CASE STUDY OF

“UNVERSITY OF BUSINESS ENGINEERING AND

TECHNOLOGY”

(HUMAN RESOURCE MANAGEMENT AND

DEVELOPMENT)

BA - 552

AUTHORS OF REPORT:
KHWAJA HABIB JEHANGIR (ROLL # 16)

MUHAMMAD TAIMOOR (ROLL # 34)

MBA – III (EVENING)

KARACHI UNIVERSITY BUSINESS SCHOOL

DATE OF SUBMISSION:
10TH JUNE, 2009
 SUBMITTED TO:
MR. AMIR BAIG

EXECUTIVE SUMMARY:
This case study was assigned to us by our HUMAN RESOURCE MANAGEMENT course
teacher, Mr. Amir Baig to judge our understanding of the concepts regarding the
course. We are very thankful to our teacher who is working very sincerely to
improve our concepts and understanding about the prescribed course and has given
this assignment to us so that we can deal with real life situations regarding the
human resource management of an organization

This is a case study related to the different matters of UNIVERSITY OF

BUSINESS ENGNEERING AND TECHNOLOGY, which is one of the reputable
business and engineering institutes of Karachi. The main issue described in
the case is regarding the management and different aspects of human
resources such as recruitment and selection policies and procedures,
performance management of employees, compensation management and
pay scales, training and development requirements and deficiencies in other
peripheral areas like employee motivation, grievance handling,
organizational structure etc.

In this report, we were required to design a formalized HR system for the

university which is responsible for handling the matters of university which
include

Development of recruitment and selection policies, procedures and tools

Development of performance management criteria and tools

Compensation management

Training and development needs

Solution to Problems regarding other peripheral areas of the university.

2
TABLE OF CONTENTS:

1. BACKGROUND INFORMATION Page

#4

2. OBJECTIVES OF REPORT Page

#4

3. ABOUT HUMAN RESOURCE MANAGEMENT Page

#4

4. MAJOR ISSUES Page

#5

5. RECOMMENDATIONS Page
#7

6. DESIGN OF PROPOSED HR SYSTEM Page

#8

 RECRUITMENT AND SELECTION

Page # 8

 PERFORMANCE MANAGEMENT
Page # 9

 COMPENSATION MANAGEMENT Page

# 11

 TRAINING AND DEVELOPMENT

Page # 13

 OTHER PEROPHERAL ISSUES

Page # 14

7. ANNEXURE – 1 Page
# 17

8. ANNEXURE – 2 Page
# 23

3
 9. ANNEXURE – 3 Page
# 24

10.ANNEXURE – 4 Page
# 26

11.ANNEXURE – 5 Page
# 27

12.REFERENCES Page
# 29

BACKGROUND INFORMATION:
The case study is on a university which is one of a leading business and
engineering institute in Karachi. There are many issues which are discussed
in the case. The different issues like recruitment and selection, performance
management, compensation and pay scales and training and development
procedures and policies are discussed in the case.

OBJECTIVES OF THE REPORT:

The main objective of the report is to point out the main issues regarding the
human resource management system of the university and to give
recommendations for improvement of that system. Also we have to design a
formalized HR system for the university to streamline the issues regarding
the human resources. Basically, this practice is to judge our concepts gained
about HUMAN RESOURCE MANAGEMENT and to deal with real life situations
properly.

ABOUT HUMAN RESOURCE MANAGEMENT:

Human resource management (HRM) is the strategic and coherent
approach to the management of an organization’s most valued assets - the
4
people working there who individually and collectively contributes to the
achievement of the objectives of the business. The terms "human resource
management" and "human resources" (HR) have largely replaced the term
"personnel management" as a description of the processes involved in
managing people in organizations. In simple sense, HRM means employing
people, developing their resources, utilizing, maintaining and compensating
their services in tune with the job and organizational requirement.

The goal of human resource management is to help an organization to meet

strategic goals by attracting, and maintaining employees and also to manage
them effectively. The key word here perhaps is "fit", i.e. a HRM approach
seeks to ensure a fit between the management of an organization's
employees, and the overall strategic direction of the company (Miller, 1989).

