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INTRODUCTION
1.1 Background of the study
Human Resource Development is the main stream through a country; a nation
can change its future. Hence it is realized finally that a country can, and a mostly an
under develop country can alleviate its poverty through the process to develop its
human resource. Now in Pakistan, as it is also a developing country taking more
interest in developing its human resource.
So in 1989, Security Exchange Corporation of Pakistan (SECP) created SRSP
licensed under section 42 of company’s ordinance 1984. Earlier it was named as
Sarhad Rural Support Corporation (SRSC) due to its some affiliation with the
provincial government.
The Human resources of an organization are their most important asset .The
successes and failures of an organization are largely determined by the caliber and
efforts of its work force. That’s why the HRM section of the SRSP was established in
the early 1996.
As the world is demanding to alleviate poverty in order to stop the social evils.
So for that development of the Human resource is very vital. HRM section focuses on
the development of both the employees and the community. The new challenges in
the world “Survival for the fittest” means that if one has some skill or knowledge so
that can only be develops. The world is now funding under develop countries like
Pakistan to upgrade their Human Recourse and develop them.
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1.3 Focus of the Study
The study is focus on the activities of the HRM section at the Swat region of
the SRSP, and is based on the 8-weeks internship performed by the internee in
section.
Merits of the Study
The study done will benefit students in general and Human Recourse
Development students in particular. Further the management of the section of SRSP
can also use the information, which will guide them in their course of duty and
supervision.
Secondary Data
HRM journals, Annual reports, Quarter reports, documents regarding the
sections, brochures, books on HRM and the Internet are the main sources of the
secondary data used in this report.
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CHAPTER 2
INTRODUCTION OF THE SRSP (SARHAD RURAL
SUPPORT PROGRAMME)
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2.3 AGA Khan Rural Support Programme
• AKRSP (AGA Khan Rural Support Programme)
AKRSP works in the Northern Areas of Pakistan including the hilly
areas of Swat, Baltistan, and Gilgit to alleviate poverty and to increase
development in education, health, rural development etc. It starts
working in December 1982. The major working area of this
organization includes; social organization, women’s development
(They are looking forward to create Gender balance), human resource
development, and enterprise promotion and credit saving services.
Their main donors are European commission, the government of UK,
Canada, Germany, World Bank and Aga khan foundation.
“The AKRSP verified that incomes had doubled in the first ten years of the
programme”
Vision.
SRSP Mission:
The rural poor face many problems that can not be solved by individuals, but
require joint efforts for their resolution. Many of these problems relate to physical
infrastructure e,g water supply schemes, link roads, water course lining etc. The
provision of needed infrastructure often acts as a means of solving a significant
portion of community problems, provided the community identifies it as a problem
and participate in its execution. Infrastructure not only fulfills the basic need of the
community but also acts as a catalyst for institutional development at the grass roots.
It does this enhancing the managerial skills of the community and by mobilizing
community resources for collective action.
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contributing to the cost of CPI schemes to demonstrate the capacity of COs in
implementing CPI schemes through community participation. SRSP assists
communities to undertake CPI schemes by developing linkages with government,
donors and private organizations.
The Organization
Sarhad Rural Support Programme was established in 1989 as private
(guarantee) Limited Company under Article 42, of the Company’s Ordinance 1984. It
has six Programme Regions located in South and North of Khyber Pakhtunkhwa.
1. SWAT
2. Kohat
3. Mansehra
4. Abbottabad
5. Peshawar
6. Charsada
2.4.4 MANAGEMENT
The next tier is the management, which is at the Head Office as well as
heading the regional teams. The regions are completely decentralized in terms of
operation, staff matters. The budget is allocated to the regional programme managers
(RPMs), which they manage for effective implementation of the programme. The core
management at the Swat region, provides backstopping support to the regions,
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streamline systems of finance, HRM, PMER, engineering, social sector and gender,
monitor programme progress and give feedback to the BODs. It has a total of 398
staff members, out of which 63 are women. From the total, 237 are professionals and
out of these 61 are professional women.
“Social mobilisation is based on the assumption that poor people especially the
poor,landless and the asset less are willing to do many things themselves to help
improve their situation and the community as a whole is interested in helping the
poor to attain their potential”.
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Impart proper operation and maintenance training to all PI management
committee members including women before PI initiation.
Credit and Enterprise Development (CED)
To provide loans to very poor people for self –employment enterprise projects
that generate incomes, allowing themselves to care for themselves and their families.
The definition is different for every country means it varies from country to country.
