MBA INTERNSHIP REPORT

NAME OF ORGANIZATION
PAKISTAN TELECOMMUNICATION LIMITED
Situated at:- Sector G-8/4 center Islamabad.
Specialization: Human Resource Management (HRM)

Presented to:-Chairman
Department of Business Administration

Submitted by:-
Name; Mohammad Awais S/O Mohammad Ejaz
Roll No:- T-518592
Registration #: 02-PCL-2471
Mailing Address:-
Mohammad.Awais.7122@yahoo .com
Contact #:- 0332-5947822
Date of Submission:-

(Department of Business Administration)

ALLAMA IQBAL OPEN UNIVERSITY ISLAMABAD

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 MBA INTENSHIP REPORT FORMAT
(HRM) Specialization)
Title page (format attached)
Internship completion certificate(From the organization)
Acknowledgement.
List of Table and content
Executive Summary.
1) Objective of Studying the Organization
2) Introduction to the Organization
3) Overview of the Organization.
3.1 Organizational Structure.
4) Org- Structure of the Human Resource Management Dep.
5) Human Resource Management process in the Organization
5.1 Human Resource Planning (HRM) & Forecasting.
5.1.1 HRM Process
5.1.2 Forecasting HR Requirements.
5.1.3 Methods to forecast HR needs.
5.2 Employee recruitment and selection:
5.2.1 Sources of candidates;
5.2.1.1 Internal Sources
5.2.1.1 External Sources
5.2.1.2 Employment Selection Process
5.3 Training and development.
5.3.1 Training need Assessment
5.3.2 Employee development
5.4 Performance Management;
5.4.1 Performance Standards and expectations
5.4.2 How performance reports are written
5.5 Employee compensation and benefits.
5.5.1 Types of compensation and benefits
5.6 Organizational Career management;
5.6.1 Employee job changes
5.7 Job changes within the organization:
5.7.1 Promotion.
5.7.2 Transfer.
5.7.3 Demotion.
5.7.4 Separation
5.7.4.1 Layoff
5.7.4.2 Termination
5.7.4.3 Resignation
5.7.4.4 Retirement
6) Labor Management Relations.
7) Critical analysis ( relate the theoretical concepts with your practical experience during
your internship in the organization.)
8) Weaknesses of the organization ( main focus on human resource management)
9) Conclusions & Recommendations
10) References & Sources used
11) Annexes/ Appendices.

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Dedicated

I dedicate all my efforts to my beloved Mother & Brother whose pregnable me to

complete this burden some task within stipulated period

PREFACE

It is no doubt that practice without theory is blind and theory with practice is sterile. It
gives me great pleasure to present the research report on Human Resource Management
Strategy of “Optical Fiber System” (OFSR) Sector, G-8/4 Islamabad and Region office
S/Town Rawalpindi. The main aim is to enlighten the HRM operations/ Functions of the
organization that is under study.

I have applied my best to meet the requirements of Internship report, what so Ever knowledge
gained from various subjects of MBA Programme and provided to me by my esteemed Tutors as well
as practically knowledge gain from the most experience persons of (OFSR)and that are the flair of
their professions. I hope that by the blessing of almighty Allah this report will fulfill the requirements
of the readers and certainly it will provide very helpful guidelines to other junior surveyors.

ACKNOWLEDGEMENT
He gave us a world full of challenges
And gave us ambitions to try…….
A world that holds marvelous secrets
And minds that would ask why
All praises and thanks are far Allah Almighty who bestowed upon me the ability to
complete this tiresome task and is always there to list in every crucial phase of my life and an
other invokes peace for Prophet Muhammad (PBUH) who is forever a touch of audience for
humility as whole.

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 I am indebted to mentioned the names of those people without whom this report could
not possibly be written. I must acknowledge their valuable continuations in the form of time,
energies, mental exercises and moral supports that they forwarded voluntarily.

I owe my greatest gratitude to my esteem able tutors for their continuous support and
guidance through out the whole semester of MBA Programme as well as in completion of this
internship report, certainly they are great people who are playing vital role in the personality
development of new generation of my sweet homeland.

I am extremely thankful to my beloved parents and brother who provided me all

facilities and amenities of life during my education in the shape of Finance & moral.
I am also very grateful to the helpful Officers/staff of the optical fibre System Region a
organization for providing necessary assistance according to my educational requirements and
with the deepest sense of gratitude. I would like to mention Manager (Admin) Mr. Nasir Iqbal
& his assistant Mr. Mohammad Iqbal & Mr. Muddasar who helped me a lot in collection of
data and also given me comprehensive feedback in each and every stage in completion of this
report.

Lastly, I appreciate the help extended to me as well as my other Honorable Tutor Dr

Advocate Mr.Ibrar Hussain professor of Business & Labor Law by the AIOU to achieve the
desired objectives of said degree Programme accordingly.

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Sr.No Topic Page

Dedicated, Preface & Acknowledgement 3-4

1. Objectives of studying the organization 6-7

2. Introduction to the Organization 7-11

3. Over view of the Organization 11-16
 History of Optical Fiber System. Region
 Nature of the Organization
 Business Volume of (OFSR)
 Profile of employees of (OFSR)
4. Organizational structure 16-21
 Main Offices of Optical Fiber System Region
 HRM Operation of Optical Fiber System.
5. Org-Structure of the HRM Department 22-24
 Number. of employees working in HRM
Department.
6. Human Resource Management Process in the Organization. 25-28

7. Functions of the Human Resource Management Department. 28-78

 Major Functions
 Support to the other department
8. Labor Management Relations 78-79

9. Critical analysis of the theoretical concepts relating to the 79-81

Practical experiences during your internship in the
organization.
10. weaknesses of the organization ( main focus on human 82-83
resource management).
11. Conclusions/ Recommendations 83-84
12. Reference & Sources used. 85
13. Annexes/ Appendices. 86-93

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EXECTIVE SUMMARY:
1. OBJECTIVE OF STUDYING THE ORGANIZATION:

MBA Programme is a bookish study but the reality is that where to implement that
bookish based knowledge to know the results comprises of factual data rather than facilitates
data.
So that, It is global truth that knowledge is imperative in every sphere of life and
importance of knowledge in business organization is greater than other activities of life.
However, knowledge is only vital, which has practical utilization. It is only object, which is

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increased by its utilization and become ineffective if not utilized in appropriate manner.
Therefore, academic knowledge is worthless without its practical efficacy.
In scholastic sagacity, it is embedded that ideas provides basis for formulation of
theories, however, theories are useless, those have no practical utility. Therefore, theoretical
knowledge is rubbish if this cannot be implied in practical situation.
Main objective of study is to understand that how they are dealing with functions of the
HRM. How they are dealing with staffing, developing, retention of the employees. Likewise,
how they are managing the all changes in the operation of organization especially in regard to
human resource.
In the light of above, it is evident that practical study is prerequisite for
grooming my theoretical knowledge and abilities by studying any organization.
Therefore, I selected the Optical Fibre System for study, which is a department of
Pakistan Telecommunication Company Limited, with following objectives:-
 To analyze the bookish based knowledge.
 To know the business of the organization.
 To study about the structure of the organization as well as the functional study of each
department to obtain the desired objectives.
 To study about the compensation strategy of the organization.
 To study the importance of functional strategy of HRM department.
 Comparison of theoretical knowledge with practical situation.

 To check the usefulness of theoretical knowledge in practical.

 To identify the factors, which helps to implement the theoretical knowledge in an

organization.

 To identify the hurdles, which caused failure of theoretical knowledge in practical

situation.

 To check the utilization of human resource in an organization.

 To enhance my knowledge in regard to Human Resource Management by

studying practical situation.
 To know about the strength and weaknesses and suggested solutions to
overcome on these deficiencies.

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2). INTRODUCTION TO THE ORGANIZATION:
Every organization has to perform certain personnel functions in its own
capacity. Every organization must hire, train, pay, motivate, maintain and ultimately
separate employees. Every organization has its peculiar administrative structure,
which suits the function, objectives, strategies, rules and procedure of that
organization. Administration is the collective activity directed towards the attainment of
a specific goal. Administration and management are used interchangeably and have
no distinction. In the strict sense, Administration is execution of pre-determined
policies; while management is the determination, execution and evaluation of these
policies. Thus administration is defined as determination, execution and evaluation of
policies. The administrator may participate in the formulation as well as execution of
organizational policies. It is rationale action, an attempt to maximize one’s goals by
relating means to ends. Administration is one of the most complex and challenging
fields of endeavor.
Administration manager for that matter must be greatly concerned with the
expectations of both employees and society in general. Society at large proclaimed its
human resources to have vital needs that move beyond a “work force” status. The
Optical Fibre System Region has an Administration department, which involves the
organization and management of man and material in order to accomplish its goals.
Administration Manager is the heads of the Administration department; where as the
head of the overall Administration is GM Administration of the region. The
Administration Manager is directly under the control of GM of the respective region.

ADMINSTRATION DEPARTMENT AT REGION(OFSR)

The Administration section at Islamabad region of (OFSR) is headed by the
Administration Manager comprises of an Administration officer and three Admin.
Supervisors. The activities of Administration department include the personnel and
human relations, security arrangement, transportation, stationary, filling and record
keeping, discipline in the organization, development and maintenance of support
system for the successful operations and the coordination of activities of various

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departments. The communication of various decisions, policies, plans and strategies
to the various departments is the responsibility of the Administration department.

The Administration department of (OFSR)

ADIMN
MANAGER

PA

ADMIN

LEAVE & LEGAL & BUDGET MED INDUSTRIAL

PASSAGE ATTENDA RELATIONS
NCE

FUNCTIONS OF THE ADMINISTRATION

DEPARTMENT
The Administration department in (OFSR) is concerned with the following functions.
 The structuring of individuals and functions in productive relationship is carried
out by the Administration department, in the form of organization of rules, procedures,
functions and human resources.
 The Administration department of (OFSR) manages the personnel and is concerned wit
the direction of these individuals and functions to achieve ends previously determined.

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 The techniques and process of working and the interrelationship of various functions are
determined by the Administration dept: in (OFSR).
 The Administration Dept: in (OFSR) provides the tools and material with the help of
which the operational work is carried out. This includes pens, ink, computers, papers, files,
cabin, furniture, air-conditioner etc.
 The Administration dept: in (OFSR) also carry out the investigations and inquiries of
any office employee violating the rules and regulations, indiscipline and misuse of his/her
authority etc.
 The arrangements for infrastructure like offices support services and the Administration
department maintains physical facilities for the human resources. The Administration of
(OFSR) through the maintenance of security staff ensures the security of the office, building,
furniture, fixture and supplies etc.
 The uninterrupted communication and the maintenance of the means of communication
is the responsibility of the Administration department. It ensures the proper co-ordination
among the employees, management, rules, procedures and functions of different departments.
THE ADMINISTRATIVE PROCEDURE
The Administration is required to follow a specific procedure. Prof. Waldo defines
procedure as, “the prescribed or customary way of working together with the conduct of an
organization’s business.” It is the procedure that governs the internal and external relationship
between one individual and another, between one organization’s units and another, between
one process and another and between all combinations and permutations of these. The
Administrative procedure in (OFSR) is classified as follows.

1. Institutional Procedure
2. Working Procedure

Institutional Procedure
The institutional procedure pertains to staff service and auxiliary functions. The
institutional procedure in (OFSR) includes mails and communication, internal reporting,

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preparation, issuance and distribution of documents, space library services, files and records,
procurement and fiscal administration.
Working Procedure
The working procedure in (OFSR) includes matters like general functions and powers of
the committees, eligibility for the membership, appointment of the members, committee
officers and finance, meetings and recommendations.

MANAGER ADMINISTRATION
The Administration Manager, who is responsible to implement all the instructions of
G.M. All the matters of Administrative nature are routed through the Admin Manager for
onward submission to the head office and top management.
Specific Duties/Responsibilities of Administration Manager
 For his administrative function, the Admin. Manager is directly responsible to the G.M.
 He helps the G.M to perform his administrative functions too.
 He takes all the disciplinary actions against the employees and has the power to demote
any employee according to the prescribed rules.
 He does granting leave to employees.
 He does all local transfers.
 All the admin Orders, circulars, officer orders came through him and are implemented
accordingly.
 Approvals of medical bills of the employees are done by the Admin Manager according
to the medical rules and are then sent to finance section for payment.
 The Admin Manager issues tickets to the Military personnel and recover payments from
their concerned departments.
 He deals with all legal cases on behalf of (OFSR) including accidental claims cases
from (OFSR)..
 Admin. Manager makes all the contracts with hotels and restaurants and sanction of
bills for their payments.
 He also deals with all those parties who have hired the (OFSR) buildings or
from whom OFSR has hired their building.

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3. OVERVIEW OF THE ORGANIZATION:
History of Pakistan Telecommunication Company Limited:
Having its origin in the post & telegraph Department established in 1947, the Pakistan
Telecommunication Corporation(PTC) was established in December 1990, taking over
operations and functions from the Pakistan telephone and telegraph department under the
Pakistan Telecommunication Corporation Act 1991.
The Government of Pakistan in 1991, announced its plans to privatize PTC, and in 1994
issued six million vouchers exchangeable into 600 million shares of the would be PTCL in two
separate Placements. Each had a par value of Rs. 10/- per share.
In 1995, the Pakistan Telecommunication (Reorganization) Ordinance paved the way
for the establishment of an independent regulatory regime, a milestone was crossed in 1996 as
the Pakistan telecommunication Company Limited (PTCL) was formed and formally listed on
all Stock Exchanges of Pakistan.
Since then, PTCL has been working vigorously to met the dual challenge of telecom
development and socio-economic uplift of the country. In keeping with the convergence of
technologies in the telecom sector PTCL’s mobile and internet subsidiaries were created in
1998.
Ufone,the country’s second largest mobile service provider, boosted its operations by
rolling out the country’s largest ever expansion of its network, worth US$ 525 million. The
new investment aims to expand capacity and coverage in existing and new cities, as well as
providing high speed cellular mobile and wireless data services. By mid-2008 the two major
expansions will give Ufone coverage in over 4,500 cities, towns and villages, and all major
highways in the country.
On the technical front, PTCL has laid an optical Fibre Access Network in the major
metropolitan centers of Pakistan and local loop services have started to be modernized and
upgraded from copper to an optical network.

Optical Fiber System was established in 1992, with the advent of first long distance digital
transmission system in the country.

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  Presently more than 800 cities of the country have been connected through the O-ring
(Annex- ) on National Distance Fibre Cable Network including almost all the DTE’s of
Sindh, NWFP and Punjab.

 Balochistan is also being connected to this network through the Shikarpur-Quetta

Optical Fibre System link.

