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BA - 552
AUTHORS OF REPORT:
KHWAJA HABIB JEHANGIR (ROLL # 16)
DATE OF SUBMISSION:
10TH JUNE, 2009
SUBMITTED TO:
MR. AMIR BAIG
EXECUTIVE SUMMARY:
This case study was assigned to us by our HUMAN RESOURCE MANAGEMENT course
teacher, Mr. Amir Baig to judge our understanding of the concepts regarding the
course. We are very thankful to our teacher who is working very sincerely to
improve our concepts and understanding about the prescribed course and has given
this assignment to us so that we can deal with real life situations regarding the
human resource management of an organization
Compensation management
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TABLE OF CONTENTS:
5. RECOMMENDATIONS Page
#7
PERFORMANCE MANAGEMENT
Page # 9
7. ANNEXURE – 1 Page
# 17
8. ANNEXURE – 2 Page
# 23
3
9. ANNEXURE – 3 Page
# 24
10.ANNEXURE – 4 Page
# 26
11.ANNEXURE – 5 Page
# 27
12.REFERENCES Page
# 29
BACKGROUND INFORMATION:
The case study is on a university which is one of a leading business and
engineering institute in Karachi. There are many issues which are discussed
in the case. The different issues like recruitment and selection, performance
management, compensation and pay scales and training and development
procedures and policies are discussed in the case.
The basic premise of the academic theory of HRM is that humans are not
machines, therefore we need to have an interdisciplinary examination of
people in the workplace. Fields such as psychology, industrial engineering,
industrial, Legal/Paralegal Studies and organizational psychology, industrial
relations, sociology, and critical theories: postmodernism, post-structuralism
play a major role. Many colleges and universities offer bachelor and master
degrees in Human Resources Management.
One widely used scheme to describe the role of HRM, developed by Dave
Ulrich, defines 4 fields for the HRM function:[6]
However, many HR functions these days struggle to get beyond the roles of
administration and employee champion, and are seen rather as reactive than
strategically proactive partners for the top management. In addition, HR
organizations also have the difficulty in proving how their activities and
processes add value to the company. Only in the recent years HR scholars
and HR professionals are focusing to develop models that can measure if HR
adds value.
• The first issue is with the recruitment sources utilized. The university
has no internet website and the job advertisement is placed in only
one newspaper (Dawn) which is not in the reach of many people of the
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country. Also the job advertisement is placed once in a year. The
candidate has to visit the university to collect the information, forms
regarding the vacancy which can make the candidate reluctant to
apply for the job.
• The application forms received for the post of teaching and non-
teaching staff (management and non-management cadre) are
scrutinized by a clerk who is not so qualified for this work and to judge
the applicants’ capabilities for the job.
• Number of interviews can make a candidate reluctant for the job in the
university.
• The hiring is so much discreet that the candidates come to know about
the post after the time of joining.
PERFORMANCE MANAGEMENT:
COMPENSATION MANAGEMENT:
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• The security and janitorial personnel are third party employees. There
pay structure is not satisfactory.
OTHER ISSUES:
• The grievances and other disciplinary issues are not handled properly
by the Admin. Manager and he wants to solve them without any inquiry
and investigation.
Because of above issues the university is not capable of retaining the good
employees and despite the job security, the employee turnover is too high.
RECOMMENDATIONS:
• More external resources should be utilized so that more competent
candidates could be made available. The emphasis should also be on
internal resources like university alumni, database of the students who
are doing masters so that a proper candidate for the proper post is
available. The advertisement should be placed in the leading
newspapers and website as soon as there is a vacant position is
available.
• The pay scales should be such developed so that there should be both
internal and external equity. It will help to retain good employees and
will also motivate them for work.
Both internal and external sources of recruitment should be used i.e. the
alumni and the students who are completing their masters degree should be
kept in view for the faculty positions. All external resources will be used for
employment purposes for example advertisements are published in all
leading news papers and internet website of the university. The procedure to
apply is pretty simple. The candidate has to download an application form
(ANNEXURE – 1) which will be available on the university website free of cost
and the applicant has to return it back duly filled with required documents by
post in fife teen days from the date of publication of advertisement.
The selection criteria are based on the educational qualification and previous
experience of the candidate. The interview will be assessed through a
prescribed format (ANNEXURE – 2) and then the final decision is made by
the panel. If a candidate is selected by the panel, then it is approved by the
Director – Administration which is endorsed by the Vice Chancellor.
