final pjct research

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Research Methods & Techniques

RESEARCH REPORT

LABOR TURNOVER

MILLAT TRACTORS (LTD.)

Submitted By;Group Leader

MUHAMMAD IRFAN MBA2006-03

Group Members

WASIF JAVEED MBA2006-31

M.AZHAR IQBAL MBA2006-46

INSTITUTE OF BUINESS ADMINISTRATION;

UNIVERSITY OF THE PUNJB, LAHORE

INSTITUTE OF BUSINESS ADMINISTRATION

UNIVERSITY OF THE PUNJAB - 1-


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Acknowledgement

We are thankful to the management of Millat Tractors limited, Pakistan whonot only provided us the required information but also extended all possible

facilitation for completion of our project.

We pay special thanks to Mr. Zulifqar Elahi (Admin manager) and Miss.

Rubina Talib (HR Executive) whose timely guidance enabled us to complete the

project in time.

Dedication

This report is dedicated to Madam Humaira Asad. She is very hardworking

and dedicated to her profession. She knows well how to satisfy the students thirst for

knowledge. She explained Research Methods and Techniques in comprehensive way.

We admire her devotion and commitment to noble profession.




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It is certified that the research project on Labor turnover in

MillatTractors, Pakistan has been carried out by

________Muhammad Irfan___ Roll No 2006- __03_____,

________Wasif Javed________Roll No 2006- ___31____ and

________M.Azhar Iqbal_____ Roll No 2006- __46_____ under my

supervision.

__________________

Mrs Humaira Asad

Assistant Professor Date: September 29,

2006




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Table of Contents

Acknowledgement 2

Dedication 2

Introduction to millet tractors Pakistan 9

The introductory section 9

Broad problem area 10

Purpose of the study 10

Importance of the study 11

Preliminary information gathering 11

Literature survey 12

Theoretical frame work 15

Related variables 17

Schematic diagram of theoretical frame work 18

Research design 18

Research methodology 21

INSTRUMENTS FOR DATA COLLECTION 22

DATA ANALYSIS AND INTERPRETATION 23

CONLUSION AND RECOMMENDATION 28EMPLOYEE EXIT QUESTIONARE 30

REFERENCES 34

Introduction to Millat Tractors (Ltd.)

CHAPTER # 1




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Millat Tractors Limited (MTL) is Pakistans leading engineering concern in the

automobile sector, an ISO 9002 certified company for its Assembly Plants of

Tractors, Engines, Industrial & Agricultural Products, as well as Material Testing and

Gauge Control Laboratory.

. It is Pakistans leading engineering concern in the automobile sector, that

manufactures

The company manufactures

Agricultural Tractors, under licensing agreement with Massey

Ferguson, UK and USA etc.

Diesel Engines, under licensing agreement with Perkins Engine, UK.

Diesel Generating Sets and Prime Movers

Forklift Trucks, under license from Anhui Heli Forklift Trucks China

Diesel Engines, Under Licensing Agreement with Perkins Engine, UK

Diesel Generating Sets and Prime Movers

Forklift Trucks, under license from Anhui Heli Forklift Trucks China and

A range of Agricultural Implements

The company is also dedicated to customize its Diesel Generating Sets and Prime

Movers products as per customers requirement.

The company has spread its products throughout the length and breadth of the

country. Today the number of MF tractors made by MTL exceeds 250,000 while the

total number of tractors in the country is approximately 500,000, giving it a market

share of above 50%. In other words every second tractor in Pakistan is MF. This

achievement has been made possible only through the Companys commitment to

Quality, After Sale Service, and Competitive Prices.




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History

Millat Tractors Limited (MTL) was established in 1964 to introduce and market

Massey Ferguson (MF) Tractors in Pakistan. An assembly plant was set up in 1967 toassemble tractors in semi-knocked down (SKD) condition.