 At present, Optical Fibre System Region, has been entrusted to maintain 10,000 KM
long National Distance Optical Fibre Cable laid along the Main and Alternate routes
including a number of spur and subsidiary Link.
NATURE OF THE ORGANZATION:
In 1995 Introduction of value added services also made headway Universal
Access Number (UAN Service), Free Phone Service (0800), Integrated
Services Digital Network (ISDN) service, Electronic Mail, Audiotex Service
and up-gradation of Public Data Network with backbone were introduced.
3000 E-Mail subscribers are already online and the Internet too is now
accessible in Pakistan. These services will be conducive to boost the business
activity in Pakistan. Further expansion and structural alterations to cope with
the future demand are also underway. In order to facilitate our valued
customers, new computerized billing centers have been established at Multan,
Gujranwala, Peshawar and Quetta and the existing billing centers are being
expanded to cope with the additional subscribers and generation of MIS
reports.
The duration of the billing cycle has been shortened, now a subscriber receives bill on
average within 15-days after the end of the billing cycle. The facility of duplicate bills has
been streamlined. To improve efficiency, Operations and Maintenance Centers have been
established to oversee the digital exchanges. As a part of this programme, Inquiry (17) of
Lahore has been switched on to computerized version.

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 New Optical Fibre System has been laid between Karachi and Islamabad. Under
privatization policy of the Government of Pakistan, on 31 December, 1995 PTC was converted
into a limited company as Pakistan Telecommunications Company Limited. PTCL shares have
been sold in domestic and foreign markets in the form of vouchers (convertible into shares)
and then converted into a Joint Stock Company under the Companies Ordinance 1984 as per
provisions of the Government of Pakistan.
In 1996, the Directors with much pleasure presenting the first report to the shareholders
on the results of PTCL for the six month’s period ended 30 June, 1996. It maintains and runs a
state of–the-art international subscriber dialing system comprising of digital gateway
exchanges operating through satellite earth stations and submarine cables.
In 1997, the company achieved a digitalization ratio of almost 80% of total, which is
one of the highest in the Region It also manufactures and markets telecommunication
equipment through its subsidiaries, namely Telephone Industries in Pakistan (TIP) and Carrier
Telephone Industries (CTI).
In 1998, PTCL successfully obtained a Cellular Mobile License for its subsidiary Pak
Telecom Mobile Limited (PTML) and selected the GSM 900 state of-the-art technology,
which is growing at a much faster rate internationally under the brand name “UFone”. PTML
incorporated on 18th July, 1998 was established to run this new business independent of PTCL
with full financial and management separation thus creating a level playing field for industry
competitors.
Business Volume Of the Organization:
About 180,000 mobile telephones were then in operation and the market had potential
to grow faster. PTCL also launched Private Sector data and Internet Service Providers (ISP)
(brand name Paknet) operating these services under license and revenue share arrangements.
Internet and Information Technology (IT) Services are now very popular in the market and a
number of new entrants are competing, providing PTCL an opportunity to lease capacity and
load its available IT and Internet infrastructure both for private sector license operators and
PTCL’s own customers. PTCL is launching a three-phased project for IT and Internet to
expand the service to take care of 300,000 customers including the needs of private licenses
for infrastructure.

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 In 2000, PTCL has also launched its own Pre-paid Calling Card Service (domestic and
International) to provide better service to the customers. The customer response to this service
is encouraging. In view of developing technologies, some new projects like Tele-Housing,
Voice over Internet Protocols have also been initiated.
In 2001, PTCL following business-oriented policy to optimally exploit its infrastructure
potential associated private entrepreneurs for overall development of telecom sector.
In 2002, Telecom De-regulation Policy of the Government envisages a broad-based
open competition immediately after the exclusivity of PTCL ending December, 2002. PTCL
would then adopt multi-pronged strategies irrespective of the number of competitors.
In 2003, the monopoly of the company was technically over, and the sector is moving
towards liberalization, the company is ready to face this challenge and maintain its dominating
position, while guarding its revenue streams in the face of forthcoming competition.

In 2004, there has been a record reduction in tariff, many new services and technologies
were successfully introduced and a new Marketing and Customer Care Department headed by
a senior executive created to expand existing business and strengthen customer care. At the
same time a New HR structure was installed to administer “Change” using modern concepts.
In 2005, new services like Wireless Local Loop (WLL), New Generation Networks
(NGN), Boradband and Multimedia Networks are introduced for customers. WLL network
connect subscribers to the public switched telephone network (PSTN) using radio signals as a
substitute for copper lines for all or part of the connection between the subscriber and the
switch. The recent addition to its diverse portfolio is the V wireless service that was launched
with the purpose of empowering all the areas of the country by providing them with instant
connectivity. The formal launch of V wireless phone was inaugurated by Honorable Prime
Minister of Pakistan Shaukat Aziz at Sukkur on January 04, 2005.
PTCL has decisively positioned itself as a customer-centered organization by adding
new services in its portfolio. The various innovative moves have got tremendous response
from the corporate and the individual customer sector of Pakistan.
Service provisioning of telecom facilities has been under monopoly control everywhere
for almost a century, providing substantial market power to the incumbent operator (like

15
PTCL), due to these and other related factors, the entry of competitors raised issues that are
generally not encountered in other sectors of the country.
A series of development programs has been offered for management staff at executive
development center. Recently programs on “Communication and Presentation Skill” and
“Leadership Skills” have been successfully completed and which the Executive Vice
Presidents and General Managers attended. Executive Development Center is providing
training opportunities not only to its employees but also to outside professionals to assist them
to meet with their personal and professional challenges
Profile of Employees:
At present, 775 Officers and staff are serving in Optical Fibre System against various
posts, which comprises on engineers, skilled and technical staff and non-technical supporting
staff are mentioned below:-
 Engineers…………………… 325
 Skilled & Technical Staff……………………300
 Non Technical supporting staff………………150
All employees of (OFSR) are well qualified. According to the nature of the job and running
upon round the clock in three shapes to maximize the production levels of the organization
according to the current situations and demands The employees are responsible for performing
different activities, however, their entire efforts are mainly responsible for the following,
which made the Optical Fibre System as backbone of PTCL:-
I. Maintenance of 10,000 km OF Cable and Systems laid through out Pakistan, thus
ensuring a flawless and interruption free communication system.
II. Provision of communication media to Cellular Mobile Operators (CMOs), Internet
Service Providers (ISPs), Banks and other corporate clients

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Organization: Pakistan Telecommunication Company Limited (HQs)
Situated at: Sector G-8/4 Islamabad.
Region office: S/Town Rawalpindi.
.Management

 PTCL is managed by a Board of Directors.

 The President PTCL is responsible for running the day-to-day affairs of the company.

 President is assisted by the well organized team of SEVP’s, EVP’s, Chief

Engineers/General Managers and other staff members who are qualified and trained in

their respective disciplines

 President & Chief Executive Officer

Mr. Wahid Irshad

 Senior Executive Vice President

Mr. Muhammad Nehmatullah Toor

 Acting Senor Executive Vice President(HR& Admin)

Mr. SyedMazhar Hussain

 Senior Executive Vice President(Operations)

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 Mr. Pervaiz Mahtab

 Senior Executive Vice President(Corporate Ddvelopment)

Mr. Sikandar Nawaz

 Senior Executive Vice President(Commercial)

Mr. Dr. Sadiq Al-Jabir

 Senior Executive Vice President(Technical)

Mr. Faisal Badar El-Kathiri

 Chief Information Officer (C.I.O)

Mr. Jassim Abdalla

 Senior Executive Vice President(Business Zone North)

Mr. Naveed Saeed

 Senior Executive Vice President(Business Zone South)

Mr. Adel Rashid Soufah

 Company Secretary

Mrs. Farah Qamar

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 President& Chief
Executive Officer

S. E. V. P S. E. V. P S. E. V. P S. E. V. P
(Finance) (HR & Admin) (Operation) (Corporate
Development)

S. E. V. P S. E. V. P Chief
G.M.
(Commercial (Technical) Information
PUBLIC
System
AFAIRS
S. E.V. P S. E. V. P
(Business Zone (Business Zone South)
North)

SVP SVP
SVP I.T. Marketing SVP
SVP SVP Finance HR &
Coordina Works Admin
tion

SVP SVP SVP SVP SVP

Financial Precision Engineering Corporate Quality
Monitoring & Engineering Planning Assurance
Appraisal

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 O R G A N O G R A M O F T R A N S M IS S IO N N E T W O R K R E G IO N IS L A M
G e ne ra l M a na g e r
T ra n sm is s io n N e tw o rk R e g io n
Is la m a b a d
(N a s ir Iq b a l)

S E (C o o rd ) M an a g e r (H R & A )
T N R Is lam a b a d T N R Is la m a b a d
( F ay y a-uz r-R e h m a n ) (H A R O O N )

SM O FS SM OFS S M T r a n s m is s ion S M T ra n s m is s io n
Is la m a b a d P esh aw ar Is la m a b a d P esh aw ar
( B e h r am S h ah ro k h A s la m ) (S h a h id A li K h a n ) (S a le em K h a lid) (M . H a m Q
id a yu m
)

S E O .F S ys te m S E O .F S ys t em S E R a d io T ra n s S E T ran s m is s ion
Is la m a b a d P e s h aw a r Is la m a b a d P esh aw ar
( M u h a m m a d Irs h a d) ( S h a h n aw a z K h a n ) (A s im u lh a) q ( T ariq A li)

S E O .F C a b le S E O .F C a b le SE Trans O F A N S E T ran s m is s ion

Is la m a b a d P e s h aw a r Is la m a b a d M in g ora
(F a iz A h m e d) (K h a lid S h ah z a d) (M u h a m m aIjad z) (S . S a d iq S h ah )

S E O .F . C a b le S E O .F C a b le S E T ran s m is s io n S E T ran s m is s ion

J h elu m B annu R a w a lp in d i T im er g a ra
(A fta b H . B an g as h ) ( M u h a m m aImd r a )n (Z a re en K h a n ) ( M N a w a z K h an )

S E (D X X O ps ) S E T ran s m is s io n S E T ran s m is s ion

Is la m a b a d Jh e lu m D .I. K h a n
(L A M . A s im
J v aid) L A H a b ibu lla h (K h a d imH u s s a inA w a )n

S E ( O .F–T r a n s ) S E T ran s m is s io n
Is la m a b a d A b b o tta b a d
( M . Id re es
A f rid) i (K h alid N a w a z)

P le a s e re fe r th e a tta c h e d file s fo r a m o re d e ta ile d o v e rv ie w

Socially Responsible.

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  PTCL is working with number of hospitals, citizens’ organizations and telemedicine
initiatives to make it possible for poor patients to get improved medical care.
 PTCL has set aside Rs. 300 million to support Pakistani students to achieve their
dreams of higher education.
 PTCL is socially responsible company and it is active in supporting different community
projects.

Vision Statement
To achieve our Vision by having:
 Any organizational environment that fosters professionalism, motivation and quality
 An environment that is cost effective and quality conscious
 Services that are based on the most optimum technology
 “Quality” and “Time” conscious customer service
 Sustained growth in earnings and profitability

Mission Statement
“To be the leading ICT service provider in the region by
achieving
Customers’ satisfaction and maximizing shareholders’ value”
Quality
“Customer satisfaction, team work and Company Loyalty”

 Main Department of the (Optical Feber System)

These are the main departments of Optical Feber System..

 TCS (Telecommunication solution department)

 HRM/Administration
 Finance Department
 M.M.D (Material Management Department)
 F.F.D (Fiber fabrication Department)
 T. D (Transmission department)

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  M. S (International Switching Maintenance Department)

 Human Resource Management Operation of (OFSR)

There are number of activities performed in the hiring and firing of employees. These
activities comes in the range of HRM Operation. An Organization is a systematic
arrangements of the people to accomplish some specific objectives. It means that people are
major components and the management of human being are Human Resource Management is
a major part of every Manager’s job. It is also the specialized responsibility of the HR
Department. In fact we use the term strategic HRM i.e refers to the wisest possible use of
people with respect to the strategic needs of the organization according to the skills,
knowledge and competency of employees.
Once HR objectives are set it then becomes useful to compare the numbers, skills and
experiences of the current workforce with those desire at some future time period.
HRM can be defined as “it is a process consists on the activities necessary for staffing
the organization and sustaining high employee performance” In this regard, management plays
very prominent role i.e a process of getting activities completed efficiently and effectively
within through other people. Efficiency is the relationship between inputs and outputs seeks to
minimize resource costs and effectiveness is goal attainment.
One of the most pressing demands we face today is for productivity improvement
getting more out of what is input in doing better with what we have, and working smarter not
harder. Similarly, (QWL) Quality of work life refers to employees perception of their physical
and psychological well being at work. It involves giving workers the opportunity to make
decisions about their jobs, the design of their work places and what they need to make
products or to deliver services most effectively. It focus on employees and management
operating a business together and the main objective they always keep in mind is earning
handsome profit. In this whole process, HRM operations are playing very vital and effective
role. These are the main operations of HRM.
i) . Job Analysis
ii) Recruitment /staffing.
iii) Training and development
iv) Compensation

22
 v) Performance appraisal.

1.

Optical Fibre System Region is headed by General Manager with Deputy Genera Manager and
six Zonal directors. Organizational chart of OFSR is as under.

23
 H u m a n R e s o u r c e

A s s i s t a n t G e n e r a l M a n

A s s i s t a n t D i r e c t o r ( A

S u p e r i n t e n d e n t ( A d m n

A s s is t a n A t s( E s i s s t t t a ) An t s ( s S i s t t a a f nf ) t ( W e

K P O K P O K P O

U D C U D C U D C

L D C L D C L D C

N a ib Q a s N i da i b Q a s i dN a i b Q a s i d

Assistant General Manager (Staff & Estt) is responsible to control the all activities of
human resource and liable to report Director as well as Deputy General Manager. Presently
775 employees at all levels are working at Optical Fibre System, Islamabad.& Rawalpindi Out

24
of 775, 30 are assigned the work of human resource department. Functions of human resource
are further categorized into three parts i.e. Assistant (Estt), Assistant (Staff), and Assistant
(Welfare). Their main duties are as under:
(1) Assistant (Estt)
 Determination of requirements of new human resource.
 Maintenance of record of recruitment of staff.
 Maintenance of Seniority of all employees.
 Process promotion cases of different levels of employees.
(11) Assistant (Staff)
 Make transfer/posting of all levels of levels.
 Process cases for nominating employees for different training courses both at local
institutions as well as foreign institution
(111) Assistant (Welfare)
 Process cases for welfare of employees.
 Collection of welfare fund from employees.
 Helps the employees on special functions like self-marriage, son/daughter marriages
etc. by giving welfare fund.
 Make proposals for welfare of employees.