PERFORMANCE MANAGEMENT:
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career development. Performance appraisals are regular reviews of
employee performance within organizations
It is an annual process.
COMPENSATION MANAGEMENT:
Compensation management is one of the important aspects of human
resource management. The employees even get motivated when there
external as well as internal equity. There are different compensation
elements which can be combined to form a pay structure for different
positions. The compensation elements which we have selected for teaching
staff are base pay, convience allowance (10% of base pay), utility allowance
(10% of base pay), house rent (20% of base pay), responsibility allowance
(10% of base pay for lecturer, 20% of base pay for assistant professor, 30%
of base pay for associate professor, 40% of base pay for professor / head of
department), health allowance (50% of base pay).
The compensation elements which we have selected for non - teaching staff
are base pay, convience allowance (10% of base pay), utility allowance (10%
10
of base pay), house rent (20% of base pay), health allowance (50% of base
pay). The base pay is determined after market survey and keeping in view
the inflation rate of the economy.
Certain courses for enhancing teaching and student counseling skills are
recommended so that the complain of students about lack of teaching skills
in teachers could be rectified. Also the need of training to enhance the
administration skills of the heads of departments is there.
The HR department will be lead by a MANAGER who will report directly to Director –
Administration. The subordinates of the manager will be four Assistant Managers
who will work on different aspects like recruitment and selection, performance
management and disciplinary matters, payroll and compensation management and
training and development.
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ORGANOGRAM:
VICE
CHANCELLOR
PRO-VICE
HEAD OF DEPTT –
BUSINESS CONTROLLER CONTROLLER –
- STUDENT
EXAMINATIO AFFAIRS
DEPARTMENT OF
SOCIAL SCIENCES
MANAGER -
MANAGER -
HR
ADMINISTRATIO
N (SEPARATE
FOR EACH
DEPTT.)
HEAD OF DEPTT –
HEAD OF DEPTT – HEAD OF DEPTT HEAD OF DEPTT – HEAD OF PHYSICAL
MECHANICAL – ELECTRONICS INFORMATION DEPTT – SCIENCES
MANAGER –
HUMAN
HEAD OF DEPTT
(PROFESSOR –
PROFESSOR - I PROFESSOR - II 14
PROFESSOR - II
ASSOCIATE ASSOCIATE
PROFESSOR - I PROFESSOR - II
The position is for a full-time instructor who will be required to teach courses
in PLC programming, process control, robotics, pneumatics, and the standard
courses found in as AAS degree in electronic engineering. The position also
requires the maintenance and upkeep of a small manufacturing system used
for student training. This is a tenure track position meaning that after a three
year trial period a continuing contract would be awarded based on
performance. The teaching contract is for ten months. University of business
engineering and technology offers an excellent benefits package which
includes: provident fund, medical coverage etc.
QUALIFICATIONS:
The qualifications and skill requirements for this position include a Master's
degree in Electronics or Electrical Engineering with proven industrial
experience in one or more of the following fields: Photonics, electronics,
robotics, industrial automation, advanced manufacturing, and/or
telecommunications; and a proven track record of effective instruction. All
instructors must meet the appropriate credentialing requirements for the
Pakistan engineering council.
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ESSENTIAL JOB FUNCTIONS:
The essential job functions and responsibilities for this position include, but
are not limited to: instructing, preparing, and grading courses in the
Electronics Department; maintaining regularly scheduled office hours to
meet with students; maintaining industry contacts; providing leadership for
an advisory committee and public school systems of the service district;
promoting the Electronics Engineering Technology Program; and serving as
an advisor to student organizations.
Job Summary:
Essential Functions
Problem Solving:
EMPLOYEE MOTIVATION:
Employee gets motivated when he feels that the organization owns him. This can be
done by applying certain rules and regulations to improve the working environment
of the organization. The organizations’ performance management system,
recruitment system, training and development, career planning system etc. should
promote equity and transparency which motivates the employees to work and in
this way good employees can be retained.
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ANNEXURE – 1
F/SOP/REG 01/14/03
Father’s Name:
Name:
Husband’s Name:
________________________________________________ __________________________________________________________
________________________________________________
__________________________________________________________
______________________Tele:
_____________________ ____________________Tele: _________________________________
Nationality: ______________________
Religion: _________________________ N.I.C. - -
NO:
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Date of Birth Place of Birth Province of Domicile: Single / Married
Registration No.