The basic premise of the academic theory of HRM is that humans are not
machines, therefore we need to have an interdisciplinary examination of
people in the workplace. Fields such as psychology, industrial engineering,
industrial, Legal/Paralegal Studies and organizational psychology, industrial
relations, sociology, and critical theories: postmodernism, post-structuralism
play a major role. Many colleges and universities offer bachelor and master
degrees in Human Resources Management.

One widely used scheme to describe the role of HRM, developed by Dave
Ulrich, defines 4 fields for the HRM function:[6]

• Strategic business partner

• Change management
• Employee champion
• Administration

However, many HR functions these days struggle to get beyond the roles of
administration and employee champion, and are seen rather as reactive than
strategically proactive partners for the top management. In addition, HR
organizations also have the difficulty in proving how their activities and
processes add value to the company. Only in the recent years HR scholars
and HR professionals are focusing to develop models that can measure if HR
adds value.

MAJOR ISSUES IDENTIFIED:

RECRUITMENT AND SELECTION:

• The first issue is with the recruitment sources utilized. The university
has no internet website and the job advertisement is placed in only
one newspaper (Dawn) which is not in the reach of many people of the
5
 country. Also the job advertisement is placed once in a year. The
candidate has to visit the university to collect the information, forms
regarding the vacancy which can make the candidate reluctant to
apply for the job.

• The application forms received for the post of teaching and non-
teaching staff (management and non-management cadre) are
scrutinized by a clerk who is not so qualified for this work and to judge
the applicants’ capabilities for the job.

• Job descriptions are not prepared which is also a major issue.

• Number of interviews can make a candidate reluctant for the job in the
university.

• The interview panel develops the questions independently so there is

no consistency in the questions.

• No generalized interview assessment tools are utilized.

• Vice chancellor is involved in the selection of candidate of non-

teaching managerial level position.

• The hiring is so much discreet that the candidates come to know about
the post after the time of joining.

PERFORMANCE MANAGEMENT:

• There is no formal appraisal process adopted.

• The appraisal process seems to be influenced by biasing as there is

only one appraiser.

• No practice of evaluation of visiting faculty is present.

COMPENSATION MANAGEMENT:

• No formalized pay structure is present.

• Mid-term pay increments are done to retain the unsatisfied employees

which also cause demotivation in other employees.

• The pay structure is not competitive to market.

6
 • The security and janitorial personnel are third party employees. There
pay structure is not satisfactory.

TRAINING AND DEVELOPMENT:

• There are no formal training and development programs developed for

skill enhancement of the employees.

• The faculty members lack in administration skills because of which

serious administrative and disciplinary issues are occurring.

OTHER ISSUES:

• The grievances and other disciplinary issues are not handled properly
by the Admin. Manager and he wants to solve them without any inquiry
and investigation.

Because of above issues the university is not capable of retaining the good
employees and despite the job security, the employee turnover is too high.

RECOMMENDATIONS:
• More external resources should be utilized so that more competent
candidates could be made available. The emphasis should also be on
internal resources like university alumni, database of the students who
are doing masters so that a proper candidate for the proper post is
available. The advertisement should be placed in the leading
newspapers and website as soon as there is a vacant position is
available.

• The university should develop its website so that it can be used as an

external source of recruitment and also for information.
7
 • The applications should be reviewed by a management cadre staff
member.

• Formalized tools and procedures of recruitment and selection should

be adopted for recruitment and selection of employees for example
application forms, planned questions to be asked in the interview,
interview assessment forms etc.

• The hiring process should be made transparent and there should be no

chance of outside interference.

• The job descriptions for every post should be developed.

• Selection authority for selection of employees for posts like lecturer,

assistant professors etc. should be transferred to the head of
departments as the deans are too busy and don’t have the time to sit
in the interviews. Also the selection authority for the selection of non-
teaching managerial level positions should be given to head of
department / manager – HR / manager administration and director
administration.

• Formalized tools and procedures should be adopted for performance

management of both permanent and temporary employees. The
process should eliminate biasing.

• The pay scales should be such developed so that there should be both
internal and external equity. It will help to retain good employees and
will also motivate them for work.

• Training needs analysis should be done in parallel with performance

management so that the deficiencies like administration skills,
communication skills etc. in the work force could be eliminated.

• Proper handling of disciplinary issues is necessary to keep the

environment of the university as smooth as possible.