 Number of Employees Working in (HRM) Department

Human Resource Management Profile of Employees.
Senior General Manager(HR&Admn)-------------------1
General Manager(HR&Admn) ---------------------------1
Manager(HR&Admn)--------------------------------------2
Assistant Manager(Admn)---------------------------------1
Assistant Superintendent (Admn)------------------------ 1
Assistant (Staff)-------------------------------------------------------8
Assistant (Welfare)---------------------------------------------------8
Assistant (Estt)--------------------------------------------------------8

25
 Total Employees-----------------------------------------------------30

5).Human Resource Management Process in Organization:

HRM can be defined as “it is a process consists on the activities necessary for staffing the
organization and sustaining high employee performance” In this regard, management plays
very prominent role i.e a process of getting activities completed efficiently and effectively
within through other people. Efficiency is the relationship between inputs and outputs seeks to
minimize resource costs and effectiveness is goal attainment.
The principles governing the building up of an Administrative structure is very important
for carrying out the personnel functions of an organization in smooth fashion. All the
personnel and human relations process are assigned to the Administration department in
(OFS). The Administration department performs the following personnel functions with the
consultation of head office.
1. Recruitment and Selection Process
The recruitment process has always been the central point of interest in a public
personnel program. It is the corner stone of whole personnel structure. Unless the recruitment
policy is strongly conceived, there can be a little hope of building a first rate staff. Recruitment
simply means, securing the right people for particular job and it may take the form of
advertising for large groups of employees or tracking out a highly skilled individual for a
special work.
Recruitment is the discovery of the potential applicants for actual or anticipated
positions. The vacancies are created after the approval of the finance department. The (PTCL)
recruitment and selection procedure involves the following steps.
Recruitment policy
The recruitment policy gives the following conditions for recruitment:
 The age limit of the candidate should be between 18-35
 The educational qualification of the employee.
 Officers (Executive Category) Masters Degree MBA/MPA.
 Assistant Officers/below category, matriculation to B.A/B.Sc

26
  Engineering category DAE Telecommunication diploma.

I. Techniques of Recruitment used

The vacant posts are advertised through the local and national newspapers and
applications are invited with job specification send description showing the job requirements
and eligibility.
2. Selection Procedure
Selection is also called personnel selection or employees selection program. Its
objective is to choose for employment, those applicants who best meet an organization’s needs
in particular job. It is important to note that all executives should know about techniques of
selection to which they may help in making decisions.
The selection process is concerned with the securing relevant information regarding the
applicant. The selection procedure uses the screening devices so that the most efficient and
professional employees should be available to the organization. The selection procedure of
(OFSR) is based on following three principles:
1- Competence
2- Equality of opportunities
3- Neutralit
The following screening devices are used in “Optical Fiber System” during the selection
process.
1. Application Blank
Each applicant is required to fill an application form provided by the Administration
department. The application form has to be filled by the applicant in his own writing and
submitted to the admin Department before a specific date. In application farm personal data,
educational qualifications and experience etc. of the applicant is sleeked out
2. Test
These applications are scrutinized and the candidates passing through the scrutiny are called
for a written test. A board from the head office conducts the test with the assistance of the
administration department at the concerned station

27
3. Interview Procedure There are some qualities that can be judged only in interview-
manner, neatness, appearance and initiative, presence of mind, ability to meet other people
pleasantly and to make a good impression at once are very important factors for job.
In (PTCL), those qualifying the written test are called for an interview administered by
the selection board assisted by the Administration department to judge some of many qualities
mentioned above.
4. Physical Examination
There is usually a formal physical examination of the candidates qualifying interview.
Another requirement is the submission of a formal medical fitness certificate from an authentic
doctor.
5. Approval By The Competent Authority
After going through the whole process of selection, the list of recommended applicants is
sent to the competent authority for approval.
6. Offer for Appointment
After the approval, the administration department notifies the decision to the candidates
through a “letter of appointment”.
7. Orientation Period
After appointment, the employees go through an orientation period i.e. probation. For
MBA/MPA as executives the period is 5 weeks and for employees of under-office class, the
period is 3-6 months.
8. Confirmation
After the successful completion of the orientation period, the employees apply for
confirmation to competent authority.
9. Training
Training is acquiring skills and increasing the knowledge to do a specific job. It is
continuous process and brings about changes in the behavior of the trained employees
resulting ultimately increase in the performance and improvement in quality. Training is
actually an application of knowledge. (OFS) has its own training center known as PTC located

28
in Karachi. It works under the supervision of Administration department. It offers training in
different capacities.

Functions of the (HRM) Department

Major Functions:
5.1). Human Resource Planning (HRP) and Forecasting
 HUMAN RESOURCE PLANNING:
Human resource planning is the plan for the business as a whole. HRP focuses on questions
such as these: What do the proposed business strategies imply with respect to human
resources,. What kinds of internal and external constraints will we face. For example,
restrictive work rules in a collective bargaining contract are an internal constraint, while a
rejected shortfall in the supply of college graduate electrical engineer relative to the demand
for them by employers is an external constraint. What are the implications for staffing,
compensation practices, training and development, and managements succession. What can be
done in the short run to prepare for long term strategic needs.
HUMAN RESOURCE FORECASTING:
`The purpose of human resource forecasting is to estimate labor requirements at some
future time period. Such forecasts are of two types, the external and internal supply of labor
and The aggregate external and internal demand for labor.
Internal supply forecasts relate to conditions inside the organization, such as the age
distribution of the workforce, terminations, retirements, and new hires within job classes, both
internal and external demand forecasts, on the other hand, depend primarily on the behavior of
some business factor, student enrollments, projected sales, product volume to which HR need
can be related. Unlike internal and external supply forecasts, demand forecasts are subject to
many uncertainties in domestic or worldwide economic conditions, in technology, and in
consumer behavior, to name just a few
 Human Resource Main power planning Forecasting strategy

The Management of (PTCL).Knows that recruitment and selection is one of the most
critical and important process upon which the structure and success of any organization

29
depends. Main Power Planning is a first stair towards success. Actually, strategic HR Planning
is the mobilizing the human resources an organization towards accomplishment of overall
organizational goals. HR Planning is always inline with the vision of the organization and
every step taken in this regard is towards the fulfillment of the organizational goals (long term
as well as short term). Here we can also add that one important objective of the HR Planning is
to optimize the usefulness of the workers for their line manger so that line manager can
manage the work and employees effectively. The plans may be short term or they may be long
term in nature, but to have a meaningful impact on future operations, business plans and
human resource plans must be integrally related to each other.
Optical Fibre System Region is following this strategy that recruitment begins with a
clear statement of objectives and goals, based on types of knowledge, skills abilities and
other characteristics that an organization need. Model of Human resource planning is at
Annex.111.
The Demand for Human Resource
 Causes of Demand

 External Challenges
 Economics
 Inflation
 Unemployment
 Change in Workforce Patterns
 Social, Political, and Legal
 Technology (Introduction of computing machines caused reorganizing or downsizing)
 Competitors (To suppress the costs of labor competitors do reduce number of
employees)
 Organizational Decisions
 Strategic Plans (The strategic plans commit an organization to long range objectives
such as growth rates and new products, market, or services)
 Budgets (In the short run strategic plans become operational In the form of budget)
 Sales and Production Forecasts
 New Ventures (Business enterprise) these become in case of merger or acquisition

30
  Organizations and Job Design (jobs are reorganized or redesigned due to mergers,
acquisitions, or spinning off divisions)
Workforce Factors (demand of HR is modified due to following factors)
 Retirements
 Resignations
 Terminations
 Deaths
 Leaves of Absence

5.1.1 Human Resource Planning Process:

Human Resource Main planning Process are

1) Issues Analysis
 Business needs
 External factors
 Internal supply analysis
 Management implications

2) Forecasting Requirements
 Staffing levels
 Staffing mix (qualitative)
 Organization and job design
 Available/projected resources
 Net requirements

3) Action Plans
 Staffing authorizations
 Recruitment
 Promotions and transfers
 Organizational changes
 Training and development
 Compensation and benefits

31
  Labor relations

5.1.2). Forecasting HR Requirement

A human resource forecast to predict future human resource requirements the number of
workers needed, the number expected to be available based on labor market characteristics, the
skills mix required, internal versus external labor supply.
. The actual process begins with a specification of HR requirements that can be :-
Total number of individuals required to be inducted.
 Staffing Levels
 Staffing mix.(qualitative)
 Organization and job design
 Available/projected resources
 Net requirements
 Skill mix (i.e. education/qualification, experience, age)
 Levels (i.e. the grades and pay scale of the required individuals.
 Time period within which such needs must be met.
In main power planning, PTCL HR Department is utilizing very transparent strategy to meet
the requirement of manpower accordingly.

5.1.3). Methods to Forecast HR needs

 Budget and Planning Analysis

 New Venture Analysis (Holding a comparison of HR needs with the firms running
similar operations)
 Computer Models (By use of Mathematical formulas, extrapolations, indexation, survey
results etc.)

1. Expert Forecasts
 Informal and Instant Decisions (Normally organizations made casual decisions)
Formal Expert Survey (Large organizations conduct formal surveys)
 Nominal Group Techniques (NGT)

32
  Group of five to fifteen managers is formed
 They are given a problem in form of a statement
 They write down answers as many as possible
 After 10 to 15 minutes theses ideas are shared in round-robin fashion until all ideas are
recorded
 These ideas are screened and ranked
 Ideas having majority of votes are chosen for decision making
 Delphi Techniques
 If same process is run in form surveys instead of their interface.
 HR planners play role of intermediary to collect ideas and to give feedback to managers
 Four to five surveys are enough to make decision

2. Trend Projection Forecasts

 Extrapolations (It involves extending past rates of change into the future e.g. applying
past average to future projections)
 Indexation (It is a method of estimating future employment needs by matching
employment growth with an index e.g. Index Numbers)
 Statistical Analysis

5.2). Employee Recruitment and Selection

The recruitment process has always been the central point of interest in a public
personnel program. It is the corner stone of whole personnel structure. Unless the
recruitment policy is strongly conceived, there can be a little hope of building a first rate staff.
Recruitment simply means, securing the right people for particular job and it may take the
form of advertising for large groups of employees or tracking out a highly skilled individual for
a special work.
Recruitment is the discovery of the potential applicants for actual or anticipated
positions. The vacancies are created after the approval of the finance department. The PTCL
recruitment and selection procedure involves the following steps.
Recruitment policy
The recruitment policy gives the following conditions for recruitment:

33
 1. The candidate must be the citizen of Pakistan.
2. The age limit of the candidate should be between 18-26
3. The educational qualification of the employee.
4. Officers (Executive Category) Masters Degree MBA/MPA.
5. Assistant Officers/below category, matriculation to B.A/B.Sc.

 Techniques of Recruitment used

The vacant posts are advertised through the local and national newspapers and applications are invited
with job specification send description showing the job requirements and eligibility

 Recruitment Process:
Recruitment is the process of finding and attracting capable applicants for employment
Human
Resource
Planning
Job
Job
Analysis
Information

Job Satisfactory
Affirmative Methods of
Requirem- Pool of
Action Plan Opening ents
Recruitment
Recruits

Managers’
comments

Identified
Specific
Request of
Managers

Recruitment: Constraints and Challenges/Limitations:

 Strategic and HR Plans
■ It suggests types of jobs or tasks
■ Job filling internally and externally
■ Laws and orders
■ Equal Opportunity Employment
■ Affirmative action plans are detailed plans developed by the employer to undo the
results of past employment discrimination or ensure equal opportunity in the future
 Environmental Conditions
■ Unemployment rate

34
 ■ Shortage in specific skills
■ Labor laws
■ Economic changes
 Leading Economic Indicators (These economic indexes suggest the future course of the
national economy, which may affect recruitment plans)
 Predicted Vs Actual volume of business (difference between them make an impact on
recruitment)
 Want ads index (increase in this index leads to tough competition among applicants)
 Organizational Policies
■ Compensation policies
■ Employment status policies (part time jobs instead of permanent)
■ International hiring policies (Local staffing in foreign jobs)
■ Promote-from-within policies (recruitment out of existing employees)
 Recruiters’ Habits
■ Time consuming decisions
■ Biases
■ Influenced from someone
 Job Requirements (recruits should posses the relevant skills)

 Costs
 Incentives
Recruitment channel
1. Internal Recruitment
 Job Posting Programs
 Job openings (These are displayed on notice board so that interested employees
are given opportunities to be promoted)
 Self Nominations (Employees or their immediate super ordinates nominate for
vacant post)
 Departing Employees

35
  Buyback (it takes place when an employee resign to take another job and the original
employer outbids the new job offer)
a) Extensions (Contractual appointment of an old employee after retirement)
2. External Recruitment
 Employee Sources
 Walk-Ins & Write-Ins (Walk-Ins are job seekers who arrive at the HR
department & Write-Ins, who send written inquiry)
 Employee Referrals (employees who refer their friends)
 Advertising
□ Blind ads (in which name of employer is not mentioned)
□ Want ads (in which name of employer is mentioned)
 Referral Sources
 State agencies (Like unemployment offices etc.)
 Job Bank (HR department notifies every job opening, weekly or fortnightly)
 Websites (like www.pkjobs.org)
 Private Agencies
 Search Firms (who charge some fee and communicate openings)
 Other Institutions
 Educational Institutions (Like IBA and LUMS)
 Professional Associations (PEC, MBBS house jobs etc.)
 Labor Organizations (of plumbers, carpenters, electricians, security guards)
 Military Operations (Askari Welfare Trust – AWT )
 Government Programs (e.g. Iqra Pilot Project)
□ Structural Unemployment (it occurs when people are ready, willing, and able
to work but their skills do not match the jobs available)
 Miscellaneous
 Temporary Help Agencies (they provide supplemented/additional workers)
 Leased Employees (agencies and some organizations provide skilled employees
on lease)

36
  Open House (To invite people on refreshment and to tell them about one’s
organization so that they are attracted)
 International Recruiting (cultural aspect be considered).
Model of Recruitment Channel is at Annex.1V.
 Job Application Blanks/Forms
 Application form
 Employment Status
 Education and Skills
 Work History
 Military Background
 Memberships, Awards, and Hobbies
 References
 Signature Line

 Recruitment/ Staffing Strategy.

Optical Fibre System Region HR Department begins with the requirement proposed by
various departments than HR department planned to fulfill the requirements in a stipulated
period and following steps are being carried on in this whole process.

 Publication of advertisement.

Advertisement for hiring manpower according to the required criteria i.e a candidates shall
not normally be less than 18-years and more than 35-years, Educational requirement for the
said post along with experience with clear statement of salary package, financial incentives,
last date for submission of applications with a complete address of the organization send to the
various national newspaper for publication.
 Receipt of applications.
Applciations received against advertisement are then send to the concerned department for scrutiny
and short listing the eligible candidates.

Issuance of call letter

37
 After proper scrutiny, a list of short listed candidates along with their complete bio-data is
sent to the HR Department for further issuance of call letters for test/interviews. The
concerned department is also responsible to prepare a question paper as per its own
requirements and further submitted to HR department for conducting tests on due dates.

