NAME: north west general hospital peshawrLocation : peshawarSubject: human resourse managementInformation system of flowing orders and etc

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Mission

Our mission is to raise the long-term health status of our community by providing

personalized and quality care with compassion, dignity and

respect. We aim to do this by offering

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world class treatment by experienced staff and faculty..

A C K N O W L E D G E M E N T S

Acknowledgement will always be to Allah, the creator and most merciful and

gracious, and without gracious of Almighty Allah the completion of this task has never

been more than a dream.

During the completion of Report there was not a single person but a number of

persons whose cooperation, help and guidance enable me to make my way through the

turbulent, waves of confusion.

I am also thank full to my respectable

supervisor Mr. Shahid Akbar Khan, lecturer

at the, Abdul Wali Khan University Mardan,

for guiding and providing me an opportunity

to apply my knowledge, consolidate my

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concepts, exercise my skills and reinforce my confidence by helping me to accomplish

the report.

My heart full thanks are extended to all the honorable Mr. Wisal Ahmad Lecturers

of Abdul Wali Khan University Mardan who helped me and completely guided me

through out my studies.

In the end, I am thankful to my parents for their prays and financial support all

our well-wishers and friends for their encouragement in writing this report.

Niaz Muhammad

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P R E F A C E

The purpose of report is basically to judge the basic knowledge of the student

regarding his field of specialization. It helps the examiner in knowing about the degrees

to which the student has acquainted himself with the knowledge, which he has acquired

in the classroom, in its application in the practical shape or in the real world.

This report introduction, history of North West General Hospital, organizational

review, human resource management existing situation in North West General Hospital,

findings, recommendations and implementation plan.

Northwest General Hospital is a community of caring health professionals, 

valued and recognized for promoting wellness through early detection  and prevention,

minimally invasive interventions, innovative clinical  practices and intense patient care.

It is very clear that Northwest General Hospital is one of the largest hospital by providing

keen care to thier customers. This hospital having a lote of revenue generation from

afghanistan people. A large number of arabian and other countries customers are visiting

there.

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E X E C U T I V E S U M M A R Y

The scope of this particular study is confined to Northwest General Hospital

Management/ organizational structure. More specially the Human resource management

department of Northwest General Hospital is the major emphasis of this study. This

gives an overall review of the Northwest General Hospital. It is composed of three

chapters, Northwest General Hospital History, organizational structure, administration

and different Human resource policies of Northwest General Hospital.

A Frequency Allocation Human resourse department was created for the

management of the radio of the hospital in 31, 2005. The main aim was to provide a

good and better hospital services for the entir city.

Every organization has its peculiar administrative structure, which suits the

functions, objective, strategies, rules and procedures of that organization. The NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER has an administrative

Department which involves the organization and management of man and material in

order to accomplish its goals.

In NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER the

level of Managers starts from the designation of CEO. The Number of Management

cadre employees in NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER is grossly under reported. According to NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER's document ' Breakdown of staff the total

sanctioned positions for Management level staff is 2000.

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER should

encourage and harness the emergence of a new HR culture putting in use specific HR and

general management concepts in the company. NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER has to transform its HR division to focus on modern

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management practices, with responsibility for creation and diffusion of the new HR

culture.

I examined NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER current HR management tools, that is to say HR Department itself, and Service

Regulations, Remuneration (or Compensation), Recruitment, Discipline, Performance

Appraisal, Job Description and Evaluation, Promotion, Career, Posting, Mobility,

Forecasting System (Manpower Planning), Training, and HR database or MIS.

It appears that these HR concepts are practically not ignored in NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER. Job descriptions exist in NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER for Organization

management, but they do not defined competencies and responsibilities very well.

In conclusion NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER has play a vital role in Pakistan economy by providing basic health facilities.

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER is 100% owned

by the local investors. As the NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER is a corporat business and thiere shares exceed 20milllions.

Pakistan Hospital sector faced many challenges to setup a valuable operational

entity, caring units and support systems leading to the establishment of an adequate

national infrastructure on which the knowledge and information superstructure can be

built.