• The bottom line is that there should be a proper HR department which

should be capable of dealing with the issues discussed above and
streamlining the human resources for benefit of the university.

DESIGN OF PROPOSED HR SYSTEM:

RECRUITMENT AND SELECTION:
8
While recruitment methods are wide and varied, it is important that the job is
described correctly and that any personal specifications are stated. Job
recruitment methods can be through job centers, employment
agencies/consultants, headhunting, and local/national newspapers. It is
important that the correct media is chosen to ensure an appropriate
response to the advertised post.

Where organizations don't have the internal resource to be able to conduct

an effective recruitment exercise this is where they may outsource this to a
third party, typically a recruitment or hr consultancy that specializes in the
area that the organization requires.

Both internal and external sources of recruitment should be used i.e. the
alumni and the students who are completing their masters degree should be
kept in view for the faculty positions. All external resources will be used for
employment purposes for example advertisements are published in all
leading news papers and internet website of the university. The procedure to
apply is pretty simple. The candidate has to download an application form
(ANNEXURE – 1) which will be available on the university website free of cost
and the applicant has to return it back duly filled with required documents by
post in fife teen days from the date of publication of advertisement.

The forms will then be scrutinized by the assistant manager - recruitment

and the suitable candidates will be called for interview. The selection panel
for hiring of teaching staff will consist of the head of the department in which
the vacancy is available, two senior faculty members and manager HR. The
selection panel for hiring of non-teaching staff will include the manager –
administration of that department and the manager – HR. The selection
panel for hiring of faculty members like head of departments, manager –
administration etc. will include the director – administration, the manager –
HR and the dean of the faculty. Similarly, the selection panel for hiring of
deans, directors etc. will include deans of other faculties, the pro-vice
chancellor and the manager – HR.

The selection criteria are based on the educational qualification and previous
experience of the candidate. The interview will be assessed through a
prescribed format (ANNEXURE – 2) and then the final decision is made by
the panel. If a candidate is selected by the panel, then it is approved by the
Director – Administration which is endorsed by the Vice Chancellor.

PERFORMANCE MANAGEMENT:

Performance appraisal, also known as employee appraisal, is a method

by which the job performance of an employee is evaluated (generally in
terms of quality, quantity, cost and time). Performance appraisal is a part of

9
career development. Performance appraisals are regular reviews of
employee performance within organizations

Generally, the aims of a performance appraisal are to:

• Give feedback on performance to employees.

• Identify employee training needs.
• Document criteria used to allocate organizational rewards.
• Form a basis for personnel decisions: salary increases, promotions,
disciplinary actions, etc.
• Provide the opportunity for organizational diagnosis and development.
• Facilitate communication between employee and administration.
• Validate selection techniques and human resource policies to meet
federal Equal Employment Opportunity requirements.

The performance management of the faculty members is done by using a

prescribed format (ANNEXURE – 3) which is a STUDENT FEEDBACK FORM. It
is a highly reliable technique for judging a teacher’s performance by keeping
in view the opinion of the students whom they teach. Although it can involve
biases but still it is a good tool for performance evaluation of the faculty
members. The performance management of the non-teaching staff is done
on a prescribed format (ANNEXURE – 4). It is done by manager –
administration of each department in coordination with assistant manager –
performance management and it involves the interview of the appraisee by
the appraiser. Then the ratings given by the manager – administration are
endorsed by the head of the department.

It is an annual process.

COMPENSATION MANAGEMENT:
Compensation management is one of the important aspects of human
resource management. The employees even get motivated when there
external as well as internal equity. There are different compensation
elements which can be combined to form a pay structure for different
positions. The compensation elements which we have selected for teaching
staff are base pay, convience allowance (10% of base pay), utility allowance
(10% of base pay), house rent (20% of base pay), responsibility allowance
(10% of base pay for lecturer, 20% of base pay for assistant professor, 30%
of base pay for associate professor, 40% of base pay for professor / head of
department), health allowance (50% of base pay).

The compensation elements which we have selected for non - teaching staff
are base pay, convience allowance (10% of base pay), utility allowance (10%
10
of base pay), house rent (20% of base pay), health allowance (50% of base
pay). The base pay is determined after market survey and keeping in view
the inflation rate of the economy.