Some suggest loans are micro, for income generation and enterprise development.
Small loans, which enables common men to invest in his/her enterprise and
regenerate or maximize his or her living. So SRSP provide that loans and guide the
entrepreneur, that in which best way he /or she will ables to get a best possible
achievable returns.
Generally the basic aim of SRSP is to develop the human resource at gross
root level. The organization target that community which needs training to enhance
their skill. It is upgrading of human skills of the poor such as
Managerial skills
Productive skills
Cooperative skills
To enable them to make best use of available resources for the reduction of
poverty from the society. The development of human resource tries to bring the social
guidance which will organize themselves into communities for pooling of resources,
achieving economies of scale.
Further it covers also its staff members to develop and increase their level of
learning which will help them to communicate and work smoothly.
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2.6 Regional Office, SRSP
The six regional offices based in Swat is fully decentralized in their operation.
They work directly with the community organizations. Swat regional office has its
own Regional Programme Manager (RPM) who supervises and monitors the activity
of his/her region. The details of these regional offices are given below.
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CHAPTER 3
ORGANIZATION SERVICES
3.1.2 Strategy
The community and women organization can avail of credit for livestock,
micro-enterprise and agriculture. Regular and compulsory savings are necessary as
this capital is used by communities for non-lending purposes. It was essential to first
create a capital pool for lending purposes. SRSP, however has a pool of capital (donor
funds) which it lends out as part of regular credit to villagers. For this purpose it is
necessary that the credit is easily available to the rural poor and the most important is
to identify an activist within each CO/WOs who will take the responsibility for the
repayment of loans. The operational strategy for this purpose is to identify a
democratic person with the help of SOs (Social Organizers) CO/WOs (Community
Organisations/Women Organisations). After this the credit need will be identified and
activist will submit a credit demand to SO, after this the loan will be sanctioned by the
SRSP. The village activist will be held responsible for the disbursement and recovery
of the loans. The SOs can do monitoring of loans periodically.
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2. Medium-term
Loan tenure: 9 to 18 months
Loan purpose: micro enterprise, annual crops and livestock.
3. Long-term
Loan tenure: 18 to 24 months
Loan purpose: land development, micro enterprise and livestock.
To reach out its target population, SRSP has made a special provision of credit
line for all community members. SRSP made a special provision of credit facilities to
the most vulnerable groups, among these the women; homeless peasants and tenants
fall in the first group and landless herders and small peasant farmers in the second
group. Collateral free loans up to 25000 with 20 % services charges per annum are
offered to individuals for the fist group. For the second group there is no relaxation of
collateral and the desired loan/ equity ratio is 90:10. For this group the loan limit will
apply according to the existing credit policy. 2 % of the recovered services charges of
all loans are paid to the community activist for their services in loan processing and
recoveries. A services charge of all loans is reimbursed to the community activist for
their role in loan disbursement and recoveries.
3.2.2 Strategy
NRM adopts a three pronged strategy to carry out its mandate within the
programme area: First Research Demonstration and Adoption (RD&A), Second
Human Resource Development and third Institutional linkages. RD & A is one of the
most important means of introducing SRSP to the C/WO.
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in establishing linkages with government line departments for procuring agricultural
and other inputs, which they sell at a profit to their communities.
Strategy Planning
Due to the ever changing socioeconomic environment and the needs of the
people is also changing so SRSP will respond positively by revising its strategy after
every four to five years to appropriately address the practical need of the people and
this is done by a series of interactive dialogues with the concerned section, staff and
the communities.
Annual Planning
The annual planning will base on past performance s, the meeting of targets,
continuous assessment and appropriate adjustment of programs and activities, and
agreements reached with the government and with the donors.
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3.3.4 Monitoring:
For regular monitoring information is necessary for the improvements in
programme. Regular monitoring of activities at the field level as well as through
evaluation studies is carried out. In 1994, the PMER(Planning Monitoring, Evaluation
and Research) had design a monitoring system from the field to the Head Office level
for the purpose of regular monitoring.
Evaluation Case studies are most useful in assessing programme impact. These cover
technical as well as institutional aspects of the programme. PMER has put greater
emphasis on conducting evaluation of Programme activities in the field. For this
purpose they pursued two strategies: First training field staff for writing their own
case studies because they actually involved in implementing programme components.
Second more in-depth and less frequent, analytical case studies assessing the longer-
term impacts and progression towards sustainable development.