CHAPTER - 1

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INTRODUCTION

1.1 BACKGROUND OF THE STUDY

The Hospital sector around the world is going through a process of rapid change

in research and modern technology and convergence with focus on advance and valuable

care services which purely provide a health care facility to the world. In line with global

trends and for meeting the emerging demand, major initiatives have been taken by

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTERto upgrade its

machines, introduce a range of new advance machines and services, develop a portfolio

of information technology, advance machines, research related services and should

revise its organizational structure to make it more conducive to deal with the change and

commercialization process to enhance the revenue potential of the company. The Socio-

economic growth of a developing country depends mainly on the Hospital sector and its

involvement in information technology; Tele-marketing and E-Commerce makes it an

integral organ of the overall development of the country.

1.2 PURPOSE OF THE STUDY

The purpose of the study is to analyze the existing Human Resource Management

of Pakistan Hospital (NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER). In order to compete in the new environment, especially when the de-

regulation of the industry and entry of Private hospital Companies is at the doorstep, it is

essential for NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER to

upgrade its systems, resources and infrastructure to overcome the future challenges. The

main objective is to review the existing workforce including allocation in order to make

recommendations for optimizing resource allocation taking into account the current

organization. Based on the analysis, short & long terms recommendations are made for

the improvement of NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER interns of Human resources management. A new Organ gram has been

proposed. In addition, an action plan/schedule has been devised with time frame and

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steps as to how these can be implemented. To face the main recent from Rahman medical

institute, as they lovered theire price against them.

1.3 SCOPE OF THE STUDY

The scope of this particular study is confined to NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTERManagement/ organizational structure. More

especially the Human resource management department of NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER is the major emphasis of this study. The

objective is to identify the most appropriate organizational culture for NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER in competitive environment.

1.3.1 Limitation of the Study

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER, being the

largest organization in Hospital sector in Pakistan, is very difficult to analyze and cover

all its departments in a limited time of two months. Nevertheless, the requirement to

specialize in one particular aspect of the organization (Human Resource Management)

made the study beneficial and an improved one. Thus the time factor becomes a

limitation of this study. Another limitation of this study is the lack of the information and

no job description of Human Resource Management department. However an analysis of

the organization as a whole, based on some reports, observation and interview is done. As

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER is the lone best

service provider in Peshawar, it is impossible to do a comparative analysis. Inspite of the

above-mentioned problems, I tried my best to overcome all these limitations and

shortcomings and provide unbiased

information of the organization to make my research of academic significance.

1.4 METHODOLOGY OF THE STUDY

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To study an organization, one needs to have reliable and relevant data and

information. The study makes use of two kinds of data, gathered through different

sources, which can be grouped as primary and secondary data:

1.4.1 Primary Data

The data collected for the first time is called primary data. The sources for the

primary data were discussions with senior managers, General Managers and unstructured

interviews with the staff of NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER and my personal observations.

1.4.2 Secondary Data

The data which has gone through mathematical and statistical techniques after its

collection is called secondary data. The secondary data sources which were consulted

during my study are the manuals, rules and procedural hand books, brochures and annual

reports of NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER

material available at HR Department, newsletter, internet and books available on

management.

1.5 SCHEME OF THE STUDY

The report has been divided into four parts in the following sequences

1.5.1 Part-1

This first part comprises the background of the study. It also looks into the

purpose of the study, scope, its limitations, methodology and scheme of the study.

1.5.2 Part-II

This is the main body of the report. This gives an overall review of the NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER. It is composed of three

chapters, NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER History,

organizational structure, administration and different Human resource policies of

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER.

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1.5.3 Part-III

This part encompasses the critical analysis and findings of organizational

structure with special emphasis on HRM department in NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER.

1.5.4 Part-IV

In this part recommendations have been given how to develop and implement HR

System and tools with a revision of the service regulations. These recommendations are

very specific, concrete, to the point, practical and implementable.

1.5.5 Part-V

In this part action/implementation plan has been given which shows that how

recommendations should be implemented.

CHAPTER - 2

HISTORY OF NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER

2.1 INTRODUCTION

It is considered appropriate now that the history of Nursing and hospital is

compiled, from the pre-independence period starting from where the human bieng came

into bieng.. it is a great honour for North West General Hospital and Research Center that

they successfully completed theire fifth aniversery on 12th january.

