilled manpower. PIA is running with the motto of change in every aspects of
organization as change in training methods, change is recruitment policies, changes
in the working environment of the organization. The researcher has observed that
they have now online services, special packages offered now for Hajj and Umra.
They have overall computerized system and improve on flights services with
reasonable fairs. PIA is also facilitating their employees by providing all types of
satisfactory work environment to improve their performance. Pakistan International
Airlines (PIA) is equipped with a sound human resource management and has a
solid safety and health program Often check in staff is not aware of frequent
changes in the PIA baggage allowance and they are inefficient and rude. They are
blocked for friends and families of PIA staff or to oblige someone special. No
amount of direct, advance, written or recorded requests, pleas or approaches have

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ever secured me the seat with legroom in the economy class. This study indicates
that the organization has a well established HR department and devotedly
performing all the activities like job description, job specification, job placement,
job evaluation and job redesigning in advanced lines to make the organization more
beneficial for the country and people. Jobs are mostly advertised in newspapers and
through a detailed program of recruitment people are recruited that are suitable and
fit for the post through HR department. Job evaluation is done on annual basis
through ACR forms. The researcher has made an attempt that PIA has systematic
policy of recruitment and promotion for filling diverse positions. They have to some
extent monopoly in the country, with their competitors in compatible and less
incompetent. From the highest echelons of power to the grass root level, PIA is in
collaborative coordination with each other with the firm establishment of
organizational harmony. In this bond, they have been employing overwhelming
governmental support. They have well appointed gadgets and modern technology to
flutter high in local as well as international aviation. They have modern technology.
Nearly 15900 employees are functioning in the organization. Of which 75 are
executives, 318 are supervisors, 1727 are skilled workers, and 13780 are unskilled
workers, and at all levels they have written job description and executives promoted
on merit (http//ww.PIA.com. Date: 10.03.2004). Sources of recruitment are from
first to last advertisement in newspapers. Employee’s layoffs/ terminations/
separations are less then 10%. Employees feel satisfied in their organization and
from working conditions. Their main motivator is financial. Their organization has
reward scheme. They conduct periodic conferences on the subject of the
performance of employees. The employees meet deadlines. They work according to
a great teamwork. Organization empathizes with employee’s evils time management
is key to their success. Time management is the key to their victory. Management
development policy was to train employees in right discipline. Selection is always
preferred on merit. It is also necessary to mention here that in PIA the training aid
and equipment used are the most recent. The methods of knowledge and skill
transfer, adopted at the PIA training center are extensive, intact, realistic and
valuable. Group discussion, observations, experiments; simulations, case studies,
etc augment classroom lectures. Study tours to a number of PIA facilities are often
conducted and seminars on topic of general interest are frequently convened.
Training facilities on hand within the airline also take in flight simulators, which are
used also for pilots and other operational crew. For many years the PIA training
center has also been instrumental in representation of training to a large number of
pilots, engineers, flight stewards/ stewardesses, traffic and sales personnel from
over 30 airlines and associated agencies international, typically from Asian and
African country. In PIA at all echelons training is considered as significant and
productive for organization. Their annual training budget is 50 million for executive
development or for employees in the organization. They have in-house training
programs for the job performance and for career planning. The success of their
organization depends on training and development of managers/workforce/trained
engineer and technicians. They encompass at some degree ascendancy in the
country, as their competitors are not as much as brawny as they are strong. They
work according to planning and one of the reasons of success can be the
organizational peace, they have adequate delegation system they also have a great
shore up from government. They have modern technology. Nearly 15900 employees

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are working in the organization. Of which 75 are executives, 318 are supervisors,
1727 are skilled workers, 13780 are unskilled workers (http://www.PIA.com) and at
all levels they have written job description. They have separate management
training department. The qualification of the training in charge is Ph.D. They have
a well-equipped management-training department. The number of employees at
different levels in PIA who received management training from 1990-2000 is at
preliminary level management near to 2300 at middle level management
approximately 730, advanced management near to 718. The budget at that moment
in time was 31.9 million. There panorama planning is to be number one in the
country in addition to uphold their values. Executives promoted on merit.
Operational and professional courses are the formal training courses. Training is
also prearranged on the job. They uphold periodic conference about the
performance of employees. They get hold of expertise assistance in training
activities. In the process of planning they involve their organization members. They
work according to a colossal teamwork. Organization is compassionate with
employee’s tribulations. Time management is the input to their accomplishment. In
the epoch of 1990-2000 employees training programs were in house. Some 3000
employees trained in 300 courses. For internship they term for MBA and
engineering internees in the department job rotation policy are implemented. In
technical area job training policy is provided. Attendance in training was always
100%. The responsibility of HR department is very effective. HR department’s
responsibilities are policymaking, hiring, training, career planning. HR department’s
function was HR assessment.

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Dr. Zareen Abbasi

Born: 17/10/1967
Birthplace: Sukkur, Sindh, Pakistan

Dr. Zareen Abbasi is Pakistani and holds a PhD in Public Administration (HRM))
from the University of Karachi, Pakistan in 2006, an MA in Public Administration,
Quaid-eAzam University, Islamabad.
She was appointed as Research Associate (27-10-1994) then became
Lecturer (01-08-1998) in the Department of Public Administration, University of
Sindh, Jamshoro and in 2001 Registered as Part-Time Tutor in Allama Iqbal Open
University, Hyderabad Campus. She became Assistant Professor (04-01-04) in the
Department of Public Administration, University of Sindh, Jamshoro.
She Visited USA, International Visitors Leadership Program, Science and
Technology (S & T), University Administration from 27th August to 15th September,
2007. She presented paper in India in 2 nd IBS Ahmedabad International Conference
on Management (IBSA-ICON 07) from 27th -29th Dec, 2007. She has the honor to
present papers in various International conferences. She is the author of fifteen in
print research papers in different journals in the field of management. She is the
member of Alumnus of alumni@state.gov, the US Government International forum
for Alumni of International Visitors Exchange Programs.

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