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development. Therefore serious and effective activities in the Social Sector especially
education needs some serious thinking and working. SRSP education programme is
broadly based on service delivery. Primarily, SRSP has demonstrated a model based
on the concept of Community Based School (CBS) for adoption to the provincial
government education department. SRSP believes that education is a fundamental
right of girls and there is a genuine need to educate the communities on child rights
with special focus on the importance and value of girls’ education.
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CHAPTER – 4
STRUCTURE AND REVIEW
“An organization is a consciously coordinated social unit, composed of two or
more people that functions on a relatively continuous basis to achieve a common goal
or set of goals.”
Sarhad Rural Support Programme is an NGO (Non Governmental
Organization) was established in 1989 as private (guarantee) Limited Company under
Article 42, of the Company’s Ordinance 1984. It has Six Programme Regions located
in South and North of Khyber Pakhtunkhwa. These six regions are Charsadda, Kohat,
Mansehra, Abbottabad, Peshawar and Swat. The Head office of the SRSP is in
Peshawar.
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4.2 Organizational Chart
The organizational chart of SRSP is given on the next page, which shows
different layers of management of the organization.
HRM Section Organ gram
BOD
CEO
PM HRM
MANAGER HRM
ASSISTANT HRM
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4.2.1 BOARD OF DIRECTORS (BOD)
The boards of directors are the supreme authority of the Sarhad Rural Support
Programme (SRSP). In the actual meaning they are the body that run the organization.
The BOD are the policy makers for the SRSP. They are putting their efforts and in return
they receive an honorary membership. As they are non-paid staff of the organization.
The Bod includes and covers different peoples from the different fields of the society i.e.
Politicians, Bureaucrats, Social workers, Economists and etc. They are the people, which
are highly qualified and experienced. They help the organization in the time of crises and
check the proposals about different projects. Another responsibility of the BOD is to take
the progress report of the organization. The performance of the individual is also
discussed in the meetings of the Board. Further they give promotion to that employees,
who shows batter performance during their tasks, assign to them. They also layoff
certain employees that are non responsible and not committed to their work.
For the above very tasks the BOD make rules and procedures which are known
as the “SRSP Employees Service Rules 1994”. According to that service rules BOD is
group of qualified and experienced peoples, which are to help the organization. The
BOD also makes
• Recruitment
• Selection
• Promotions
• Amendments in the Service rules
• Making approval for new projects
• Looking for the funding body
Recruitment is carried out by the BODs. The recruitment is needed when new
position is made in the organization or a new project is assign to the SRSP. Recruitment
is the main function of HRM section. Board decides about the salary and other benefits
also. Usually the BODs makes the appointment of the new Chief Executive.
They create also new posts and their designations, for such reasons the board
may appoint a committee to:
Create additional position;
Downgrade the existing positions;
Abolish the existing positions.
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Selection of right man at time and at right place is the job of the BODs, because one
wrong decision can result in many losses either in terms of money or time.
Promotion is the result of good performance done by the employee. As the BOD
evaluate the overall performance of promoting individual. The negative aspect of the
performance evaluation is the Layoff from the job.
Making amendments in the Service Rules is the job of the BODs. Whenever the board
feels that the organization needs changes so they make amendments. These amendments
are made by the majority of the Directors vote in the favour of the amendment. For
example amendment in the titles like From Chief HRM to Programme Manager HRM
and Regional Programme Manager (RPM) to regional Programme Officer (RPO).
Making approval for new projects, when the project is prepared at first the proposal is
made for the BODs. When the board checks the requirements and applicability of the
project, then they issue orders for the detail project feasibility. The directors always have
close look on the funding body or agencies. They also see that the donor is interested in
which field and whether, we fulfill the requirements demanded or not. So they also make
certain proposal for such type of projects, to get the projects.
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• Make recommendations for promotion of employees on the basis of their
activities.
• Check and provide technical assistance in making projects to the staff.
• Enhancement of the staff development inside or out side the country.
• Link with the regions and check their activities with the RPO’s.
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CHAPTER -5
INTRODUCTION TO HRM
Mission Formulating:
Establishing goals and Objectives
Assessment of the current Human resource
Developing a profile of the Organizations current employees
A) Human resource information system:
B) Replacement Charts
Assessment of future Human resource needs
Development of Future programs
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If the Organization indicates a understaffing then the management would feel
a need for more staff to be hired is such situations recruitment takes place.
And on the other hand if HRP indicates over staffing then Decruitment takes place.