Northwest General Hospital is a venture of Alliance Healthcare (Pvt.) limited, and

is a 170 bed, state of the art hospital and research facility based in the Hayatabad Region.

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Current planning is underway for the building of a Medical School and complex

medical research Center in the vicinity of the hospital. An area of 30 canals has been

acquired for this purpose.

In addition to the above, Gamma Knife facilities and other such minimally

invasive techniques are being introduced.

In this over-view, it is proposed to highlight mainly the growth, technology,

sector structure, organization, the lessons learnt and future trends.

2.2 PHASES OF DEVELOPMENT

The NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER

history of development is very simple. In the late 2000 in private sector the RMC which

is known as Rahman Medical Institute was having a sole goal of ownership in peshawar.

There a few doctors which was having some conflicts with Rahman medical institute. so

that the base thing that Rahman cannot run that institution very well. It also led to the

area of liberalization and increasing participation of the private sector in

telecommunications especially since 1990 with the cellular, card pay phones, data and

paging services. The period also covers great advances in technology leading to the

digital revolution and open wire to coaxial to optical fiber transmission. The international

services developed in this period from the unreliable short-wave radio to the high quality

service by submarine cables and satellite radio. In this half century, the Pakistan Hospital

sector faced many challenges to set up a viable operational entity, production units and

support systems leading to the establishment of an adequate national infrastructure on

which the knowledge and information superstructure can be built.

2.3 THE HOSPITAL SECTOR 1947-2006

National public health is a recent innovation in Pakistan. In prepartition India, the British

provided health care for government employees but rarely attended to the health needs of

the population at large, except for establishing a few major hospitals, such as Mayo

Hospital in Lahore, which has King Edward Medical College nearby. Improvements in

health care have been hampered by scarce resources and are difficult to coordinate

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nationally because health care remains a provincial responsibility rather than a central

government one. Until the early 1970s, local governing bodies were in charge of health

services.. However the status of an attached Department continued and did not provide

the administrative and fiscal autonomy required for it to function efficiently. The World

Bank felt reorgaNational health planning began with the Second Five-Year Plan (1960-

65) and continued through the Eighth Five-Year Plan (1993- 98). Provision of health care

for the rural populace has long been a stated priority, but efforts to provide such care

continue to be hampered by administrative problems and difficulties in staffing rural

clinics. In the early 1970s, a decentralized system was developed in which basic health

units provided primary care for a surrounding population of 6,000 to 10,000 people, rural

health centers offered support and more comprehensive services to local units, and both

the basic units and the health centers could refer patients to larger urban hospitals.

In the early 1990s, the orientation of the country's medical system, including medical

education, favored the elite. There has been a marked boom in private clinics and

hospitals since the late 1980s and a corresponding, unfortunate deterioration in services

provided by nationalized hospitals. In 1992 there was only one physician for every 2,127

persons, one nurse for every 6,626 persons, and only one hospital for every 131,274

persons. There was only one dentist for every 67,757 persons.

Medical schools have come under a great deal of criticism from women's groups for

discriminating against females. In some cities, females seeking admission to medical

school have even held demonstrations against separate gender quotas. Males can often

gain admission to medical schools with lower test scores than females because the

absolute number for males in the separate quotas is much greater than that for females.

The quota exists despite the pressing need for more physicians available to treat women.

The government has embarked on a major health initiative with substantial donor

assistance. The initial phase of an estimated US$140 million family health project, which

would eventually aid all four provinces, was approved in July 1991 by the government of

Pakistan and the World Bank, the latter's first such project in Pakistan. The program is

aimed at improving maternal health care and controlling epidemic diseases in Sindh and

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the NorthWest Frontier Province. It will provide help for staff development, particularly

in training female paramedics, and will also strengthen the management and organization

of provincial health departments. The estimated completion date is 1999. The second

stage of the project will include Punjab and Balochistan.