The company was nationalized under Economic Reforms Order in 1972 and started

assembling and marketing tractors on behalf of Pakistan Tractor Corporation (PTC)

which was formed by the Government for import of tractors in SKD condition. In

1980 the Government decided on indigenization of the tractors and entrusted this task

to PTC.

PTC transferred this role of indigenization in 1981 to MTL. This was the turning

point in the Companys history and it went about the task methodically and rapidly.

The Company undertook this new role with enthusiasm and in the spirit of national

development and proved its engineering capabilities by surprising the deletion targets

set by the Government. Just in one year's time, the company took a giant step towards

self-reliance by setting up the first engine assembly plant in Pakistan.

The Company made a strategic decision right in the beginning to bring those

manufacturing facilities in-house for which capabilities did not exist in the country

and for parts which required high precision and investment. Therefore, in 1984,

sophisticated manufacturing facilities for the machining of intricate components were

set up. These were previously not available in Pakistan. Currently, critical

components like Engine Blocks, Sump, Transmission Case, Axle Housing, Hydraulic

Lift Cover, Front Axle Support and Centre Housing are all being machined most

successfully in-house at MTL from local sourced castings.

At MTL, we firmly believe that producing to International quality standards is the key

to our continued success and growth, and quality control department converts this

belief into reality.

In 1992, the company was privatized. The employees joined hands and took over the

management by winning an open bid.

To maintain its leadership role in tractor manufacturing in the country, MTL

continues to

Look toward future, to identify and exploit new opportunities consolidate existingones. The Tractor Assembly Plant is part of this philosophy. This plant started its




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production in 1992. The establishment of this modern plant not only increased

production capacity to 16000 tractors per year on a single shift basis, but also

provided a quantum jump to the quality of the assembled tractors and pushed MTL

into ranks of the major tractor manufacturing Companies of the World After

successful takeover, MTL also acquired the management control of Bolan Castings

Limited (a Public Limited Company specializing in intricate automotive castings) in

partnership with employees of the company, in 1993. The company has been the

regular recipient of the Corporate Excellence Award of Management Association of

Pakistan and the Top Companies Award of Karachi Stock Exchange, since early

eighties. MTL's Annual Report has been acknowledged as the Best Annual Report by

the Institute of chartered sectaries and managers and Admin Association of Pakistan

in several areas.

Financial High lights




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CHAPTER # 2



Sales Rs. In Million

Profit After Tax Rs. In Million

Number Of Outstanding Shares (000's)

Earning per Share-Basic and Diluted Rs.

Dividend Rs./Share

Capital Expenditure Rs. In Million

Long Term Investments Rs. In Million

Total Assets Rs. In Million

Shareholders Equity Rs. In Million

Return On Capital Employed Percentage

Current Ratio

Debt: Equity Ratio

Market Capitalization (Year End) Rs. In Million

Market Capitalization (Year End) US$ In Million

Price to Earning Ratio

Net Assets per Share Rs.

9,737

731

15,618

46.78

20.00

279

274

7,454

2,393

41.60

1.4:1

0.100

5,029

83

6.88

168.82

8,326

454

12,014

37.78

15.00

239

231

6,323

1,975

30.62

1.4:1

0.100

2,500

42

5.50

179.65


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PRELIMINARY INFORMATION GATHERING

i. REVIEW OF LITERATURE

In this literature survey we have tried to explore different variables associated

with the broad problem area, labor turnover. We have searched different research

articles on internt and in different magazines to find out maximum work already

done on this area of interest for comprehensive and scientific research.

A no of theories suggest that voluntary turnover should decline when a firm

raises its wages relative to what others are paying. If employees fail to match

the market wage rate they will lose their workers and their workers will move

to high paying competitors. (Mobley,1982; Miltonic and Newman, 1996)

Leonard (1987) finds a negative relationship between average wages and

turnover among firms .Powell (1994) reach similar conclusions after

examining the wage structure of 205 child care centers.

Campbells (1993) study also suggests that turnover cots are higher if firm

wages not compete with market wage level.