 Test/ Interviews.
All eligible candidates are called for test/interviews on due dates. Tests are normally
prepared keeping in view the skills knowledge abilities, required for the job. In this regard,
general intelligence test, personality tests are also being utilized accordingly. In PTCL test
normally comprises on 100 to 150 marks in which subject related, general knowledge, current
affairs, English essay types questions are being asked. The candidates scored maximum marks
according to the criteria are selected for interview. Selection Board is formulated by the
competent authority to recruit the competent personnel according to the requirement. Finally,
the candidates who have qualified the written tests are called for interview and selection board
which consists on most experienced and senior officers interviewed the candidates and finally
prepared merit list by calculating the marks obtained by the candidate in written as well as in
interview, the candidate’s scored maximum marks declared successful.

 Final selection/ security clearance.

After final selection, by a selection board and obtaining formal approval through
minutes by a competent authority, the selected candidates against the approved number of
vacancies are asked to fill bio-data forms for security clearance, the appointment letters are
issued only after the security clearance received by a concerned agency.

5.2.1 Sources of Candidates:

5.2.1.1 Internal Sources
5.2.1.2 External Sources
The most popular sources for internal and external recruiting, it seems
reasonable task, “ which sources are most popular with employers and job applicants.
Among employers, evidence indicates that;
 Informal contacts are used widely and effectively at all occupational level.

38
  Use of public employment services declines as required skills levels
increase
 The internal market is a major recruitment source except for entry- level,
unskilled, and semiskilled workers.
 Larger firms are the most frequent users of walk-ins, write-ins, and the
internal market.
Formal recruitment sources( employment agencies, advertising ) rather than
informal ones ( walk-ins, write-ins, employee referrals).
Which recruitment sources are most effective, According to a survey firms,
newspaper advertisements are the most effective sources for recruiting office/clerical,
professional/technical, and commissioned sales workers. For recruiting managers,
promotion from within is most effective, followed by newspaper ads. Walk-ins are the
most popular method for recruiting production/service workers.
Recruiting source explained only five percent of the variation in applicant
quality, one percent of the variation in the survival of new hires, and none of the
variation in commissions. If sources do not differ appreciably on these important
characteristics, organizations probably should rely on those that are less costly
( newspaper ads) and produce higher-quality applicants ( informal sources ) than
more expensive sources ( employment agencies) Thus, regardless of the recruitment
sources used generate applicants, once a final applicant pool has been assembled,
organizations can maximize the economic returns of selection by ignoring recruitment
sources and using a top- down( rank order from best to least qualified) selection
strategy)
Various sources of information ( on campus interviewer-recruiter, friend, job
incumbent ,professor) about a jab opportunity
The various recruitment sources. are
 Cost of operations, that is, labor costs of company recruitment staff, operational
costs ( recruiting staffs travel and living expensed, agency fees advertising
expenses
 Cost per hire, by source
 Number and quality of resumes by source

39
  Acceptance-to-offer ratio
 Analysis of post visit and refection questionnaires
 Salary offered

1.Internal Sources
Following are the main internal sources are
 Candidates
 Database
 Requisitions
 Optical character recognition
 Information/Skills extraction
 Automatic categorization
 Scan
 Fax
 E-mail
 Resumes

2.External Sources:
1) Employee Sources
 Walk-Ins & Write-Ins (Walk-Ins are job seekers who arrive at the HR department &
Write-Ins, who send written inquiry)
 Employee Referrals (employees who refer their friends)
 Advertising
 Blind ads (in which name of employer is not mentioned)
 Want ads (in which name of employer is mentioned)
2) Referral Sources
 State agencies (Like unemployment offices etc.)
 Job Bank (HR department notifies every job opening, weekly or fortnightly)
 Websites (like www.pkjobs.org)
 Private Agencies

40
  Search Firms (who charge some fee and communicate openings)
3) Other Institutions
 Educational Institutions (Like IBA and LUMS)
 Professional Associations (PEC, MBBS house jobs etc.)
 Labor Organizations (of plumbers, carpenters, electricians, security guards)
 Military Operations (Askari Welfare Trust – AWT )
 Government Programs (e.g. Iqra Pilot Project)
 Structural Unemployment (it occurs when people are ready, willing, and able to work
but their skills do not match the jobs available)
4) Miscellaneous
 Temporary Help Agencies (they provide supplemented/additional workers)
 Leased Employees (agencies and some organizations provide skilled employees on
lease)
 Open House (To invite people on refreshment and to tell them about one’s organization
so that they are attracted)
 International Recruiting (cultural aspect be considered)

 External Needs
 Labor Market Analysis (It is a market where organizations recruit from)
 Guest workers (Foreigners who are granted work visas but not citizenship)
 Community Attitudes
 Demographics
 Trends in jobs
 Immigration

5.2.3.3) Employment Selection Process.

Selection Procedure
Selection is also called personnel selection or employees selection program. Its
objective is to choose for employment, those applicants who best meet an organization’s needs

41
in particular job. It is important to note that all executives should know about techniques of
selection to which they may help in making decisions.
The Selection process is series of specific steps used to decide which recruits should be
hired. Recruiting and selection are combined and called the employment function
Selection: An Overview
Internal Selection: Succession planning identifies potential internal candidates, which shorten
the selection process
Selection Ratio: It is a relationship between the number of applicants hired and the total
number of applicants available
Number of Applicants Hired
Selection Ratio =
Total Numb er of Appl icants

 High Ratio is 1:25

 Low Ratio is 1:2, which shows low quality of recruits
Uniform Guidelines on Employee Selection: To reduce discrimination in selection, the
Equal Employment Opportunity Commission (EEOC) has created the Uniform Guidelines on
Employee Selection
 Four-Fifths Rule or Bottom Line Test (a disparate impact is assumed when the
proportion of protected class applicants who are actually hired is less than 80 percent –
four-fifths – of the proportion for the majority group applicants selected)

S(PCM)
A(PCM)
=
S(MAJ)
A(MAJ)
Where
A(PCM) = Total Number of applicants from protected class
S(PCM) = Number of applicants selected from protected class members
A(MAJ) = Total Number of applicants from the majority class
S(MAJ) = Number of applicants who are members of the majority group
Types of Errors
 False-Negative Error (People are not hired who performed well)
 False-Positive Error (People are hired who failed to perform)

42
Step – 1: Preliminary Reception Of Applications
Two Way Street
 Organization selects employees
 Applicants select organization
Courtesy Interview (before formal interview an introductory meeting for public relation)
Step – 2: Employment Tests
Paper and Pencil tests (like GMAT, SAT, GRE, BCAT, CCAT, etc.)
Research (84% employers include testing in their employment decision making process)
Test Validation:
 Validity: It means that test scores relate significantly to job performance or to another
job relevant criterion

Types of Validation
 Empirical Validation (Experiential): It relates to performance. The criterion exhibits the
correlation from 0 to 1
 Predictive Validity
Test Score ≅ Performance
 Concurrent Validity
Test Score = Performance
 Rational Validation
 Content Validity: Related to job only
 Construct Validity: Related to substitute jobs also
 Differential Validation: To test validity for subgroups like women, minorities
 Reliability: It means that the test should yield (give in) consistent results each time an
individual takes it
Testing Tools and Cautions:
 Psychological Tests: (To measure personality and temperament)
 Knowledge Tests: (They determine information and knowledge)
 Performance Tests: (Job related e.g. typing test for post of typist)

43
  Graphic Response Tests: (polygraph – lie detector)
 Attitude and Honesty Tests: (Honesty)
 Medical Tests: (drug test, AIDS, HIV etc.)
Step – 3: Selection Interview
Selection Interview: This is a formal in-depth conversation conducted to evaluate an
applicant’s acceptability. The interviewer seeks to answer three questions
 Can the applicant do the job?
 Will the applicant do the job?
 How does the applicant compare with others who are being considered for the job?
Interviews can be:
 One to one
 Two or more to one
 One to two or more
 Two or more to two or more

Types of Interviews:
 Unstructured Interviews (Interviewers develop the questions as the interview proceeds)
 Structured/Directive Interviews (predetermined set of question are asked)
 Mixed Interviews (Blend of structured and unstructured questions)
 Behavioral Interviews (focus on a problem or hypothetical situation that the applicant is
asked to solve)
 Stress Interviews (attempt to learn how applicant will respond to job pressures)
The Interview Process/ Stages in an Employment Interview:
 Interviewer Preparation
 Job application should be reviewed
 Should be informed about Job description
 Creation of rapport (relationship)
 Information Exchange
 Termination (wrapping up)

44
  Evaluation
Interviewer Errors:
 Halo Effect (If rater allows an information to disproportionately prejudice the final
evaluation)
 Leading Questions
 Personal Biases
 Interviewer Domination
Interviewee Errors:
 Job Related Weaknesses
 Nervousness
 Playing Games
 Talking Too Much
 Boasting (Boldness)
 Not Listening
 Being Unprepared

Step – 4: References And Background Checks

Reference:
 Personal Reference (One that attests applicant’s sound character)
 Employment Reference (It discusses the applicant’s work history)
Background Checks:
 Bonding and Security Checks (criminal records and credit ratings)
 Immigration and Naturalization Rules
Step – 5: Medical Evaluation
To Test Disabilities and serious diseases
Step – 6: Supervisory Interview
Supervisor can evaluate job related abilities of the applicant
If hiring decision is made by the supervisor, level of commitment will be heighten
Step – 7: Realistic Job Preview

45
It involves showing the candidate the type of work, equipment, and working conditions
Step – 8: Hiring Decision
Final Decision is normally made by supervisor or otherwise
The selection process is concerned with the securing relevant information regarding the
applicant. The selection procedure uses the screening devices so that the most efficient and
professional employees should be available to the organization. The selection procedure of
PIAC is based on following three principles:
1- Competence
2- Equality of opportunities
3- Neutrality
The following screening devices are used in (ptcl) during the selection process
. Application Blank
Each applicant is required to fill an application form provided by the Administration
department. The application form has to be filled by the applicant in his own writing and
submitted to the admin Department before a specific date. In application farm personal data,
educational qualifications and experience etc. of the applicant is sleeked out.

Test
These applications are scrutinized and the candidates passing through the scrutiny are called
for a written test. A board from the head office conducts the test with the assistance of the
administration department at the concerned station.
Interview
and initiative, presence There are some qualities that can be judged only in interview-manner,
neatness, appearance of mind, ability to meet other people pleasantly and to make a good
impression at once are very important factors for job.
In (OFSR), those qualifying the written test are called for an interview administered by the
selection board assisted by the Administration department to judge some of many qualities
mentioned above.

46
Physical Examination
There is usually a formal physical examination of the candidates qualifying interview. Another
requirement is the submission of a formal medical fitness certificate from an authentic doctor.
Approval By The Competent Authority
After going through the whole process of selection, the list of recommended applicants is
sent to the competent authority for approval.
Offer for Appointment
After the approval, the administration department notifies the decision to the candidates through a
“letter of appointment”.
Orientation Period
After appointment, the employees go through an orientation period i.e. probation. For Telecom Eng/
MBA/MPA as executives the period is 5 weeks and for employees of under-office class, the period is
3-6 months.
Confirmation
After the successful completion of the orientation period, the employees apply for

confirmation to competent authority.

5.3 TRAINING AND DEVELOPMENT:

Training: Training helps employees do their current jobs (Now)
Development: Development helps the individual handle future responsibilities (Future)
Training & Development Strategy is very important functions of (PTCL) HRM
Department. Proper training and development of the employees with respect to their jobs plays
very vital roles to accomplish the organizational goals e.g. orientation training programme is
the basic requirement of each and every organization and it is the responsibility of HRM
Department to manage such type of programmes for new comers employees.
Main objectives of HRD is to satisfy the existing employees of the institute because these
employees are the best source of their marketing in capturing prospective motivated,
professionals. Best way of satisfying is time reward to eligible ones. It means that training and

47
development are interrelated with each other. Training is the best way for polishing of existing
as well as desired knowledge of employees on every stage. HRD is following this strategy to
capture the maximum market shares with the support of train manpower. It shows that (PTCL)
is given emphasize on the training and development programe of all its employees. This
training includes on job training, in house training and in form of workshops enhanced for the
fulfillment of the organizational goals.
, Training is acquiring skills and increasing the knowledge to do a specific job. It is
continuous process and brings about changes in the behavior of the trained
employees resulting ultimately increase in the performance and improvement in
quality. Training is actually an application of knowledge. PTCL has its own training
center known as PTC located in Karachi& Rawalpindi. It works under the supervision
of Administration department. It offers training in different capacities.

on the Job Training

On the job training is given to employees already working in PTCL. It is give opportunity to
the employees to update their knowledge of various procedures, methods, rules and regulations
and to keep them in touch with modern knowledge and technology.

Pre- Job Training

The pre-job training is important to the various categories of employees before they join the
organization and are likely to assume responsibilities in future.
New Employee Capabilities And Job Demands
New Orientat
Employ ion Job
ee & Deman
Capabil Trainin ds
ities g

5.3.10) TRAINING NEED ASSESSMENT

48
Need Assessment: Needs assessment diagnoses current problems and future challenges to be
met through training and development
There are her levels of analysis for determining the needs that training can fulfill.
Organization Analysis: focuses on identifying where within the organization training is
needed, objectives ,resources, Allocation of resources.
Operations Analysis: attempts to identify the content of training – what an employee must
do in order to perform competently.
Individual Analysis: determines how well each employee is performing the tasks that make
up his or her job,(knowledge, Skills, and Attitudes).
At the general level, it is important to analyze training needs against the backdrop of
organizational objectives and strategies. It is also essential to analyze the organization external
environment and internal climate, In summary the critical first steps to relate training needs to
the achievement of organizational goals. If you cannot make that connection, the training is
probably unnecessary. However, if a training need does surface at the organizational level, an
operations analysis is the next step.
Operations analysis requires a careful examination of the work to be performed after
training. It involves, a systematical collection of information that describes how work is done,
so that standards of performance for that work can be determined; second, descriptions of how
tasks are to be performed to meet the standards; and third, that the competencies necessary for
effective task performance. Job analyses, performance appraisals, interviews ( wit jobholders,
supervisors, and higher management), and analysis of operating problems ( quality control,
downtime reports, and customer complaints) all provide important inputs to the analysis of
training needs.
Individual analysis, at this level, training needs may be defined in terms of the
following general idea; the difference between desired performance and actual performance is
the individuals training need. Performance standards, identified in the operations analysis
phase, constitute desired performance. Individual performance data; diagnostic ratings of
employees by their supervisors, peers, or customers; interviews; or tests ( job knowledge, work
sample, or situational) cancroids information on actual performance against which each
employee can be compared with regard to desired performance standards. A gap between
actual and desired performance may be filled by training.