5.2 Job Analysis
As the Human Resource development section or any personnel department
starts its HR functions with the proper planning for the prosperous future of the
organization. The Job analysis is the important step of the HRM section of the SRSP
for the effective planning. As far as the planning is concenered in SRSP it relates to
the BODs. The board considers many aspects of the planning in the context of job
analysis. This function is distributed among the BODs and the HRM section. As the
recruitment of the grade 10 and 9/8 which is the CEO, and RPO, s or PM respectively.
So the job analysis is done through the HRM section but the help and approval of the
CEO and then further by the BODs. The HRM section make job analysis for
• Creation of the new jobs
• The performance of the present job
• Removal of the existing job
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5.3 Recruitment of the SRSP
committee.
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• A candidate shall in no case less than 18 years of age at the time of the
recruitment to grades 1 to 4 and21 years for grades 5 to 10;
• Every candidate shall selected for appointment, as a regular employee shall
undergo a prescribed probationary period, during which if found
unsatisfactory, his appointment may be terminated by the appointing authority
without assigning the reason.
External
One big advantage of internal recruitment is that it enables the firm to create a
career structure for suitable employees. They can be promoted by being selected for a
more important job.
However, internal recruitment may cause resentment among other employees,
and it can make the organization sterile if long-serving employees fill all the top posts
with few new ideas.
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5.4.2 Advertisements
This is one of the most common methods of obtaining employees from both
the internal and external enviroment is the use of the Advertisement. The
Advertisement is usually given in the print media and some time also in electronic
media. SRSP is using the print media i.e. daily newspapers. They usually give the
Advertisement on the weekends like Saturday or Sunday. Plus they cover both
language papers like Urdu and English newspapers for their advertisements. HRM
staff tries to cover as much as most possible population for the jobs.
The following information are included in the advertisement in brief & direct form by
the HRM section of the SRSP
• Major job responsibilities
• Required and/or preferred qualifications (i.e.: experience, education, skills, etc.)
• Special qualities of the parish/school as employer (i.e.: rewarding work,
dedicated co-workers, Generous benefit package, pleasant atmosphere, etc.)
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The recruitment follows the selection process of the HRM. The earlier guide
lines delivered in the recruitment process of the SRSP will help the HRM section in
making proper selection of the candidates. As recruitment is the development and
maintenance of adequate manpower sources. So the SRSP make selection either from
the inside or from the out side the organization. Not only SRSP but every good
organization gives more preference to their existing staff. The reason behind that is
many but one is the employee’s motivation in the belongingness with the
organization. The major sources are
Selection From Within The Organization
Selection From Outside The Organization
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5.5.3 Aptitude / Written Test or Interviews
The candidates on the specifies dates are called to the specific places like for
the post for Swat Region and of grade 5 will concerns with HRM Kohat regions and
will send the information about the selected candidates. The rejection of the
candidates for a post take place at two stages of the selection process i.e. before the
interviews at the short listing stage and after the final selection.
Recruitment
Internal and
External sources
Selection
Comparison of the candidates
with the job requirements via
interviews, tests, backgrounds
check, etc.
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5.6 Selection From Outside The Organization
The following is the detail selection process, involves
6.2.1 External Advertisement
6.2.2 Short Listing
6.2.3 Aptitude/written test/ interviews
Documentation and Verification
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CHAPTER 6
SWOT ANALYSIS
Sarhad Rural Support program has some unique factors like being supported
by different donors, an organization working for eradicating the poverty and
improving the livening standards of the poor, which adds to its value. Further the
SRSP has got its major strength in the form of the HRM section. There is no
individual and no organization is perfect except Almighty Allah. So the formal
SWOT analysis constitutes of four different solid parts, which will thoroughly,
explains.
6.1 STRENGTHS
HRM section of the SRSP has some of its unmatched qualities that, which at
length makes it’s backing strengthened. Some of these points are as follows:
6.1.1 REPUTATION
SRSP is a renowned RSP (Rural Support Program) all over the Province
Khyber Pakhtoonkhwa. Its branches so called regional offices are spread across all the
11 Districts of Khyber Pakhtoonkhwa. Along with that the organization has strong
human resource department in all regions and also at the Swat region. The presence of
HRM in all the regions of Khyber Pakhtoonkhwa makes its reliability. This brings the
SRSP name generally a name of quality and trust.
6.1.2 ESTABLISHED
It is one of the well equipped and establish section of the organization. The
main assets of the organizations are there human resource and SRSP also makes feel
employees the sense of the belongingness with the organization.
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good organizations demand staff qualified and skilled. Which further enhances the
better financial position of the SRSP.