IJMR (September 2001) Unweaving leaving: the use of models in the

management of employee turnover by Kevin Morrell, john loan-Clarke and

Adrian Wilkinson presents in their article various aspects of employee

turnover. According to Bosworth et al (1996) a labor market can be said to

exist when, buyers and sellers of labor communicate to agree on a price at

which they are willing to offer their services.

Source: (www.blackwellsynergy.com)

There are many potential causes for turnover. Area economic

conditions and labor market conditions affect general turnover rates and can be

very difficult to manage. However, certain causes associated with turnover in any

specific job or organization can be managed. These include such things as non-




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competitive compensation, high stress, working conditions, monotony, poor

supervision, poor fit between the employee and the job, inadequate training, poor

communications, and organization practices .(Missouri Small Business

Development Centers)

. Early proponents such as Juran (1988) and Deming (1986) stress the

importance of committed, empowered and well-trained human resources in

order to fully benefit from the implementation of continuous improvement

practices.

Causes of labour turnover. A high level of labour turnover could be caused by many

factors:

The main reason of labor turnover is unfair wages as compared to other

competitors in the industry.

(www.tutor2u.net/business/people/workforce_turnover.asp)

Causes of turnover

Wage level

Wage growth with service

Deferred compensation, defined benefit pension

Firm characteristics: size, training, growth

Worker characteristics: age, family

Working conditions

(http://www4.ncsu.edu/~sgallen/102898/tsld007.htm)

Labor turnover is typically higher for unskilled workers in low productivity

jobs.

It is also observed in MTL that unskilled lower level labor frequently leave the

company due to lower pay and benefits etc(Employers search and the efficiency of matching)

Michele Pellizzari

August 2004

. A popular study suggests that people try to move from lower level, lower

paying jobs to better ones. It has also been observed that young workers, who

normally occupy jobs at a lower occupational level, change employment


UNIVERSITY OF THE PUNJAB -

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http://www.tutor2u.net/business/people/workforce_turnover.asphttp://www4.ncsu.edu/~sgallen/102898/tsld007.htmhttp://www.tutor2u.net/business/people/workforce_turnover.asphttp://www4.ncsu.edu/~sgallen/102898/tsld007.htm


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frequently during their first years in the labor market in an attempt to explore

their capabilities and to find jobs that meet their tastes.

(Topel et al. 1992).

Hays (2004) researched on gender related factors influencing turnover.

Women are more prone to change labor market status due to family reasons.

Hence, female dominated occupations are likely to show higher levels of

turnover.

According to IMEP, based on figures compiled by the human resources

department the firm rarely fired workers and that labor turnover consisted

primarily of workers who left for higher-paying jobs in other manufacturing

units, investment projects or the informal sector. This was confirmed through

informal interviews with several workers in each production section.

A recent study of turnover by Boxall et al (2003) in New Zealand confirmed

the view that motivation for job change is also a cause because people change

jobs according to their tastes.

. An early review article of studies on turnover by Mobley et al (1979)

revealed that age, tenure, overall satisfaction, job content, intentions to remain

on the job, and commitment were all negatively related to turnover (i.e. the

higher the variable, the lower the turnover).

Their analysis confirmed some well-established findings on the causes of

turnover. These include: job satisfaction, organizational commitment,

comparison of alternatives and intention to quit

The relationship between satisfaction and turnover has been consistently found in

many turnover studies (Lum et al, 1998). Mobley et al 1979 indicated that overall

job satisfaction is negatively linked to turnover Griffith et al (2000) found that

overall job satisfaction modestly predicted turnover.



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In a recent New Zealand study, Boxall et al (2003) found the main reason by far

for people leaving their employer was for more interesting work elsewhere.

Camp ion (1991) cited in Tang suggests that the most important reason forvoluntary turnover is higher wages/career opportunity. Martin (2003) investigates

the determinants of labour turnover using establishment-level survey data for the

UK. Martin indicated that there is an inverse relationship between relative wages

and turnover (i.e. establishments with higher relative pay had lower turnover).