49
 However, assessing the needs for training does not end here. It is important to analyze
needs regularly and at al three levels in order to evaluate the results of training and to assess
what training is needed in the future.
At the organizational level, senior managers who set the organization goals should analyze
needs.
At the operations level, the managers ( teams ) hospecify how the organizations goals are
going to be achieved should analyze needs.
The individual level, the managers and workers who do the work to achieve those goals
should analyze needs, keeping in mind that performance is a function both of ability (hence,
training ) and motivation the desire to perform well.

5.3.2 Employee Development

Training and Development Objectives: Needs result in training and development objectives,
which should state the desired behavior and the conditions under which it is to occur
Program Content: The program’s content is shaped by the needs assessment and the learning
objectives. The objectives here may be to teach specific skills, provide needed knowledge,
or try to influence attitudes
Learning Principles: Learning principles are guidelines to the ways in which people learn
most effectively
 Participation: Learning usually is quicker and longer-lasting when the learner
participates actively
 Repetition: Although seldom fun, repetition, apparently etches (engrave) a pattern into
one’s memory
 Relevance: Learning is helped when the material to be learned is meaningful
 Transference: The more closely the demands of training program match the demands of
the job, the faster a person learns to master the job
 Feedback: Feedback gives learners information on their progress
Training And Development Approaches
Trade-offs (exchanges): No single technique is the best, therefore trade-off among following
should be made
 Cost Effectiveness

50
  Desired Program Content
 Learning Principles
 Appropriateness of the Facilities
 Trainee Preferences and Capabilities
 Trainer Preferences and Capabilities
Job Instruction Training: It is received directly on the job, and so it is often called “on-the-
job” training (OJT)
Job rotation: To cross train employees in a variety of jobs, some trainers move a trainee from
job to job. Cross training helps the organization when vacations, absences, downsizing, or
resignations occur
Apprenticeships and Coaching:
 Apprenticeships: Apprenticeships involve learning from a more experienced employee
or employees, though it may be supplemented with off-the-job classroom training.
Assistantships and internships are similar to apprenticeships
 Coaching: Coaching is similar to apprenticeships because the coach attempts to provide
a model for the trainee to copy
Lecture and Video Presentations: Television, films, slides, and filmstrip presentations are
similar to lectures
Vestibule Training: Separate areas or vestibules (Entrance hall) are set up with equipment
similar to that used on the job. This arrangement allows transference, repetition, and
participation
Role Playing and Behavioral Modeling:
 Role Playing: Role playing is a device that forces trainees to assume different identities
 Diversity Training: It aims to create a work environment conducive to a diverse
workforce
 Behavioral Modeling: Modeling is one of the fundamental psychological processes by
which new patterns of behavior can be acquired, and existing patterns can be altered
 Vicarious process: Modeling is a vicarious (explicit) process which implies sharing in
the experience of another person through imagination or sympathetic participation

51
Case Study: By studying a case situation, trainees learn about real or hypothetical
circumstances and the actions others take under those circumstances
Simulation (Mock-up or Recreation): simulation exercises come in two forms
 one involve a mechanical simulator that replicates the major features of the work
situation. Like driving simulators for divers’ training
 Computer simulators are the other form. Like games leading towards decision making
Self-Study and Programmed Learning:
 Self-Study: Self-study techniques range from manuals to prerecorded cassettes or
videotapes. Several learning principles are included in this type of training
 Programmed Learning: Programmed learning materials are another form of self-study.
Usually these are computer programs or printed booklets that contain a series of
questions and answers
Laboratory Training: Laboratory training is designed to enhance interpersonal skills.
Participants seek to improve their human relation skills by better understanding themselves
and others. This involves sharing experiences and examining the feelings, behavior,
perceptions, and reactions that result
Action Learning: Action learning takes place in small groups that seek a solution to real
problem confronting the organization, aided by a facilitator who is either and outside
consultant or a member of the firm’s in-house staff

Evaluation Of Training And Development

Effective criteria used to evaluate training focus on outcomes. Trainers are
particularly concerned about:
Reaction: The reactions by trainees to the training content and process
Knowledge: The knowledge or learning acquired through the training experience
Behavior: Charges in behavior that result from the training
Results or Improvements: measurable results and improvements in the individuals or the
organization, such as lower turnover, fewer accidents, or less absenteeism

Steps In The Evaluation Of Training And Development

52
 Trained Or
Evaluation Transfer Of Follow-Up
Criteria
Pretest Developed Posttest The Job Studies
Workers

Development Of Human Resources

Employee Obsolescence: Obsolescence (obsolete) results when an employee no longer
possesses the knowledge or abilities needed to perform successfully
 Career plateau: It occurs when an employee does well enough not to be demoted or
fired but not so well that he or she is likely to be promoted
 International and Domestic Workforce Diversity:
 Technological Change:
 Development, EEO, and Affirmative Action:
 Employee Turnover: The willingness of employees to leave one organization for
another

5.4) PERFORMANCE MANAGEMENT

Performance management process is successfully carried out by the help of
performance appraisal system in other words we can say that PMP i.e. Performance
Management Process is directly dependent on the performance appraisal system.
The better performance appraisal system any organization has, the better would be
the management process of the organization resulting in the better performance of
the people towards the achievement of the organizational objectives. Performance
appraisal strategy is also playing valuable role in further promotion/ development of
employees

PERFORMANCE MANAGEMENT/APPRAISAL
 Performance appraisal strategy.
Performance Appraisal is a process of evaluating individuals in order to arrive at
objective human resource decisions. In (PTCL) this strategy is also in practice and functioning
accordingly. Performance appraisal is carried out normally on yearly basis. IN this connection,
a proper section is functioning where performance appraisal record of all employees are in the
safe custody.

53
 In order to improve the process, an d productivity a great need is being felt for more
frequent appraisal system for that matter a decision regarding quarterly review on performance
appraisal system is under active consideration on the other hand, the departments in which
work is being carried out the performance appraisal are carried out in more frequent intervals
depending upon the modules and break up of the projects i.e after every module/ break up of
the project, the employees are assessed in terms of their contribution in the project, their
learning curve, their technical skills etc. In this way, all the employees are provided the chance
to have a close interaction and communication with the upper management A model of .
Performance appraisal is at Annex.V1.
 It helps in improving the employees work performance by realizing them their current
status of work in relation to achieve the organizational objectives.
 It provides timely information to the employees and managers for further utilization to
make work related decisions.
 It provides feed back to the employees thus serving as a vehicle for the personal and
career development of the employees.
 On development needs are assessed, it can help to establish objectives of the training
Programme.
Uses of Performance Appraisal:
 Performance Improvement
 Compensation adjustment
 Placement decisions
 Training and development needs
 Career planning and development
 Staffing process deficiencies
 Informational inaccuracies
 Job-design errors
 Equal employment opportunities
 External challenges
 Feedback to human resources
Elements of Performance Appraisal System

54
Following are key elements of performance appraisal.
360-Degree Evaluations: An employee is being evaluated from all directions – immediate
super-ordinates, peers and even subordinates
Practical System: A practical system is understood by evaluators and employees
Standardized System: A standardized system within the organization is helpful because it
allows the establishment of uniform practices
Performance Standards: Appraisal system requires performance standard, which serve as
benchmarks against which performance is measured
Performance Measures: Performance evaluation also requires dependable performance
measures the ratings used to evaluate performance
 Objective measures: These are indications of job performance that are verifiable by
others and are usually quantitative
 Subjective measures: These are rating that are based on the personal standards or
opinions of those doing the evaluation and are not verifiable by others

5.4.1 Performance Standards and Expectation:

Performance standards translate job requirements into levels of acceptable or
unacceptable employee behavior. They play a critical role in the job analysis performance
appraisal linkage. Jo analysis identifies what is to be done. Performance standards specify how
well work is to be done. Such standards may be quantitative( e.g. time, errors) or
qualitative(e.g., quality of work, ability to analyze, say, market research data or a machine
malfunction).
Relevance also implies the periodic maintenance and updating of job analyses., performance
standards, and appraisal systems. Should the system be challenged in court, relevance will be a
fundamental consideration in the arguments presented by both sides.
This requirement implies that there are clear links between the performance standards
for a particular job and an organization’s goals and between the critical job elements identified
through a job analysis and the dimensions to be rated on an appraisal form. In short, relevance
is determined by answering the question What really makes the difference between success
and failure on a particular job, and according to whom.

55
 The beginning of the performance year, supervisory officer/appraiser will plan the
yearly performance objectives for the appraise. In addition, standards for performance
measurement, assessment and deadlines will be established at this stage. The Appraise will
participate in this process of planning objective sad setting performance standards.
At the end of the relevant performance period, the appraisee’s target related performance
would be assessed against these objectives. This section of the appraisal instrument carries
60% weight. The next section of the appraisal instrument includes behavioral instrument and
trait related performance dimensions. For the overall eight of the Executive group, these
performance, dimensions carry different weights. The objective and behavioral performance
indicators; objectives are given more weight due to the nature of the work of (PTCL)
Past-Oriented Appraisal Methods
Following are past-oriented appraisal approaches
Rating Scales: Rating scales requires the rater to provide a subjective evaluation of an
individual’s performance along a scale from low to high
Checklists: The checklist method requires the rater to select words or statements that describe
the employee’s performance and characteristics
Weighted Checklist: The result is called weighted checklist
Forced Choice Method: The forced choice method requires the rater to choose the most
descriptive statement in each pair of statements about the employee being rated
Critical Incident Method: The critical incident method requires the rater to record statements
that describe extremely good or bad behavior related to job performance
Accomplishment Records: Primarily professionals use these. These are employee-produced
listings of accomplishments such as publications, speeches, leadership roles, and other
professionally related activities
Behaviorally Anchored (Attached) Rating Scales: These are family of evaluation
approaches that identify and evaluate relevant job-related behaviors. Following two
approaches are well known:
 Behavioral Expectation Scales (BES): BES use specific named behaviors as
benchmarks to help the rater
 Behavioral Observational Scales (BOS): BOS use specific named behaviors as
benchmarks and require the rater to report the frequency of those behaviors

56
Field Review Method: In this method, skilled representative of the HR department goes into
the “field” and assists supervisors with their ratings. The HR specialist solicits from the
immediate supervisor specific information about the employee’s performance. Then the expert
prepares an evaluation that is based on this information. The evaluation is sent to the
supervisor for review, changes, approval, and discussion with the employee who was rated
Performance Tests and Observations:
 Pay-for-knowledge
 Pay-for-skills
Comparative Evaluation Approaches: These are collection of different methods that
compare one person’s performance with that of coworkers. Usually comparative appraisals are
conducted by the supervisor
 Ranking Method: The ranking method requires the rater to place each employee in
order from best to worst
 Forced Distribution: It requires raters to sort employees into different classifications,
usually with specified proportions in each category
 Roll-Up Meetings: Adjustments are made through “roll-up” meetings, which allow
supervisors to meet with their common manager to explain why their evaluations
should be allowed to deviate form the expected distribution
 Point Allocation Method: It requires the rater to allocate a fixed number of points
among employees in the group
 Paired Comparison: It forces raters to compare each employee with all the other
employees in the same group who are being rated
Future-Oriented Appraisals
Future-oriented appraisals focus on future performance by evaluating an employee’s potential
or setting future performance goals
Self-Appraisal: It is the employee’s involvement in and commitment to the improvement
process
Management By Objectives (MBO): Participation of staff and managers for goal setting
Psychological Appraisals: When psychologists are used for evaluations, they assess and
individual’s future potential, not that individual’s past performance

57
Assessment Centers: Assessment centers are a form of standardization employee appraisal
that relies on multiple types of evaluation and multiple raters
Implications of the Appraisal Process
Training Raters and Evaluators:
 Definition of key terms
 Use of Video tapes
 Mock (Role playing) sessions
Evaluation Interviews: Evaluation interviews are performance review sessions that give
employees essential feedback about their past performance or future potential.
Emphasize positive aspects of employee performance
Tell each employee that the evaluation session is to improve performance, not to discipline
Conduct the performance review session in private with minimum interruptions
Review performance formally at least annually and more frequently for new employees or
those who are performing poorly
Make criticisms specific, not general and vague
Focus criticism on performance, not personality characteristics
Stay calm and do not argue with the person being evaluated
Identify specific actions the employee can take to improve performance
Emphasize the evaluator’s willingness to assist the employee’s efforts and to improve
performance
End the evaluation sessions by stressing the positive aspects of the employee’s performance

5.4.2 How performance Report are Written:

 Annual performance report.
 Monthly Performance report.

 Annual performance report.

Employees are the true assets and they should be awarded according to their annual
performance and the evaluation process should be transparent and carried out under the kind
supervision of a well qualified Supervisors . Due to this employees will feel sense of responsibility
and raise their working standards.

58
 Annual confidential report is highly subjective and various personality traits with no
mechanism to quantify or assess individual characteristics. Moreover, some of the questions
are irrelevant to performance of a job. The concept of pen picture is very vague and not
properly understood. the report does not take into Transmission & overall (PTCL)
performance parameters such as cases of transmission services created.
Performance dimensions used are also ambiguous, For example, the section on personal
traits comprises parameters such as intelligence, perseverance, and devotion to duty The
assessment of these traits may vary across appraisers thus making their evaluation both
difficult and subjective.

 Monthly Performance report.

Monthly performance and the evaluation process should be transparent and carried out
under the supervision of a well qualified Supervisors & manager. Due to this employees will
feel sense of responsibility and raise their working standards and expectation.
But the Monthly Performance report is very lengthy and cumbersome. Being a self-generated
report, it is susceptible to individual manipulation since officers may exaggerate their
achievements to get undue credit. The undue emphasis on provide quality services of
transmission away from customer focus problem solving and performance excellence.

The employees performance report are assessed in terms of their contribution in the
project, their learning curve, their technical skills etc. In this way, all the employees are
provided the chance to have a close interaction and communication with the upper
management. Report that are being assessed in the organization that under maximum point &
points to achieved.

59
S.No Factors assessed Maximum Points
points achieved
1 Technical experience:- 10
Do he/she have sufficient knowledge of his/her
work? Is he /she knowledge about the current
development in relevant field.
2 Productivity 10
What is the quality of his/her work? Is out put
reasonable
3 Management skills 10
How does the individual mange the work and
personnel ? does he/she effectively delegate the
responsibility? Does he/she effective supervise the
work
4 Creativity 10
Does he/she show innovativeness in approaching
and solving the problem?
5 Initiative and drive 10
How does he/she take necessary action without
being told? Does he/she do more than assigned ?
does he/she functions independently with guidance
6 Interpersonal skills. 10
How does he/she gets along with his/her colleague
and team mates? His he /she cherry and optimistic
or temperament?
7 Integrity 10
Is he/she honest fair and straight forward?