PEC / PMDC / PCATP
Notice period required for joining
F/SOP/REG 01/14/03
Research:
If yes, please give details of the postgraduate research done, name of Yes No
supervisor and institution, on a separate sheet.
Publications:
If yes, please give the details of research publications on a separate sheet Yes No
(Do not attach any publication).
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Honours and Activities:
2. Particulars of family members, i.e spouse, father, mother, brother, sister and children, if any,
working in the University must be correctly given.
_________________________________________________________________________________________________.
3. I certify that all the entries in this application and enclosures are true to the best of my
knowledge and belief, I have never been convicted due to any criminal or political activity.
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REFERENCES:
1. Name:
Address:
Contract Nos: _____________________________________________________________________
E. Mail: _____________________________________________________________________
Name: _____________________________________________________________________
2.
Address: _____________________________________________________________________
E. Mail: _____________________________________________________________________
F/SOP/REG 01/14/03
1. Cost of application form in cash is Rs. 200/- and cost by sending it by post is Rs. 235/- in the shape
of pay order in favor of Manager - Finance, University of Business Engineering and Technology,
Karachi and or down load from our Website: http://www.ubet.edu.pk. and send pay order for
Rs. 200/- in favor of Director Finance.
2. Applications for the posts of Professors and Associate Professors etc. Where research publications
are required shall not be entertained unless accompanied with the copies of required number of
publications. (4 sets).
4. Only one copy of this form is supplied against payment. After typing in the replies, candidates
should get the extra required copies Photostat.
6. Application whether received in person or by post after the prescribed date shall be summarily
rejected.
7. Employees of this University or of the Government and Autonomous bodies should apply through
proper channel. They must however deliver 6 copies of their application in advance, so as to
reach positively by the last prescribed date.
8. Only one set of supporting documents duly attested by an officer of BPS-17 and above should be
furnished.
9. Attested copies of following documents are essential failing which application shall be rejected
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summarily:
i) Date of Birth
ii) Domicile
vi) Character Certificates of two officers, of BPS-17 and above other than relatives bearing their
name and full address.
vii) Four envelopes (size 9”x4”) containing the complete name and address of applicant(s).
10. In service applicants are required to bring, at the time of interview an evidence that their
application has or was forwarded by their Departments, failing which they will not be interviewed.
12. Additional Sheets may be used where necessary for detailed replies.
13. Canvassing in any form or suppression of any material fact will disqualify the applicant.
14. Candidate who have done their Doctorate should give full particulars of research done, mention
name of Institute, name of Professor under whose guidance research was completed and attach
4 copies of their research publications, with dates of publications.
Page 3 of 3
ANNEXURE - 2
UNIVERSITY OF BUSINESS ENGINEERING AND TECHNOLOGY, KARACHI.
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For each candidate, please mark under each heading from 1-5
(5 = very strong in this area, 4 = quite strong, 3 = satisfactory, 2 = not very strong,
1 = weak in this area. If relevant information is not provided, please mark ‘N/A’)
Relevant educational
qualifications
Knowledge / experience of
project work; voluntary work;
management etc.
General suitability
(including personal
attributes, work experience
and career path)
Total Marks
ANNEXURE - 3
UNIVERSITY OF BUSINESS ENGINEERING AND TECHNOLOGY ,
KARACHI.
Structure:
Style:
Presentation:
Depth of discussion:
Depth of analysis:
Quality of research:
Use of resources:
Overall:
ANNEXURE - 4
ADDITIONAL COMMENTS
_________________________ __________________________
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ANNEXURE - 5
You will find this form and the attached guidelines helpful when used in conjunction with
induction/probation reviews, appraisals, performance reviews and/or any other
discussions where staff T&D needs are identified.
Please read the guidance notes attached to this form which explain the process from
identification of a T&D need to the evaluation of the T&D received.
Name: …………………………………………………………..……………………….…………............
…………………………………………………………………………………………..
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In submitting this form it is expected that you have discussed the above with your
Manager and have their support to attend.
………………….………………………………………………………………..
Manager’s Signature:
………………………………………………………………………………………………………………
REFERENCES:
http://en.wikipedia.org
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www.unsystem.edu
www.neduet.edu.pk
www.higheredjobs.com
www.napier.co.uk
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