Martin (2003) detected a complex relationship between turnover and

training. He suggested that establishments that enhance the skills of existing workers

have lower turnover rates. However, turnover is higher when workers are trained to be

multi-skilled, which may imply that this type of training enhances the prospects of

workers to find work elsewhere

A 2001 study of the factors influencing the recruitment and retention of nurses in rural

and remote areas in Queensland found that overall work-related factors were

considered to be more important in decisions by nurses to leave rural and remote

nursing practice. The five major factors influencing decisions to leave rural or remote

area nursing practice were management practices, emotional demands of work,

workable communication, management recognition of work and family

responsibilities.

. There are other general factors affecting labor turnover. There is a tendency

for turnover to be higher in larger, highly centralized organizations, and lower

in small companies... Turnover may also be high in organizations which are

contracting as workers move to employers offering greater job security. Pay is

perhaps most frequently assumed to be the reason for turnover



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CHAPTER # 3

RESEARCH METHODOLOGY

BROAD PROBLEM AREA

In simple words, it means that a particular problem is being faced by the

organization but the organization has not yet been able to identify the reasons behind

that problem.

Broad Problem in MTL :

Labor Turnover

Human resource plays a major role for the profitable operations and long term

survival of any organization. Todays all successful organizations give much

importance not only to availability of effective human resource but also to keep them

loyal to the organization. Therefore, organizations are searching for ways to recruit

and select right people for the right job.

Todays there is rapid turn over of employees in most manufacturing and service

organizations. There are several reasons behind this problem which we are going to

explore in this research study.

Millat Tractors is a leading company in Pakistan auto mobile sector and agriculture

equipment industry. It has an established human resource department but company

also faces labor turnover problem especially in contractual staff.



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Purpose of the Study

The purpose of this study is to provide scientific analysis of the causes of

employees turnover and other variables associated with this problem in the

organization which is given as follows.

Job Satisfaction and taste

Wage and other fringe benefits

Empowerment.

Job Status

Working Conditions

training

Our objective is also to provide guidance to MTL and all other organizations in the

design of many management programs.

IMPORTANCE OF THE STUDY

This research study is important to employees as well as to the organization.

As the employee is satisfied with his/her job, this will ultimately lead to

organizations prosperity and profitability. Loyal employees are an asset to the

organization. So organizations should provide benefits regarding their job securities,

wages and working conditions.

The study will highlight the major causes of employee turnover and other

variables related to this problem.



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STATEMENT OF THE PROBLEM

The purpose of the research study is to find

What are the causes of employee turnover in Millat Tractors LimitedPakistan?



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THEORETICAL FRAMEWORK

The variables of primary interest in this research are the dependent variable labor

turnover which is influenced by the independent variables i.e. job status, wages and

other fringe benefits, working conditions, , training to workers, and employee

empowerment. There is also a moderating variable job satisfaction or taste of job

that strengthen or weakens the relationship between independent variables and

dependent variable.

1. Job status is very important factor that influence the tendency of

employees to leave their jobs. If employees are permanent and secured

from their jobs then there will be less labor turnover.

2. Wages pay and other fringe benefits like pension fund, benevolent

fund, House rent allowances, TA/DA, medical allowances, social

security, gratuity fund, employee provident fund etc also have strong

effect on employees tendency to leave their jobs. If employer provides

fair wages and all above facilities to employees there will be less labor

turnover.

3. Working conditions i.e. work place conditions, temperature of plant,

humidity and safety of workers etc also affect employees turnover.

Better the working conditions lower will be labor turn over

4. Employees empowerment and decentralization of power is very

important variable that gives much confidence to employees. So,

greater the employees empowerment lower will be labor turnover.

5. Training to workers is also an important variable. Workers feel job

satisfaction and loyalty if they are given proper training.



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.