8 Reliability 10
Can he/she be trusted to carry out the assigned task
without fear of mishandling ?
9 Communication skills 10
Does he/she speaks and write effectively
1 Discipline 10
0 Punctuality, neatness and organization

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EMPLOYEE COMPENSATION AND BENEFITS
Compensation: Compensation is what employees receive in exchange for their contribution
to the organization.
Personnel /compensation strategy
As soon as the inductions formalities are completed, the “P” Files (Personal files) of the
candidates are sent to personnel branch, where necessary office order for their induction is
issued along with all compensation detail according to prevailing rules and regulations. The
terms and conditions of the appointment is also mentioned in the office order and finally this
office order is dispatched to Finance Department for disbursement of salary per month
accordingly.
Each employee who has appointed against contract vacancy, is on probation for a
period of one year, after that afresh order is issued for further attention in service. If the
performance of the employee is not satisfactory, the probation period can be extended for next
six months. Personal strategy of(PTCL) is also updating the personal data of all employees on

61
computer, and complete history of each employee is entered in the HRM Programme.
Employees are expected to inform HR department regarding any change in their academic
records, addresses, marriage status etc., to have an upto date information of each employee.
In any organization, effective compensation design is to assign a minority value to each
job or skill and to establish an orderly procedure for increasing the base rate. The objective of
a successful compensation system is to attract, retain and motivate employees to achieve
internal, external and individual equity and in return to achieve the organizational goals
Pay Dissatisfaction: It harms productivity and affect the quality of work life. A model
of the consequences of pay dissatisfaction is at Annex.V11.
Objectives Of Compensation Management
Equity:
Internal Equity: It ensures that more demanding, positions or better qualified people
within the organization are paid more
External Equity: It assures that jobs are fairly compensated in comparison with similar
jobs in the labor market
Objectives Sought Through Effective Compensation Management: Compensation
Objectives are guidelines, not rules
 Acquire qualified personnel
 Retain current employees
 Ensure equity
 Reward desired behavior
 Control costs
 Comply with legal regulations
 Facilitate understanding
 Further (Broaden) administrative efficiency
Major Phases Of Compensation Management
Phase – 1: Evaluate every job, using job analysis information to ensure internal equity
based on each job’s relative worth
Phase – 2: Conduct wage and salary surveys to determine external equity based on the
rates paid in the labor market

62
 Phase – 3: Price each job to determine the rate of pay based on internal and external
equity.
Model of these three phase is at Annex.V111
Job Analysis And Evaluations (Phase – 1):
Job Analysis
Position Description:
Job Description:
Job Standard:
Job Evaluation
Job Ranking: Specialists review the job analysis information and then rank each job
subjectively according to its relative importance in comparison with other jobs in the firm
Job Grading or Job Classification: It is slightly more sophisticated than job ranking but
still not very precise. It works by having each job assigned to a grade by matching standard
description with each job’s description
Factor Comparison: These compensable factors are the job elements common to all jobs
being evaluated, such as responsibility, skill, mental effort, physical effort, and working
conditions. This method involves following five steps:
(Step – 1) Determine the critical factor:
(Step – 2) Determine Key Jobs
(Step – 3) Apportion current wages for key jobs
(Step – 4) Place key jobs on a factor comparison chart
(Step – 5) Evaluate other jobs
Point System: This system evaluates the compensable factors of each job, but instead of using
wages as the factor comparison method does, it uses points This system involves following six
steps:
(Step – 1) Determine critical factors:
(Step – 2) Determine the levels of factors
(Step – 3) Allocate points to sub-factors
(Step – 4) Allocate points to levels
(Step – 5) Develop the point manual
(Step – 6) Apply the point system

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Wage And Salary Surveys (Phase – 2):
These surveys discover what other employers in the same labor market are paying for
specific key jobs. Wage and salary survey data are benchmarks against which analysts
compare compensation levels. Following are the sources of compensation data
State Unemployment Offices:
Employer Associations:
Professional Associations:
Self-Conducted Surveys:
Pricing Jobs (Phase – 3):
In pricing jobs, the job evaluation worth is marched with the labor markets worth. Job
Evaluation Worth Match Labor Market Worth
Pay Levels: To set the right pay level, the internal rankings and the survey wage rates are
combined through the use of graph called Scattergram. The vertical axis represents pay rates
and horizontal axis is used for points. Using statistical technique called as least squares
method of regression can draw wage-trend line.
The Compensation Structure:
 Setting a framework:
 Job classes: Jobs are grouped in predetermined categories
 Merit increase: A rise in pay for performance
 Rate ranges: These are the pay ranges for each job class.
 Broad banding or career bands: Pay levels are grouped into small numbers of wide
ranges of bands
Challenges Affecting Compensation
 Strategic Objectives: If some organizations are having same objectives
 Prevailing Wage Rates: Market Wage Rates
 Red-Circle Rate: The term “red-circle rate” arises from the practice of marking out-
of-line rates with a red circle on the chart. Pay raises for red-circle rate jobs are
often frozen when the supply of talent catches up with the demand
 Union Power: When unions represent a portion of the workforce, they may be able
to obtain wage rates that are out of proportion to the relative worth of the jobs

64
  Government Constraints:
 Wage Compression: It occurs when the starting salaries of newly hired workers rise
faster then do those of incumbent (current) employees
 Child labor laws
 Equal Pay Act
Comparable Worth and Equal Pay: “Equal pay for equal work” is the idea of “Comparable
Pay for Comparable Work” called “Comparable Worth”.
Comparison Strategies and Adjustments:
International Compensation Challenges:
 Globalization: Means greater movement of employees among countries
 Productivity and Costs:
 Two-tiered wages: Two wage structures one for current employees and other for
future recruits
 Compensation Innovations: Instead of increments that raise the wage permanently,
employers give bonuses
 Fringe Benefits: Like medical facility

5.5.1 Types of Compensation and Benefits:

INCENTIVES AND GAINSHARING
Incentive Systems: These link performance and compensation by rewarding performance
instead of seniority or hours worked
Gain sharing: It matches and improvement (gain) in performance with a distribution (sharing)
of the benefits with employees
Incentive System
Piecework/Per-Unit Payments: Piecework is and incentive system that compensates the
worker for each unit of output
Production Bonuses: These are incentives paid to workers for exceeding output goals
Commissions: In sales jobs, the seller may be paid a percentage of the selling price or a flat
amount for each unit sold
Maturity Curves: These are adjustments to the top of the rate range for selected jobs.
Employees are rated on productivity and experience

65
Merit Raises: These are pay increases given after an evaluation of performance. These raises
are usually decided by the employee’s immediate supervisor
Pay-for-Knowledge/Pay-for-Skills Compensation: Pay levels are based not on what an
employee does but on the range of jobs the employee can do
Non-Monitory Incentives/Non-cash Rewards:
Recognition programs: In which employees receive plaque (like shield), novelty (unique)
items (from key chain to baseball caps)
Certificates
Time off
Vacations
Executive Incentives:
Stock Options: The right to purchase the company’s stock at a predetermined price
Weighted Incentive System: It reward executives on the basis of improvements in multiple
areas of business performance
Deferred Stock Incentive System: These award stock to executives gradually over several
years
International Incentives:
Foreign Allowances: These are incentives for international employees
Gain sharing Approaches
Employee Ownership: Many companies have stock purchase plans that allow workers to buy
shares in the company, thus “owning” a fractional part of the firm and sharing in its success
Production Sharing Plans: Production Sharing Plans allows groups of workers to receive
bonuses for exceeding predetermined levels of output
Profit-Sharing Plans: Profit-sharing plans share profits with the employees
Cost Reduction Plans: Cutting costs by sharing saving
Scanlon Plan: Giving bonuses to improve labor costs and/or quality
Rucker Plan: Giving bonuses to improve labor and/or material costs
Improshare Plan: It reduces labor hours
Incentive Matrix Summary: It comprises of all kind of Individual, group, cash, and noncash
incentives
BENEFITS AND SERVICES

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Indirect compensation: Benefits and Services are sometimes called indirect compensation
and “fringe” benefits
Elements of Compensation:
C o m p e n s a t i o n

D ir e c t
C o m p e n s a t io n

C o m p e n s a t i o n MI n ac ne an gt i ev me s e An tn d G a i n s h a r i n g
( B a s e W a g e s A n ( dP a S y a - Fl a o r ir e- Ps )e r f o r m a n c e )

I n d ir e c t
C o m p e n s a t io n

B e n e f i t s A n d S S e e r c v ui c r ie t sy , S a f e t y , A n d D e a l t
( " F r i n g e " B e n ( eL f e i t gs a) l l y , M a n d a t e d B e n e f it

The Role Of Indirect Compensation

Following objectives are sought through indirect compensation
5) Societal Objectives: Following societal objectives are likely to be attained by
employees
6) Tax breaks reduce
7) Health care
8) Disability life insurance
9) Retirement benefits
10) Organizational Objectives: Indirect compensation may
11)Reduce fatigue
12)Discourage labor unrest
13)Satisfy employee objectives
14)Aid recruitment
15)Reduce turnover
16)Minimize overtime costs
Employee Objectives: The real advantages to employee of employer-provided benefits
are lower cost and availability
casual leave:

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 (Total number of casual advisable during calendar year to all employees 20 days and maximum
casual leave can be granted ten days at a time)

Earned Leave:
(Each employee is entitled for four days of earned leave on full pay for every calendar month,
duty periods of 15 days are less in a calendar month being ignored however, more than 15 days being
treated as a full calendar month for the purpose, the maximum period of leave on full pay that may be
granted at one shall be as follows:-
Without medical certificate- 120 days
With medical certificate 180 days

Extra Ordinary leave.

EOL are leave without pay may be granted on any ground up to a maximum period of five
years at a time provided that the civil servants to whom such; leave granted has been in continuous
service for a period of not less than 10 years and in case civil servant has not completed ten years of
continuous service, extra EOL for a maximum period of two years may be granted at the discretion of
the head of his office. EOL may be granted retrospective in lieu of absence without leave.

Leave on full pay,

At the option of civil servant, be converted on leave on half pay but is depends upon the
balance of earned leave of concerned employee who has applied for leave on half pay.

Study Leave
Study leave is admissible to permanent employees to the Officers of Grade-16 & above for the
study of scientific technical and similar purpose. Study leave should not ordinary be granted to
government servant of less than 5 years service or to govt. servant within three years of the date at
which they have the option of retiring or to the servant retiring on proportionate pension.

Ex-Pakistan Leave
Ex-Pakistan leave be regulated and be subject to the same limits and conditions as prescribed
in the rules i.e. leave on full pay, leave on half pay, and leave without pay respective. In Optical Fibre
System Region HRM Departments all such leaves record of all employees is being up to dated to
compensate the individuals.
Overtime shift allowances record of each employee is being processed for further payment by
Finance Department regularly. Service record of employees are also being up to dated for their further
adjustement, promotion within prescribed time frame.

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Issuance of warning letters, transfer of employees issuance of NOCs as per requirements is also being
up to dated day to day in the light of business laws.
In any organization, effective compensation design is to assign a minority value to each job or skill
and to establish an orderly procedure for increasing the base rate. The objective of a successful
compensation system is to attract, retain and motivate employees to achieve internal, external and
individual equity and in return to achieve the organizational goals.

Insurance Benefits
Health-Related Insurance:
 Medical Insurance: It pays for sickness, accident, and hospitalization expenses up to a
Rs. Limit (as fixed by the companies)
 Managed Care:
 Well Care: Such as free or “low cost” physical examinations and usually have a small
charge for office visits, called a co-payment
 Vision Insurance
 Dental Care
 Mental Health Insurance
Life Insurance:
Disability Insurance:
Other Insurance Benefits:
 Legal insurance
Employee Security Benefits
Employment Income Security:
 Severance Pay: Severance pay benefits entitle the worker to a lump-sum payment at the
time of separation from the company. The payment is either a flat amount equal to a
few weeks pay or a graduated amount based on salary and length of service with the
employer
Retirement Security:
 Developing a retirement plan:
 Noncontributory plans: The employer pays the entire amount

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  Contributory plans: The employer and employee both contribute to pay the entire
amount
 Un-funded plans: Some companies pay pensions out of current income when
employees retire. This is called an un-funded plan
 Funded plans: Funded plans require the employer to accumulate moneys in advance so
that the employer’s contribution plus interest will cover the pension obligation
 Defined contribution: Defined contribution plans occur when the employer agrees to
contribute a specific amount into an account. Often this amount is a percentage of
employee’s pay.
 Defined benefit plans: It obligates the employer to pay the retiree a specific amount at
retirement
 Trusted plans: a trusted plan calls for all moneys to be deposited into a trust fund,
usually a bank
 Insured plans: With an insured plan, the pension moneys are used to buy employee
annuities from an insurer. Each annuity represents an insurance company’s pledge to
pay the worker a given amount per month upon retirement
 Portability: It allows the pension credits earned in one employer’s retirement plan to be
transferred into another retirement plan when the worker changes companies
 Early retirement:
 Retirement Counseling:
 Preretirement Counseling: The purpose of Preretirement Counseling is to encourage
an employee to plan for retirement emotionally and financially
 Postretirement Counseling: It is designed to ease the transition from worker to retiree
Time-Off Benefits
On-The-Job Breaks: Like rest breaks, meal breaks, prayer breaks, and wash-up time
Sick Days And Well Pays:
 Well Pay: Payments for unused sick leave is sometimes called well pay
 Personal leave days: It allows an employee to skip work for any reasons and get paid
up to a specified number of days per year

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  Sick leave banks: Sick leave banks allow employees to borrow extra days above the
specified number when they use up their individual allocation. Then, when they earn
additional days, the borrowed days are repaid to the sick leave bank
Holidays And Vacations:
 Stretched holidays: Accumulation of holidays e.g. 8 days continuously instead of
2days + 2days + 2days + 2days = 8days
 Working holidays: That pay employees to visit vendors as a bonus for long service
 Contingent Time off: It is in the form of paid “holidays” to workers who meet
productivity or other goals
Leaves Of Absence: Often granted for pregnancy, extended illness, accidents, military reserve
call-ups, jury duty, funeral services etc.
Work Scheduling Benefits
Shorter Work Times: A shorter workweek compresses forty hours of work into less than five
full days
Flextime: The introduction of flextime from Europe apparently resulted in slower growth of
four-day workweeks.
 Core Hours: Core hours of 9 A.M. to 3P.M.
Job Sharing: Job sharing involves one or more employees doing the same job but working
different hours, days, or even weeks
Employee Services
Educational Assistance: These programs partially or completely reimburse employees
expenses borne for education
Financial Services: Like, Stock purchase programs
Social Services:
 Child care:
 Elder care:
 Relocation programs: These consist of the support in rupees or services that a
company provides to transferred or new employees. At a minimum, this benefit
includes payment for moving expenses
 Social service leave programs: These give fully paid leaves to employees
who wish to work full-time in a community program

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Cafeteria/Flexible Benefits: These programs allow employees to select benefits and
services that match their needs