There is also other facility which is provident fund. The employees’

contribution is 15% of the basic pay which is deducted every month. The
income tax rate is 2.75% of the gross pay which is deducted. The minimum
taxable income is Rs. 200,000 per year. Other benefits like Car with driver,
mobile phone are provided at the professor level. The grades are assigned
according to the qualification, experience, seniority and through
performance management criteria. The sample compensation package for
teaching staff of a department is as follows.

• SAMPLE COMPENSATION PLAN FOR TEACHING STAFF

• SAMPLE COMPENSATION PLAN FOR NON – TEACHING STAFF

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TRAINING AND CAREER DEVELOPMENT:
As part of the HR Strategy the Training & Development (T&D) Team is
required to evaluate activity provided by the Corporate Training &
Development Programme in order to demonstrate the effectiveness and
impact of T&D on the achievement of the University’s objectives and
priorities.
Training evaluation is the process of identifying the need for and assessing
the effect of a T&D activity (e.g. workshop, coaching, and teambuilding
exercises) on the performance of individuals, teams and the organization.
There are many models and frameworks of evaluation. The CIRO model is
the one we have chosen to use as the basis for our process. It questions how
needs have come about as well as what the outcomes are, fits easily with the
University’s procedures like the appraisal scheme and builds on the current
good practice guidelines for determining the allocation of staff development
funds.
C ontext – what needs to be addressed?
I nput – what is likely to bring about the change required?
R eaction – how did participants react to the T&D?
O utcome – what are the immediate and longer term outcomes?
This approach can be applied to all development and will assist staff and
their managers in identifying and evaluating any T&D activity either from the
Corporate Programme or locally arranged (e.g. mentoring, local training
programmes etc.).
These guidelines aim to:
12
• help you understand the process and your role in it
• Ensure consistency of practice in identifying the need for and evaluating
the benefits of T&D activities.

The training needs analysis is done on the prescribed format (ANNEXURE – 5)

along with the performance appraisal process. Also, the faculty members are
sent on Ph. D from foreign universities so that they can be more beneficial
for the university and can add in the reputation of the university. This is also
a part of career development and succession planning because if a Ph. D
teacher / faculty member retires or quits the job, the replacement should be
available instantly.

The training needs of non-teaching staff are identified by the Manager –

Administration of the department and are sent for analysis to the assistant
manager – training and development.

Certain courses for enhancing teaching and student counseling skills are
recommended so that the complain of students about lack of teaching skills
in teachers could be rectified. Also the need of training to enhance the
administration skills of the heads of departments is there.

OTHER PERIPHERAL AREAS:

HR PLANNING:

The HR department will be lead by a MANAGER who will report directly to Director –
Administration. The subordinates of the manager will be four Assistant Managers
who will work on different aspects like recruitment and selection, performance
management and disciplinary matters, payroll and compensation management and
training and development.

13
 ORGANOGRAM:

The revised organogram of the university will be as following:

VICE
CHANCELLOR

PRO-VICE

MANAGER - DEAN – DEAN – DIRECTOR - REGISTRAR

ACCOUNTS AND BUSINESS ENGINEERING AND ADMINISTRATIO -
FINANCE N ACADEMICS

HEAD OF DEPTT –
BUSINESS CONTROLLER CONTROLLER –
- STUDENT
EXAMINATIO AFFAIRS
DEPARTMENT OF
SOCIAL SCIENCES

MANAGER -
MANAGER -
HR
ADMINISTRATIO
N (SEPARATE
FOR EACH
DEPTT.)

HEAD OF DEPTT –
HEAD OF DEPTT – HEAD OF DEPTT HEAD OF DEPTT – HEAD OF PHYSICAL
MECHANICAL – ELECTRONICS INFORMATION DEPTT – SCIENCES

MANAGER –
HUMAN

ASSTT. ASSTT. ASSTT. ASSTT. MANAGER –

MANAGER - MANAGER - MANAGER - PERFORMANCE
PAYROLL AND MANAGEMENT AND
COMPENSATION DISCIPLINARY MATTERS

HEAD OF DEPTT
(PROFESSOR –

PROFESSOR - I PROFESSOR - II 14
PROFESSOR - II
 ASSOCIATE ASSOCIATE
PROFESSOR - I PROFESSOR - II

ASSISTANT ASSISTANT ASSISTANT

PROFESSOR - I PROFESSOR - II PROFESSOR -

LECTURER – I LECTURER - II LECTURER - III LECTURER - IV

JOB DESCRIPTION SAMPLE:

• TEACHING STAFF (ASSISTANT PROFESSOR)

JOB SUMMARY:

The position is for a full-time instructor who will be required to teach courses
in PLC programming, process control, robotics, pneumatics, and the standard
courses found in as AAS degree in electronic engineering. The position also
requires the maintenance and upkeep of a small manufacturing system used
for student training. This is a tenure track position meaning that after a three
year trial period a continuing contract would be awarded based on
performance. The teaching contract is for ten months. University of business
engineering and technology offers an excellent benefits package which
includes: provident fund, medical coverage etc.

QUALIFICATIONS:

The qualifications and skill requirements for this position include a Master's
degree in Electronics or Electrical Engineering with proven industrial
experience in one or more of the following fields: Photonics, electronics,
robotics, industrial automation, advanced manufacturing, and/or
telecommunications; and a proven track record of effective instruction. All
instructors must meet the appropriate credentialing requirements for the
Pakistan engineering council.

15
ESSENTIAL JOB FUNCTIONS:

The essential job functions and responsibilities for this position include, but
are not limited to: instructing, preparing, and grading courses in the
Electronics Department; maintaining regularly scheduled office hours to
meet with students; maintaining industry contacts; providing leadership for
an advisory committee and public school systems of the service district;
promoting the Electronics Engineering Technology Program; and serving as
an advisor to student organizations.

• NON - TEACHING STAFF (DIRECTOR -

ADMINISTRATION)

Job Summary:

Directs the operations and strategic planning of customer/patient

services, human resource, and financial management in support of the
goals and mission of the University.
Qualifications

Bachelor's degree in Business Administration, Health Care

Administration, clinical field, or related area, or equivalency; nine years
of progressively more responsible management experience; and
demonstrated leadership, human relations, and effective
communications skills required.

Masters degree in Business Administration or related Area preferred.

Applicants must demonstrate the potential ability to perform the

essential functions of the job as outlined in the position description.

Essential Functions

1. Directs the development and implementation of human resource

and financial goals as well as providing quality service to a diverse
population.
2. Provides strategic direction for assigned units by setting short and
long-term goals, estimating budgetary requirements for space and
equipment, and planning and implementing special projects and
policies.
3. Forecasts capital and operating budget needs in evaluating and
reporting on the units market sensitivity, financial analysis, space
16
 utilization review, staff performance evaluation, etc.
4. Maintains effective control of the unit’s budget while ensuring that
funds are used to meet the goals and mission of the university and
department.
5. Directs special interdisciplinary projects having impact on the
overall operation and strategic direction of the department
including developing strategies consistent with the Universities
continuous quality improvement program.
6. Oversees all aspects of human resource management including
recruitment and retention of assigned staff.
7. Oversees the analysis and determination of appropriate staff mix to
support patient/customer needs.
8. Ensures competency of unit management/supervisory staff through
the development and/or presentation of educational programs and
through on-going staff performance evaluation.

9. Facilitates cooperative and collaborative community and

institutional relationships.

Problem Solving:

Incumbents in this position have the authority to manage assigned units

and designated programs and services. Directs the planning and
administration of the unit’s budget and makes spending decisions within
budget guidelines. Oversees program development for assigned units
and ensures that policies and procedures are followed.

GRIEVANCE HANDLING AND DISCIPLINARY MATTERS:

The grievance among the employees can cause a huge damage to the environment
of the university, if this issue is not properly addressed. These issues and other
disciplinary matters will be solved by Assistant Manager – performance
management and disciplinary matters according to the policies of the university and
will be responsible to develop such an environment in the premises of the university
so that the employees could work as a team.