Diagrammatic Representation of Theoretical Frame

Work

Dependent Variable



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IndependentV

ariables

Job status and

promotion

Employee

empowerment

Training

Working

Conditions

Wages and

Other Benefits

Labor

Turnover

Job

Satisfactio

n and

nature of

job


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Moderating Variable

HYPOTHESIS

HYPOTHESES # 1

If working conditions are better, then there will be less labor turnover.

HYPOTHESES # 2

Greater the fringe benefits, lower will be employee turnover.

HYPOTHESES # 3

.More fair the wage system, lower will be employee turnover.

HYPOTHESES # 4

Ho:

There is no correlation of Job status with employee turnover.

HA:

There is correlation of Job status with employee turnover.

HYPOTHESES # 6



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There is a relationship between employees empowerment and job satisfaction

HYPOTHESES # 7

If employees are given training then turnover is low.

HYPOTHESES # 8

Ho:

There is no correlation of taste of job with employee turnover.

HA:

There is correlation of taste of jobs with employee turnover.

STUDY DESIGN

Purpose of Study:Hypotheses-Testing

Type of research: Corelational study: as all important variables are

associated with the problem

Study setting: Non contrived, as study is conducted in natural

environment

Type of study: Field study as study is conducted in natural environment

Extent of researcher interference: minimal interference as

research is done in natural setting.



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Unit of Analysis: The unit of analysis will be individual workers and

employees in organization.

Time Horizon: Longitudinal Studies, as data is gathered for more than

one year to see the pattern of turnover in employees.

CHAPTER # 4

RESEARCH METHODOLOGY

POPULATION FOR STUDY

Our focus is on employee turnover in MTL. So labor working at various units of MTL

is our target population..

NATURE AND SIZE OF SAMPLE FOR THE STUDY

It is mentioned that mostly, turnover is observed in non-permanent staff and

daily wages workers. So our target population is contractual labor. The sample

consists of 100 workers working at different units of factory. The income level

for workers is different.METHOD OF SAMPLING

The random sampling method has been used for the research purposes.

The reasons for the selection of this particular sampling method are:

It will provide least biases and offers most generalizability.

Each member of the target population will have an equal probability

of being selected as the sample.



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Random sampling will be helpful in reducing the effects of different

contaminating factors like residential area, income level, sex etc.

AREA OF THE STUDY

Our target area of study was Millat Tractor plant situated at Sheikhupura road,

Lahore.

The factory is near Lahore and was easily in the range of our group.

INSTRUMENTS FOR DATA COLLECTION

The following techniques have been used for data collection. Because these

are suitable and economical.

THE INTERVIEW

We conducted an interview session with the admin manager Mr. Zulifqar Ahmad

(Human Resource department) in MTL factory at sekupura road Lahore.

He provided us detailed information about all human resource operations of the

company. He told us that MTL has an established human resource department

which is constantly engaged in human resource planning, Job design, Job

assessment, recruitment, selection, employee training, orientation to jobs, wages

and pay system, leave system, performance appraisal and promotion and rewards

etc

The big problem regarding human resource faced by the company is labor

turnover and absenteeism in employees.

He told that one big factor causing employees turnover is low level of employee

empowerment and decentralization.



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Another big reason is lack of promotion in millet because promotion rate is very

slow in Millet. Apart from this the incremental rebate is very low as compared to

industry only 5% causing turnover.

SURVEY QUESTIONNAIRES: The questionnaire has been designed

carefully keeping in view the objectives of the study. The reasons for

designing the questionnaire are:

It is an efficient data collection technique for the large sample.

It is helpful in saving extra time and effort involved in personally

interviewing each sample unit.

To facilitate data analysis and interpretation.

While designing the questionnaire the following things were considered.

Use of simple and clear language.

Avoidance of biased ness questions.

Avoidance of technical language.

PROCEDURE FOR THE DATA COLLECTION

First of all the objectives of the research study were established. Keeping in

view the objectives, the hypotheses were developed. To test the validity of hypotheses

a questionnaire was designed. The questionnaire was pre-tested and then finalized.