5.6 ORGANIZATIONAL CAREER MANAGEMEN

A career consists of all jobs held during one’s working life and career path is the sequential
pattern of jobs that forms one’s career. Career goals are the future positions one strives
(struggles) to reach as part of a career. These goals serve as benchmarks along one’s career
path
CAREER PLANNING
Career planning is the process by which one selects career goals and paths to those
goals and career development consists of the personal improvements one undertakes to
achieve a personal career plan
Career Planning And Employee Needs
What organization Wants:
 Internal Staffing Needs: HR experts see career planning as a way to meet their
internal staffing needs
What Employees Want:
 Career Equity: Employees want equity in the promotion system with respect to
opportunities for career development
 Supervisory Concern: Employees want their supervisors to play an active role in
career development and provide timely feedback on performance
 Awareness of Opportunities: Employees want knowledge of opportunities for career
advancement
 Employment Interest: Employees need different amounts of information and have
different degrees of interest in career advancement, depending on a variety of
factors
 Career Satisfaction: Employees, depending on their age and occupation, have
different levels of career satisfaction
Human Resource Departments And Career Planning:
Due to following benefits HR department’s involvement is increasing. These are called
career-planning benefits

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Career Planning Benefits:
 Aligns strategy and internal staffing requirements
 Develops promotable employees
 Facilitates international placements
 Assists with workforce diversity
 Lower turnover
b) Taps (Regulator) employee potential
 Further personal growth
 Reduces hoarding (It is about selfish managers/supervisors who hoard key
subordinates)
 Satisfies employee needs
 Assist affirmative action plans
Career Education: Employee should be aware of career planning through
 Speeches
 Memorandums
 Position papers from top executives
 Workshops
 Seminars
Information About Career Planning:
 Job Families: When different jobs require similar skills, they form job families
 Job Progression Ladder: Job Progression Ladder is a partial career path where some
jobs have prerequisites as:

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 S u p e r in t e n d e n t

Partial Career Path A s s is t a n t

U D C Job
Progression
Ladder
L D C

Career Counseling: The career counselor provides the specific job related information
 Employee self-assessment: Career is simply a part of one’s life plan
 Life plan: life plan is the often ill defined series of hopes, dreams, and personal goals
that each person carries through life
 Self-Inventory: It gives a detail of personal profile to an employee so that he/she can
plan his/her career
 Environmental assessment: A career plan that matches employee interests with likely
career paths actually may do a disservice to the employee if environmental factors are
overlooked
 Career counseling process:
Stalled (Slowed down) Careers: A particularly difficult issue in career planning assistance is
addressing stalled careers
 Burnout: Burnout is a condition of mental, emotional, and sometimes physical
exhaustion that results form substantial and prolonged stress
Career Development
 Career Development: Career development consists of the personal actions one
undertakes to achieve a career plan
Individual Career Development: Following personal career development actions are useful
for Individual Career development
 Job Performance: Career progress rests largely on performance

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 Exposure (Being Known): Exposure means becoming known (and, it is hoped, held in
high regard) by those who decide on promotions, transfers, and other career
opportunities
 Networking: Networking means gaining exposure outside the firm. Personal and
professional contacts
 Resignations: When greater opportunities exist outside the organization, a resignation
may be the only way to meet one’s career goals
 Leveraging: Resignations to further one’s career with another employer has been called
leveraging
 Job Hoppers: Astute (Shrewd) managers and professionals use this technique sparingly
(carefully) because too many moves can lead to the label of “Job Hoppers”. Those who
leave seldom (not often) benefit the previous organization because they almost never
return with their new experiences
 Organizational Loyalty: In some organizations people put loyalty to career, above
loyalty to the organization. Normally fresh graduates do the same. Organizations take
remedial actions like:
 To buy the employees by offering high pay
 Filling Bonds or contracts with employees
 Lifetime employments are provided e.g. In Japan
 Mentors and Sponsors:
 Mentor: A mentor is someone who offers informal career advice
 Sponsor: a sponsor is someone in the organization who can create career development
opportunities, usually an immediate supervisor used to be sponsor
 Key subordinates / Crucial Subordinates: Subordinates who aid performance of their
immediate supervisors
 Shelf sitters: Immobile supervisors who are not able to be promoted and blocks
opportunities of their subordinates too.
 Growth Opportunities: When employee expand their abilities, they complement the
organization’s objectives

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  Old-Boy Networks: only such people who are members of clubs and so do not rely on
organizational growth because they can get growth through their social contacts
 Glass Ceiling: In this syndrome women or minorities have less opportunities to grow
 International Experience: For those who aspire (desire) to senior operating or staff
positions, international experience is becoming an increasingly important growth
opportunity
Human Resource Supported Career Development:
 Management Support: Firms are showing support for career development activities is
by monitoring the progress of fast trackers
 Fast Trackers: Those who seem destined to make rapid career progress
 Feedback: Without feedback about their career development efforts, it is difficult for
employees to sustain the years of preparation sometimes needed to reach career goals.
This feedback have three objectives:
 TO ASSURE by passed employees that they are still valued and will be considered for
future promotions if they are qualified
 TO EXPLAIN why they were not selected
 TO INDICATE what specific career development actions they should undertake

5.6.1 Employee job Changes:

The Administration department is also required to maintain an up-to-date record of all the
employees of Ptcl. For this matter a personal number (P.No) is issued to each employee, a file
of his/her maintained containing the following particulars.
1- Personal data
2- Qualifications
3- Experience
4- Promotions
5- Pay
6- Any other information.
From the organization’s point of view, there are four broad types of internal moves; up,
down, over, and out. These moves correspond to promotions (up), demotions (down), transfers
and relocations (over), and layoffs, retirements, and resignations (out). Technically, dismissals

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also fall into the last category, but we will consider them in the context of disciplinary actions
and procedural justice, Briefly, let’s consider each of these patterns of change.

5.7 Job Change Within the Organization.

5.7.1 PROMOTION:
Promotion is an upward advancement in an organization to a position, which commands
high opportunities, greater authority, better service conditions and a higher rank. promotions
help satisfy employees needs for security, belonging, and personal growth. Promotions are
important organizational decisions that should receive the same careful attention as an other
employment decision. Although organization which promotions are determined by a formula,
such as promoting the employee with the greatest seniority if ability and experience are equal.
All the promotions in (PTCL) are made on the basis of merit. Every effort is made to remove
and eliminate the element of favoritism and nepotism in career advancement of employees.

5.7.2 TRANSFERS
Transfers to different jobs either to fill definite vacancies or to perform assignments to
develop individuals are made. Promotions and transfers to all categories and grades are made
by the head office in accordance with promotion and transfer policies of(OFSR). The
Administration department helps the head office in coordinating these activities.
5.7.3 DEMOTIONS
If any violation of rules and regulations, procedures and misuse of authority and
functions on the part of an employee takes place, Employee demotions usually involve a cut in
pay, status, privilege, or opportunity. It could be a disciplinary action, inability employee to
handle the requirements of a higher-level job, health problems, or changing interests.
Demotions project leaders, technical specialists, or internal consultants. The Administration
dept: would ask for show cause and explanation through the show cause notice. If found
unsatisfactory, inquiry is carried out and if found guilty, penalties are given in the form of:
1- Decrease in pay
2- Discharge

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 3- Suspension
4- Dismissal

5.7.4 SEPARATIONS:
Separation is an outward advancement in an organization to a position, which layoffs,
retirements, terminations, and resignation. These are all involve employees moving out of the
organization.
5.7.4.1 LAYOFF
Layoff involve employees moving out of the organization. Involuntary layoffs are never
pleasant, and management policies must consider the impacts on those who leave, on those
who stay on the company. Layoff policies should consider the company’s reputation and
image within the community, in addition to the impact of the layoff on the local economy and
social service agencies. Although layoffs are intended to reduce costs, some costs may in fact
increase, as noted in the following.
 Recruiting and employment cast of new hires
 Training and retraining
 Increase n unemployment tax rate
 Potential charges of unfair discrimination
 Low morale among remaining employees
 Administrative processing costs
5.7.4.2 TERMINATION:
Termination is one of the most difficult tasks a manager has to perform. Sometimes
termination is done for disciplinary reasons, sometimes for economic reasons. Before deciding
to dismiss an employee, managers should conduct a detailed review of all relevant facts,
including the employees side of the story. To ensure consistent treatment, the supervisor
should also examine how similar cases have been handled in the past. Once the decision to
terminate has been made, the termination interview should minimize the trauma for the
affected employee.
Terms of Termination:
 Resignation
 Transfer to special assignment

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  Early retirement
 Outright termination
5.7.4.3 RESIGNATIONS:
Resignation, or voluntary worker turnover, has been increasing steadily over the
organization, particularly professional workers. Employees who resign should avoid burning
their bridges behind them, leaving anger and resentment in their wake instead, they should
leave gracefully and responsibly, stressing the value of their experience in the organization.
5.7.4.4 RETIREMENTS/PENSION:
The age of retirement in (PTCL)is the completion of 25 years of service or attaining the age of
sixty unless they are otherwise not fit for work and an employee can opt for pension. For selected
employees, early retirement is a possible alternative to being laid off. Early retirement programs take
many forms, but typically they involve partial pay stretched over several years, along with extended
benefits. Early retirement programs are intended to provide incentives to terminate they are not
intended to replace regular retirement benefits. The Administration Dept maintains the record of each
and every employee of its home station, which after the retirement of employee is sealed and stored.

 Support to other Departments

Human resource (or personnel) management, in the sense of getting things done
through people, is an essential part of every manager's responsibilities, but many
organizations find it advantageous to establish a specialist division to provide an expert
service dedicated to ensuring that the human resource functions are performed
efficiently.
"People are most valuable asset" is a cliché, which no member of any senior
management team would disagree because Human Resource Department not only
involve in the affairs of other departments but other departments are dependent on
Human Resource Department, therefore, support of HR Department to all departments is
key for achieving the desired objectives. If the people remain under valued, under
trained and under utilized, then HR Department cannot support the other departments for
their effective and efficient operations. Human Resource Department of Optical Fibre
System is facilitating the operation in the following ways:-

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 Activities of all other departments are directly or indirectly reliant on human hands,
therefore, Human Resource is prerequisite for all operations.

 Without Human Resource, all other resources cannot be utilized in effective manner,
however, extent of involvement of human resource in different activities can be different.

 Different Wings of Optical Fibre System are assigned different tasks, efficient support
of Human Resource Department helps them to concentrate on the goals. In case of human
resource problems, they cannot focus on their real tasks.

 The rate of change facing organizations has never been greater and organizations
must absorb and manage change at a much faster rate than in the past. In order to
implement a successful business strategy to face this challenge, Human Resource
Department ensures that they have the right people for right jobs, who are capable of
delivering the desired strategy.

 The market place for talented, skilled people is competitive and expensive. Taking
on new staff can be disruptive to existing employees. HR department is also engaged in
training their employees through their own Training Institute as well as external.

 Human Resource Department tries to ensure that at all times, all other
departments are correctly staffed by the right number of people with the skills relevant
to the business needs, that is, neither overstaffed nor understaffed in total or in respect of
any one discipline or work grade.

 Failure in not having a carefully crafted human resources management strategy,

can and probably will lead to failures in the business process itself.

 Set of resources are offered to promote thought, stimulate discussion, diagnose

the organizational environment and develop a sound human resource management
strategy for an organization, which leads to success of other departments.

7. LABOUR MANAGEMENT RELATIONS

It is important for people in general to know about labour management relations
because these relations are significant factors affecting the economic, social and political

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institutions of our society. It is also one of the operation of HRM. There are so many types of
labour management relations such as open conflict, in which both sides not cooperate with one
another work activities are affected. Similarly, in armed truce, two sides view each other as
opponents and are prepared for open conflict. In working harmony each sides respects the
other and conflict is limited. Finally in labour management cooperation each side not only
respect other but looks to the other to help, resolve common problems. For employees, labour
management relations, affect the wages and conditions of their job and for managers it is very
essential for to know about all the relevant relation of labour and management.
HRM experts knows very well that if labour and management learn to accommodate
one anotehr’s needs rather than repudiate them. By doing so, management and labour can
achieve two goals at once, increase productivity and improve quality of work life.
Labour Management relations are key to the success of each and every well known
organization little bit or ignorance in this regard can demolish the whole productivity process.
However, according to the situation, labour and management should know about their main
responsibilities accordingly and HRM department should also provide all necessary assistance
according to the rules and regulations. If any kind of conflict arises, HRM department solve it
keeping in view all the compensation strategies of the respective organizations as well as in the
light of labour and business laws within a limited span of time.
Concept of Labour & Management Relations is entirely encircled around collective
bargaining, which pave the way for establishing and maintaining friendly relations between
management and unions. Bargaining is part of our daily lives both at work and at home.
Collective bargaining, however, is an institutionalized process that involves unions and
employers and is designed to provide a means for determining the terms and conditions of
employment for a specified period of time. The important characteristic of bargaining is that it
is a dynamic not a static process.

In order for bargaining to work, both parties must believe in the process and have a
mutual interest in reaching an acceptable agreement. Various strategies and tactics that can be
used to achieve this goal are required to use. These strategies primarily use to achieve a
mutually acceptable, legally binding agreement that the parties can live with for the duration
of that agreement. An important part of achieving this objective is to come to the table

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prepared to discuss all of the issues of concern to the parties. This does not mean, however,
that a contract is expected to cover every situation that might occur in the workplace during its
term since situations may arise that neither party could have anticipated.
It is understood that collective bargaining process has laid the foundation for labor-
management relationships for many decades. However, this process is not self-sustaining.
Bargaining requires commitment, time, diligence, skill, and innovation to produce workable
and responsible results that the parties can live with and prosper. Union representatives must
learn how to effectively use this process to provide members with the quality representation
they deserve and that is essential for unions to succeed.