EMPLOYEE MOTIVATION:
Employee gets motivated when he feels that the organization owns him. This can be
done by applying certain rules and regulations to improve the working environment
of the organization. The organizations’ performance management system,
recruitment system, training and development, career planning system etc. should
promote equity and transparency which motivates the employees to work and in
this way good employees can be retained.
17
 ANNEXURE – 1
F/SOP/REG 01/14/03

UNIVERSITY OF BUSINESS ENGINEERING &

TECHNOLOGY, KARACHI

APPLICATION FORM FOR EMPLOYMENT

(Please Type out the Replies/Entries) Paste Recent

Photograph

Post applied for ______________________________________________________

BPS -

Department __________________________________________________________ Advertisement

Date:

Father’s Name:
Name:
Husband’s Name:

Present Address: Permanent Address:

________________________________________________ __________________________________________________________

________________________________________________
__________________________________________________________

______________________Tele:
_____________________ ____________________Tele: _________________________________

E-mail: ________________________________________ E-mail: ___________________________________________________

Nationality: ______________________
Religion: _________________________ N.I.C. - -
NO:

18
 Date of Birth Place of Birth Province of Domicile: Single / Married

Registration No.
PEC / PMDC / PCATP
Notice period required for joining

Academic Qualifications (in chronological order)

Certificate / Name of School / College Year of

Main Subjects Grade / Division
Diploma / Degree / University Passing

F/SOP/REG 01/14/03

Research:

If yes, please give details of the postgraduate research done, name of Yes No
supervisor and institution, on a separate sheet.

Publications:

If yes, please give the details of research publications on a separate sheet Yes No
(Do not attach any publication).

19
Honours and Activities:

(Scholastic honours, Seminars and Conferences etc.) Yes No

If yes, please give the details on a separate sheet.

Employment Record and Job Experience (in chronological order)

Use separate sheet if required.

Department / Date Total

Name of post Grade Brief description of Job
organization From To period

1. Whether applied previously?

If yes, please give particulars and

date.___________________________________________________________.

2. Particulars of family members, i.e spouse, father, mother, brother, sister and children, if any,
working in the University must be correctly given.

_________________________________________________________________________________________________.

3. I certify that all the entries in this application and enclosures are true to the best of my
knowledge and belief, I have never been convicted due to any criminal or political activity.

Date: ______________ Signature of Applicant: ____________________

20
REFERENCES:

1. Name:

Address:
Contract Nos: _____________________________________________________________________

E. Mail: _____________________________________________________________________

Name: _____________________________________________________________________
2.
Address: _____________________________________________________________________

Contact Nos: _____________________________________________________________________

E. Mail: _____________________________________________________________________

F/SOP/REG 01/14/03

INSTRUCTIONS: (Please read carefully)

1. Cost of application form in cash is Rs. 200/- and cost by sending it by post is Rs. 235/- in the shape
of pay order in favor of Manager - Finance, University of Business Engineering and Technology,
Karachi and or down load from our Website: http://www.ubet.edu.pk. and send pay order for
Rs. 200/- in favor of Director Finance.
2. Applications for the posts of Professors and Associate Professors etc. Where research publications
are required shall not be entertained unless accompanied with the copies of required number of
publications. (4 sets).

3. All entries should be typed.

4. Only one copy of this form is supplied against payment. After typing in the replies, candidates
should get the extra required copies Photostat.

5. All replies must be supported with documentary proof.

6. Application whether received in person or by post after the prescribed date shall be summarily
rejected.

7. Employees of this University or of the Government and Autonomous bodies should apply through
proper channel. They must however deliver 6 copies of their application in advance, so as to
reach positively by the last prescribed date.

8. Only one set of supporting documents duly attested by an officer of BPS-17 and above should be
furnished.

9. Attested copies of following documents are essential failing which application shall be rejected

21
 summarily:

i) Date of Birth

ii) Domicile

iii) All Educational Certificates.

iv) Copy of PEC / PMDC / PCATP Registration (Where applicable).

v) Copies of Research Papers or Publications, if any (4 sets).

vi) Character Certificates of two officers, of BPS-17 and above other than relatives bearing their
name and full address.

vii) Four envelopes (size 9”x4”) containing the complete name and address of applicant(s).

10. In service applicants are required to bring, at the time of interview an evidence that their
application has or was forwarded by their Departments, failing which they will not be interviewed.

11. At the time of interview, all certificates in original must be brought.

12. Additional Sheets may be used where necessary for detailed replies.

13. Canvassing in any form or suppression of any material fact will disqualify the applicant.

14. Candidate who have done their Doctorate should give full particulars of research done, mention
name of Institute, name of Professor under whose guidance research was completed and attach
4 copies of their research publications, with dates of publications.