After the questionnaires were finalized, they were distributed among the workers and

collected after they had filled in properly. The data collected through questionnaires

was then carefully analyzed, classified, tabulated and interpreted. In addition to the

questionnaires other data collection techniques were also adopted including the study

of research material from the libraries to get some reliable information about the

background of the company. A personal interview of the Human resource manager

was also conducted to gain first hand knowledge of company's future planning

regarding the issue being studied.



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DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS TECHNIQUES

The following statistical formula has been used for analysis for data

Percentage = Number of respondents in favor of

Any choice x 100

----------------------------------------

Total number of respondents

Our area of study is to find out reasons and consequences of employees turnover. So

different scales and tables have been used to measure the results of findings.

DATA ANALYSIS AND INTERPRETATIONS

Table # 1

Are you satisfied with your job?

Response Number % age

Yes 25 25

No 75 75

Total 100 100

Table Analysis

The above table shows that majority of the respondents i.e. 75% are

Not satisfied with their job while only 25% are satisfied with their job



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Table # 2

What is the main reason, you are leaving MILLAT TRACTORS LTD?

Reasons Number % age

Better Career Opportunity 35 17

Type of Work 30 14

Rate of pay 60 28

Working conditions 20 10

Empowerment and participation 40 19

Poor training 25 12

Total 210 100

The table shows that 28% of respondents, declared low pay the main reason of

leaving the job, 19% showed low empowerment the big reason, 17% found better

career opportunity else where. 10% workers were not satisfied with working

conditions and 12% declared poor training a main caus

Table # 3

Was your last position correctly described to you when you were hired,

promoted or transferred into it?

-1- 45 Yes - 2 - 55 No

Table analysis:

The table shows that 55% of employees were not clear about the status of their job

when they were employed.



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Table#4

Did you receive adequate training for your position?

30 Good 15 Acceptable 55 Need Improvement

Table Analysis

The above table shows that 55% of employees responded to need for improvement in

training.

While only 15% of the employees declared it acceptable.

Table#5

Do you know what performance was necessary to satisfactorily meet job

standards?

35 Yes __65___ No

Total sample: 100

Table Analysis

The table shows that 65% were even not clear about required performance

6. What do you think of your remuneration and the employee benefits

provided by MILLAT TRACTORS LTD?

Excellent Good Acceptable Poor No



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1. Remuneration 12 20 25 40 03

2. Medical Coverage 15 25 30 30 0

3. Other facilities 20 15 30 30 05

Table Analysis:

Only minimum no of percentage say 12% to 20% of people showed that

remuneration, and other benefits fall in excellent while maximum no of people fall in

poor category.

7. How well do you understand the following aspects of your job with

MILLAT TRACTORS LTD?

Understood Acceptable didnt

Well Understanding Understand

1. How my salary was determined 20 40 40

2. My Benefits package 15 55 30

3. Work Rules 20 40 40

Table analysis

Table shows that only a little no of people say 15 to 20% were well cleared about

the aspects of job. 40% showed acceptable understanding of salary, 55% showed

acceptable understanding of Benefits package, and 40% showed acceptable

understanding of Work Rules.

8. What did you like least about working for MILLAT TRACTORS LTD?



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40 The compensation

20 The physical work environment

15 Communications between my supervisors and myself

25 Job status

TABLE ANALYSIS:

Most of workers 40% liked compensation least while working at millet, 20% showed,

the Physical Work Environment, 15% Communications between My Supervisors and

25% showed job status desired response.

Chap- 5

CONLUSION AND RECOMMENDATION

The present research study is aimed to find the reasons for the increasing level

of turnover in employees. A sample of 100 employees is taken from MILLET

TRACTORS FACTORY SHEKHUPURA. The questionnaire is used as main primary

data collection tool. The collected data is tabulated, analyzed and then interpreted

.

HYPOTHESES # 1

If working conditions are better, then there will be less labor turnover.