CRITICAL ANALYSIS
It is globally accepted that organizations cannot exist without people and people also
cannot demonstrate desired results without organizations, therefore, people and organizations
are dependent upon each other. Existence of huge capital and other requirements for operation
of business cannot underestimates the importance of human resource because all other
functions of an organization are dependent on human resource. Likewise, all small businesses
must staff their operations. This involves bringing new people into the business and making
sure they are productive additions to the enterprise. Effective Human Resource Management
(HRM) matches and develops the abilities of job candidates and employees with the needs of
the firm.
In the present competitive market scenario, role of human resource in the success or
failure of any type of organization is imperative. However, HRM is facing challenges like
global competitiveness, population growth, workforce diversity, ethical, medical/food/housing,
social responsibility challenges, unemployment.
Entire human resource management accentuates on productivity, quality of work life
and profits. Productivity means ratio of an organization’s outputs (good and services) to its
inputs (people, capital, materials, and energy). HRM contributes to productivity in the
following ways:-
 Directly by finding better & more efficient ways to meet objectives.
 Indirectly by improving the quality of work life for employees

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 It is impossible to find any time in the history of man and business, when human hands
were not involved in the operation of any kind of business, however, extent of involvement
can be diverse at different times. Unfortunately importance of HRM was ignored in the past
due to misunderstanding of the functions of management. With the better understanding and
utilization of improved ways and means of operation of businesses, importance of HRM has
been realized. Presently it is considered view of the successful managers of the multinational
companies that HRM is key and prerequisite for achieving the long-term objectives as well as
short-term.
It has been apprehended that no doubt that higher profit is main objective (financial or
non-financial) and dream of all organizations, however, efficient people can only make this
dream reality by making better use of other available resources as all other resources are
directly or indirectly dependent on the human resource. Presently there is sharp shift towards
better management of human resource. There is significant change in the thinking of Optical
Fibre System’s management in regard to human resource management that they are trying
to provide maximum opportunities for training to their employees through their own
institutions as well as private. Likewise, opportunities are also provided for foreign trainings
to their employees.
Generally it is considered that organizations and employees are two different things.
Both have different objectives. Organizations want to gain higher profits. On the other hand,
employees want better reward for their efforts. This situation warrants holistic approach for
establishing collective objectives/goals of organizations and employees. This approach helps
to achieve the desired objectives to both stakeholders. For handling this situation in effective
manner, better management of human resource by the organizations is the only effective
solution and better option. This dilemma has increased the importance of HRM as never in the
past. For making HRM more effective and manageable, it has been divided into different parts,
which helps to understand the problems of employees and benefits as well as of organizations
in easy and better way. These parts are:-

 Planning and Recruitment of human resources. (This must be started from the stage of
idea generation of business/organization).

 Compensation Management (How to attract and retain the employees)

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  Training & Development of Human Resource (How to utilize the employees in better
way by improving their skills)

 Labour Management Relations (How to establish and maintain friendly relations

between management and employees).

 Business & Labour Laws (How to settle the grievances of employees in amicable style
both at internal and external levels).
Analysis of theoretical study and practical situation helps to understand that in theoretically
human resource is central and key element in any kind of organization. Conversely in practical
situation especially in Fibre Optical System, human resource is given secondary importance.
Under the academic point view, better management of human resource is better
management of entire activities of an organization, which is actually true in real perspective.
However, practically this aspect of better of management of human resource is ignored.

SHORT-FALLS/ WEAKNESSES OF THE HRM DEPARTMENT

In practical situation, the fact that better management of human resource is best way of
enhancing the profit is ignored and employees are not compensated in an attractive manner
and also little importance is paid for improving their skills. On the contrary, top management
has only consideration of greater profit without considering the problems and requirements of
human resource, which is entirely paradoxical to academic concepts of HRM.
Skilled and professional human resource helps to achieve the goal of zero-defect.
Presently, most of organizations in Pakistan including organization under study, prefer
reactive approach to proactive approach, ignoring the fact that proactive approach is best way
of achieving the goal of zero-defect.
In the present scenario, time is considered as money especially in regard to human
resource activities. However, in organization under study, importance of time is ignored.
Optical Fibre System’s management is cognizant about the significance of skilled and
efficient human resource but this is still only at meetings and discussion levels, on ground,
there is no progress for improving the skills of employees with appropriate training need
analysis. Following are some important aspects of good human resource management, which
are being ignored in Optical Fibre System:-

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  Practice and use of Job Analysis is ignored.

 Recruitment without any proper planning.

 Assignment of wrong responsibilities to wrong people.

 Ignorance of real duties and responsibilities by the employees at the time of selection,
the same are told/assigned at the time of joining of jobs.

 There is job evaluation in the shape of Annual Confidential Report but lack of its use
for future improvement of performance of the employees.

 There is no appropriate practice of Training Need Analysis, which is prerequisite for

any kind of training program because without proper identification of training needs of
employees, no training program cannot be succeeded to achieve desired objectives.

 There is no regular internal arbitrator in Optical Fibre System, however, government

agencies like Federal Services Tribunal is playing role of arbitrator between
management and employees after hearing the both parties. Both are bound to comply
with the decision and instructions of FST.

 Activities in regard to human resource are performed without any proper planning and
lack of coordination.

 Compensation package of employees is similar to Government organizations. However,

PTCL (Optical Fibre System) is operating in private sector under strong competition,
which requires efficient and motivated HR and attractive compensation is key
motivating factor.
10. CONCLUSION & RECOMMENDATIONS FOR IMPROVEMENT

In the light of above, it can be concluded that all organizations must staff their
operations, by bringing in new people and by training new and current employees. Effective
HRM matches and develops the abilities of job candidates and employees with the needs of

85
the firm. A responsive personnel system helps to manage this process and is a key ingredient
for business's growth.

HRM is a balancing act: hiring qualified personnel who are well suited to the firm's
needs and training and developing employees to meet the firm's needs are the endpoints of the
continuum. Most expanding small businesses fall in the middle of this continuum including
Optical Fibre System i.e. they hire the best people they can afford, but they also recognize the
need to train and develop current employees as the firm grows.

In present situation, there is a need of turnaround strategy in respect of Human

Resource Management in Optical Fibre System, because all activities in regard to human
resource are performed without any proper planning and lack of coordination. There is strong
need for adoption of holistic approach towards Human Resource Management by making the
use of theories in practical operations of the entire organization especially in Human Resource
Department because all other departments are dependent on Human Resource Department.
Without skilled and professional hands, desired goals cannot be achieved and dreams still will
remain dreams.

During practical study of the Optical Fibre Human Resource Department and discussion
with relevant employees, I observed that the management of Optical Fibre System is thinking
in the right direction for improvement of the human resource, however, due some imposed
restrictions of government rules/regulations, they cannot implement the new theories of HRM
in their organization. The decision of privatization of PTCL creates hope for a lot
improvement in the HRM in PTCL as well as in Optical Fibre System. Presently, in my
opinion, management of Optical Fibre System must consider to take following steps for
making Human Resource Department more effective:-

 Practice of Job Analysis must be ensured, which is prerequisite for all activities of
Human Resource Management.

86
  Recruitment process must be planned in advance and right people must be hired for

right jobs with requisite skilled.

 Proper assignment of responsibilities and duties to employees and make them

accountable for the same.

 Practice of Training Need Analysis must be ensured for training process, which is

prerequisite for any kind of training program.

 System of evaluation of performance of employees in the shape of Annual

Confidential Report must be replaced with form like Personal Development &

Review, which make accountable both report writer and under report persons.

 There must be internal arbitrator in Optical Fibre System for solving the

 minor/general nature disputes at initial stage.

 Process of HRM must be performed with proper planning and coordination.

11. BIBLIOGRAPHY

87
  Mr. Najeeb Ullah Marwat, Assistant Manager (Admin & Personnel).

 Miss Tanzeela Khalid, MPA Student of Fatima Jinnah University.

 Mr. Mohammad Iqbal Admin Officer (OFSR)

 Human Resource Management by Wayne.F.Cascio

 Management by Stiffen P. Robbins.

 Stickland/Thompson, Strategic Management, New Dehli, tata mcgrah-hill publishing

company Ltd.(2003)

 Khan Sultan .Dr, Personnel Administration, with special reference to Pakistan, Lahore,

Alameen Publications Press, (2002)

 Guidelines from various thesis / internship reports written by my esteem able superiors.

Annex.1

88
System Of Human Resource Management

Output
Input Organizational
Information Skilled People
People Transformation Satisfaction
Process
Qualification Productivity
Inception Motivated People
Skills
Development Minimum Turnover
Cultural Attitude
Workforce Diversity Motivation Rate
Maintenance Discipline

Feedback
Employees’
Relation
Assessments
Appraisal

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Annex.11

E l e m e n t s o f J o b D

O r g a n i z E a n t iv o i r n o a n l Bm E e el e h n ma t av e il o n E r t a sl

M e c h a n E i sm t i p c l o A y Ap e p u e r t ooA an b c o i lh mi t i
W o r k F al on wd A v Va i a l a r bi e i tl i y t y
W o r k P S r ao c c t i i a c l e a Ts n a ds k I d e n
E r g o n o Cm u i c l t s u r a T l aE s x k p eS c i g t an
F e e d b a c k
Techniques of Job Redesign

J o b R e d e s i g n

U n d e r s p Oe cv ei a r l s i z p a e t ci o i an l i z a t

W o r k S i Jm o p b l i Rf i c o a t at i ot i on n
R e e n g i n J e o e b r i nE gn l a r g e m
J o b e n r i c h m e
A u t o n o m o u s W

90
Annex.111

H u m a n R e s o u r c e P l a n n

D e m a n d S f o u r p H p u l y m o Ia f m n H p Ru l e m e m s a o e n u n Rr t c a

C a u s e s Eo fs t i m a t e Hs R o f S u r p l u
D e m a n dI n t e r n a l S u p p l y

H R S h o r t a
E x t e r l H u n a m a n R e s o u r c e
C h a l l n g A e us e d i t s
O r g a i z a S t i uo n cn c a e l s s i o n
D e c i s i o n Ps l a n n i n g
W o r k f o r c Re e F p a l a c c t oe rm s e n t C h a
a n d S u m m a r i e s
F o r e c a s t i n g
T e c h n i q uE e s s t i m a t e s o f
E x t e r n a l S u p p l y
E x p e r t F o r e c a s t s
T r e n d P r Eo jx e t ce t r i n o a n l N e e d s
F o r e c a s t Ls a b o r M a r k e t
O t h e r F o Ar e n c a a l ys s t i i n s g
M e t h o d s C o m m u n i t y
A t t i t u d e s
H R D e m o g r a p h i c s
R e q u i r e m e n t s

S t a f f i n g / M a n n i n g
T a b l e s

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Annex-1V
R e c r u it m e n t C h a n n e ls

I n t e r n a l R e c r u it m e n t C E h xa t ne nr n e a l sl R e c r u it m e n t C h a n n e ls

J o b P o s t in g P r o g r a m s E m p lo y e r S o u r c e s

J o b O p e n in g s W a lk - I n s & W r it e - I n s
D is p la y o n N o t ic e B o a r Ed m p l o y e e R e f e r r a l s
S e lfn o m in a t io n A d v e r t is in g

D e p a r t in g E m p lo y e e s R e fe r r a l S o u r c e s

B u y b a c k S t a t e A g e n c ie s
E x t e n s io n in T e n u r e P r iv a t e A g e n c ie s
S e a r c h F ir m s

O t h e r I n s t it u t io n

E d u c a t io n a l I n s t it u t io n
P r o fe s s io n a l A s s o c ia t io n s
L a b o r O r g a n iz a t io n s
M ilit a r y O p e r a t io n s
G o v e r n m e n t P r o g r a m s

M is c e lla n e o u s

T e m p o r a r y H e lp F ir m s
L e a s e d E m p lo y e e s
O p e n H o u s e
I n t e r n a t io n a l R e c r u it in g

S t e p - 8 H i r i n g D e c i s i o n

S t e p - 7 R e a l is t i c J o b P r e v ie w s

S t e p - 6 S u p e r v is o r y In t e r v i e w

S t e p - 5 M e d i c a l E v a l u a t i o n

S t e p - 4 R e f e r e n c e s A n d B a c k g r o u n d C h e c k s

S t e p - 3 S e le c t i o n In t e r v i e w

S t e p - 2 E m p lo y m e n t T e s t

P r e l im in a r y R e c e p t i o n o f A p p li c a t i o n s
S t e p - 1

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Annex- V

C a r e e r D e v e l o p m e n t

I n d i v id u a l C a r e e r HD Re v - Se l uo pp pm o e r tn e t d C a r e e

J o b P e r f o r m a n M c ea n a g e m e n t S u p

E x p o s u r e
F a s t T r a c k e r s
N e t w o r k i n g
F e e d b a c k
R e s ig n a t i o n s

L e v e r a g i Jn og b H o p p e r s

O r g a n iz a t i o n a l L o y a lt y

M e n t o r s a n d S p o n s o r s

K e y s u b o r d in a t e s

S h e l f s i t t e r s

G r o w t h O p p o r t u n it i e s

O l d - B o y N Ge lt aw s o s r k C s e il i n g

I n t e r n a t i o n a l E x p e r i e n c e

93
 P e r f o r m a n c e A p p r a i s a l

E l e m e n t s O f P e r f o r m a n c e
P e r f o r m a n c e A p p r a i s A a pl p r a i s a l C h a l l e n g e s

3 6 0 - D e g r e e E v a l u a t io n s L e g a l C o n s t r a in t s

P r a c t ic a l S y s t e m
W r o n g f u l D is c h a r g e
S t a n d a r d iz e d S y s t e m
R a t e r B ia s e s
P e r f o r m a n c e S t a n d a r d s

P e r f o r m a n c e M e a s u r e s T h e H a l o E f f e c t

T h e E r r o r o f C e n t r a l T e n
O b j e c t iv e M e a s u r e s
L e n ie n c y a n d S t r ic t n e s s
S u b j e c t iv e M e a s u r e s
C r o s s - C u l t u r a l B ia s e s

P e r s o n a l P r e j u d ic e

T h e R e c e n c y E f f e c t

P a s t - O r i e n t e d F u t u r e - O r i e n t e d
A p p r a i s a l A p p r a i s a l

R a t in g S c a l e s S e l f - A p p r a is a l

C h e c k l is t s M a n a g e m e n t B y O b j e c t iv

F o r c e d C h o ic e M e t h o d P s y c h o l o g ic a l A p p r a is a l s

C r it ic a l I n c id e n t M e t h o d A s s e s s m e n t C e n t e r s

A c c o m p l is h m e n t R e c o r d s

B e h a v io r a l l y A n c h o r e d R a t in g S c a l e s

F ie l d R e v ie w M e t h o d

P e r f o r m a n c e T e s t s a n d O b s e r v a t io n s

C o m p a r a t iv e E v a l u a t io n A p p r o a c h e s

I m p l i c a t i o n s O f
T h e A p p r a i s a l P r o c e s s

T r a in in g R a t e r s a n d E v a l u a t o r s

E v a l u a t io n I n t e r v ie w s

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Annex-VII

Performance

Strikes

Desire for
more pay

Grievances

Absenteeism

Search for a
higher-paying
job
Psychological
Turnover Withdrawal

Job Dispensary
Lower dissatisfaction visits
Pay
Attractiveness
Dissatisfaction
of job

Poor mental
Absenteeism health

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97
 Pages

1. Introduction

1—2
2. Introduction of topic/Classification of Jobs 3
3. Pay System 4
4. Characteristics of Job Analysis 5—6
5. Methods of Job Analysis 7
6. Steps of Job Analysis 7—9
7. History & Present Status of Unilever 10—11
7. SWOT Analysis of Unilever 12
8. Theoretical & Practical Situation 13—14
9 SWOT Analysis in regard to Topic 14
10. Conclusion 15
11. Recommendations 15

98