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EMPLOYEE RELATIONSHIP
A pleasant operational atmosphere develops the efficiency of the staff and also
boosts the employee’s motivation. Fortunately at HRM section employees are in good
relations with each other. There exists no back biting between the employees. The
burden of work is generally willingly shared between the employees of the Bank.
When any of the employees is on a short leave so other subordinate takes his work
with care.
6.2 WEAKNESSES
Weaknesses, like strengths are a part of almost every organization. These
weaknesses points out the potential areas of improvements and make the
organizational beha vior intelligent. A cumulative effort to overcome these flaws
makes success possible.
During the internship period the weaknesses that generally surfaced and were
visible at HRM Head Office are as described below in detail.
6.2.1 OUTLOOK
The outlook of an organization plays important role in portraying its image to
customers. Similarly the image of the sections also matters because a section makes a
structure of the organizations. The HRM Sections has a structure that is simple and
not enough eye-catching that will attract customers. It is located in Defence Colony of
Peshawar. Further the NGOs are mostly hired a rental house for the office. The
interior of the SRSP gives a normal look. The atmosphere is professional. Though it is
proper arrangement for the heating and air conditioning, so as to provide the staff with
better working condition in every climate. There is less seating arrangements in the
bank for both the employees and the customers. Further the section especially HRM is
very compressed and the manager and the HRM officer male sharing the same office.
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STIPEND
Some of the Internees at the section are paid and some are not paid a stipend
for their internship. They normally are provided with support and encouragement,
which has its effect on their performance. With no stipend the motivational level of
the internees is stumpy. The HRM must keep equality among the internees, if those
who are not paid will not be devoted to work than those, which are paid.
PERFORMANCE APPRAISAL
Performance appraisal is generally considered a motivational as well as
evaluative tool. At SRSP and HRM its use is normally made in an exploiting fashion.
Evaluation is made on the basis of the achievements of market targets. Unfortunately
the market targets are always unachievable. Thus employees face the condition of
being called inefficient at times. This is an annoying factor for some of the
employees, which leads towards de motivation and anxiety.
6.2.4 TRAINING
Training is not the only tool to upgrade the employees motivation and the
inefficiency of the work force. There can some other reason for the employees
dissatisfaction i.e. promotion, salary increment or the burden of the work (Exposure
trips), so it one of the management tool.
6.3 OPPORTUNITIES
“Success, more than anything is all about converting into opportunity what
everybody else considers danger” Opportunities, when exploited properly reap profits
and earn success. They are almost always a matter of time. They are to be sought,
picked and made use of, before any body else gets up and do so. It’s just about being
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smart and accurate. SRSP and HRM section also have some opportunities it can
utilize and obtain good market position. Some of the opportunities are hinted below.
6.4 THREATS
Threats are the unseen, futuristic, probable events that can occur and prove
dangerous in consequences. Every organization is faced by some category of threats
in its operations and functions. Opening new outlets, altering existing policies,
designing fresh marketing strategies, bringing change in physical structure, almost
every activity that an organization do face some kind of threats, just like the benefits it
seeks.
The section also faces some threats, which can just prove minor assumed
fears; as well as can become events with grave consequences. The prevailing
condition indicates the following as the possible threats.
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Pakistan. Incidents like these enormously affect the economies of countries. If the
foreign investor won’t feel safe in Pakistan, then how come it is possible that he will
invest money here?
COMPETITORS
SRSP also faces competitors in the market. There are great numbers of NGO’s
in line with SRSP. SRSP has to bring out different products for the empowerment o
the poverty and to attract the donors to itself. The HRM section also provide trainings
in the HRMDC (Human Recourse development Center) means providing services so
they should look deeper look on their sisters NGOs.
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CHAPTER 7
FINDINGS, CONCLUSION & RECOMMENDATION
7.1 FINDINGS
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7.3 RECOMMENDATIONS
1. The basic function of the SRSP HRM is to provide training to the
employees but the Human resources development doesn’t have the only
tool of training. You can motivate your employee through different
methods like promotion, exposure trips, appreciation letters and etc.
2. There is no real gender balance in the HRM section and organization
presently, as they aims for 50:50 Ratios.
3. The HRM section of SRSP should take proper measure to accommodate
the internees and facilitate them.
4. Finance and HRM should ensure this aspect that they will give equal
Monterey and material benefits to the men’s and women’s.
5. There must be a method of the exit interviews. For the reason to know the
reason of leaving and making some sound suggestion by the PM or
Manager of the HRM department before of the employee.
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BIBLIOGRAPHY
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