10% workers declared working conditions as reason of turnover

HYPOTHESES # 2



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Greater the fringe benefits, lower will be employee turnover.

Only minimum no of percentage say 12% to 20% of people showed that

remuneration, and other benefits fall in excellent while maximum no of people fall in

poor category.

HYPOTHESES # 3

.More fair the wage system, lower will be employee turnover.

A minimum no of percentage say 12% to 20% of people showed that remuneration is

cause of turn over

HYPOTHESES # 4

Ho:

There is no correlation of Job status with employee turnover.

HA:

There is correlation of Job status with employee turnover.

In this research 25% showed job status as the least likely factor while working at

Millet.

HYPOTHESES # 6



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2. Division/Department:

1. What is the main reason, you are leaving MILLAT TRACTORS LTD?

1. Better Career Opportunity

2. Type of Work

3. Rate of pay

4. Working conditions

5. Self empowerment

6. Poor training

2. Was your last position correctly described to you when you were hired,

promoted or transferred into it?

-1- Yes - 2 - No

3. Did you receive adequate training for your position?



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Good Acceptable Need

Improvement

4. Do you know what performance was necessary to satisfactorily meet

job standards?

Yes _____ No

5. What do you think of your remuneration and the employee benefits

provided by MILLAT TRACTORS LTD?

Excellent Good Acceptable Poor No

Opinion

1. Remuneration

2. Medical Coverage

3. Other facilities

6. How well do you understand the following aspects of your job with MILLAT

TRACTORS LTD?

Understood Acceptable Did

not

Well Understanding

Understand



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1. How my salary was determined

2. My Benefits package

3. Work Rules

07. What did you like least about working forMILLAT TRACTORS LTD?

The compensation

The physical work environment

Communications between my supervisors and myself

Job status

8. Are you satisfied with your job?

Response Number % age

Yes

No

REFERENCES

1. Cass, David, "Optimum Growth in an Aggregate Model of Capital

Accumulation,"Review of Economic Studies32 (1965):233240

2. Davidson, Carl, Lawrence W. Martin, and Steven J. Matusz, "The Structure of

Simple General Equilibrium Models with Frictional Unemployment," Journal of

Political Economy 96 (1988):12671294

3. Davidson, Carl, Lawrence W. Martin, and Steven J. Matusz, "Jobs and Chocolate:

Samuelsonian Surpluses in Dynamic Models of Unemployment,"Review of EconomicStudies61 (1994):173192.



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4. Anderson, J. C., Rungtusanatham, M., & Schroeder, R. (1994). A theory of quality

management underlying the Deming management method. Academy of

Management Journal, 19 3, pp. 472-509.

5 .Bhagat, R. (1982). Conditions under which stronger job performance and job

satisfaction relationship may be observed: a closer look at two situational

contingencies.Academy of Management Journal, 25 4, pp. 772-789.

6. Davidson, Carl, Lawrence W. Martin, and Steven J. Matusz, "Trade and Search

Generated Unemployment," Journal of International Economics 48

(1999):271299.

7.Blackburn, R., & Rosen, B. (1993). Total quality and human resources

management: lessons learned from Baldridge Award-Winning Companies.

Academy of Management Executive, 7 3, pp. 49-66.

8. Bowen, D. E., & Lawler, E. E. III (1992). The empowerment of service workers:

what, why, how and when. Sloan Management Review, 33 3,pp. 31-39.

9. Arthur, J.B. (1994). Effects of human resource systems on

manufacturingPerformance and turnover. Academy of Management Journal,

vol. 37 (3), pp.670-687.

10. Charnes, A.; Cooper, W.; Lewin, A.Y.; Seiford, L.M. (1993). Data

envelopment analysis: Theory, methodology and applications. Kluwer

Academic Publishers, Boston/Dordrecht/London.

Personal consulted:

1. Mr. Zulifqar Elahi

Manager Human Resource, Millat Tractors Ltd.

2. Rubina Talib

HR exective

final pjct research

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