Page 3 of 3

ANNEXURE - 2
UNIVERSITY OF BUSINESS ENGINEERING AND TECHNOLOGY, KARACHI.

Interview Assessment Form

Name of candidate: _________________________

Name of interviewer: _________________________

Name of Department: __________________________

22
For each candidate, please mark under each heading from 1-5

(5 = very strong in this area, 4 = quite strong, 3 = satisfactory, 2 = not very strong,
1 = weak in this area. If relevant information is not provided, please mark ‘N/A’)

PARAMETERS TO BE NOTES / COMMENTS MARKS

MEASURED
Knowledge / experience of
position and role

Relevant work experience,

paid or unpaid

Group work skills /

communication skills

Relevant educational
qualifications

Knowledge / experience of
project work; voluntary work;
management etc.

General suitability
(including personal
attributes, work experience
and career path)
Total Marks

ANNEXURE - 3
UNIVERSITY OF BUSINESS ENGINEERING AND TECHNOLOGY ,
KARACHI.

Student Feedback Form

COURSE DELIVERY FEEDBACK FORM FILLED BY STUDENTS

• Module Title / Teaching or Training Topic: ____________________

23
 • Tutor / Lecturer Name: ________________________

TICK THE APPROPRIATE ANSWER IN YOUR OPINION FOR THE QUESTION

 Structure:

Excellent ; Very Good ; Good ; Average Bad

 Style:

Excellent ; Very Good ; Good ; Average Bad

 Presentation:

Excellent ; Very Good ; Good ; Average Bad

 Depth of understanding of issues related to the question:

Excellent ; Very Good ; Good ; Average Bad

 Depth of discussion:

Excellent ; Very Good ; Good ; Average Bad

 Depth of analysis:

Excellent ; Very Good ; Good ; Average Bad

 Understanding word limits:

Excellent ; Very Good ; Good ; Average Bad

 Quality of research:

Excellent ; Very Good ; Good ; Average Bad

 Use of resources:

Excellent ; Very Good ; Good ; Average Bad

 Overall:

Excellent ; Very Good ; Good ; Average Bad

24
Additional Comments:

ANNEXURE - 4

UNIVERSITY OF BUSINESS ENGINEERING AND TECHNOLOGY, KARACHI.

PERFORMANCE MANAGEMENT (NON-TEACHING STAFF)

Annual Review at _________(time) on _________2009 (date)

How has the staff member performed

against personal
25
objectives/performance
target previously set?

What has the staff member achieved

over and above the minimum
requirements of his/her job
description
during the period under review?

What are the strengths of the staff

member as regards his/her job?

What are the areas for personal

action of
the staff member as regards his/her
job?

Are there any training requirements

that
need to be addressed?

How could the job be improved?

Any other relevant comments?

ADDITIONAL COMMENTS

_________________________ __________________________

Manager - Administration. Head of

Department.

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ANNEXURE - 5

UNIVERSITY OF BUSINESS ENGINEERING AND

TECHNOLOGY – TRAINING & DEVELOPMENT NEEDS
ANALYSIS
Please complete this form to reserve a place on any Training & Development (T&D)
programme.

You will find this form and the attached guidelines helpful when used in conjunction with
induction/probation reviews, appraisals, performance reviews and/or any other
discussions where staff T&D needs are identified.

Please read the guidance notes attached to this form which explain the process from
identification of a T&D need to the evaluation of the T&D received.

Name: …………………………………………………………..……………………….…………............

Date: ………… ………......… Ext: ………………….………..

Job Title …………………………………………………..………………………………………….

Grade: ……… ………………

Name of training you wish to attend:

…………………………………………………………………………………………..

Duration of training: …………………………………… ………..………………….

What objective(s) will this help you to achieve?

How will this benefit you/the team/the University/Service?

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In submitting this form it is expected that you have discussed the above with your
Manager and have their support to attend.

Please provide the name of your Manager:

………………….………………………………………………………………..

Manager’s Signature:

………………………………………………………………………………………………………………

REFERENCES:
 http://en.wikipedia.org

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 www.unsystem.edu

 www.neduet.edu.pk

 www.higheredjobs.com

 www.napier.co.uk

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