In addition to public- and private-sector biomedicine, there are indigenous forms of

treatment. Unani Tibb (Arabic for Greek medicine), also called Islami-Tibb, is Galenic

medicine resystematized and augmented by Muslim scholars. Herbal treatments are used

to balance bodily humors. Practitioners, hakims, are trained in medical colleges or learn

the skill from family members who pass it down the generations. Some manufactured

remedies are also available in certain pharmacies. Homeopathy, thought by some to be

"poor man's Western medicine," is also taught and practiced in Pakistan. Several forms of

religious healing are common too. Prophetic healing is based largely on the hadith of the

Prophet pertaining to hygiene and moral and physical health, and simple treatments are

used, such as honey, a few herbs, and prayer. Some religious conservatives argue that

reliance on anything but prayer suggests lack of faith, while others point out that the

Prophet remarked that Allah had created medicines in order that humans should avail

themselves of their benefits. Popular forms of religious healing, at least protection from

malign influences, are common in most of the country. The use of tawiz, amulets

containing Quranic verses, or the intervention of a pir, living or dead, is generally relied

upon to direct the healing force of Allah's blessing to anyone confronted with uncertainty

or distres.

North west General Hospital Hospital is one of the oldest and largest Teaching Institutes

of the country which provide state of Art, excellent curative and preventive services to

the ailing humanity of the Frontier Province. It is also called loye (big) huspatal (hospital)

and Gernali Huspatal. It was established in 2005 and it is just 20 canal away in the south

of Grand Trunk Road, behind the famous historical RAHMAN INSTITUTE.. NORTH

WEST GENERAL HOSPITAL is just outside historical wall in the jurisdiction of

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cantonment board. The anecdote of the hospital of its coming into being is that His. This

was accompanied by his spouse North west General Hospital.

2.4 COMPETION OF NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER

1. Pakistan Telecommunication Corporation was established in Dec 1990 to take over the functions of the Pakistan Telephone and Telegraph Department. Its operations were governed by the Pakistan Telecommunication Corporation Act 1991. In 1991 Govt of Pakistan announced its intent to privatize PTC and appointed a financial advisory team led by Bear Steams and Coopers & Lybrand based on whose advice the Govt of Pakistan decided to sell the 26% stake of the share capital, with management rights, of PTC by converting into a limited company under the provisions of Companies Ordinance 1984. 2. Later on, Govt of Pakistan decided to sell 11.8% of its share, in the shape of

vouchers, on stock market through domestic and international offering. The sale of 26%

stake to Strategic Investor remained on the agenda. In August 1994 Govt of Pakistan

issued 1,000,000 (one million) PTC vouchers exchangeable into 100 million NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER shares (with a nominal

value of Rs. 10 per share) and a further 5,000,000 (five million) similar vouchers were

issued in September 1994 to international investors. PTC Vouchers contributed to the

National exchequer about US $ 900 million (UK placement) and Rs.3 billion domestic

issue. The vouchers were listed and traded on the stock exchanges. The price of the

vouchers in the first and second issue was Rs.3,000 and Rs.5,500 respectively. Govt of

Pakistan also issued Exchangeable Notes worth US $.150 (M) to International Investors

in Feb 1997 through Numura International, UBS & Global Securities. These Notes are

exchangeable into fully paid “A” ordinary shares of NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER - about 3.3% of total issued share capital. If

the Notes are converted into shares it will amount to total 15.06% of Govt of Pakistan

equity divestiture. In August 1997 a deal of Securitization of NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER foreign receivables has been successfully done

which fetched US$ 250 (M) to Govt of Pakistan and equivalent rupee to NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER. The concept of Securitization of

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER future receivables

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from major operators has given opportunity of cheapest possible loan to NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER.

3. In 1995, Privatization Commission, Govt of Pakistan appointed a new financial

advisor to implement the strategic sale. Morgan Grenfell, UK, Coopers & Lybrand,

Denton Hall, Muslim Commercial Bank, Deutsche Bank AG, Abacus Consulting and

Rizvi, Isa led the team, as members. This new advisory team initiated work in Sept 95

and steps taken on their recommendations are summarized in Annex-1. The new

Government dispensed the services of Deutsche Morgan Grenfell and (in 1998)

appointed Goldman Sachs International (GSI); one of the most reputed financial advisor,

to render advisory services on privatization of NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER.

4. M/s Goldman Sachs Financial Advisor for Privatization of NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER have started the work of due

diligence. The Company established a Data Room at NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER H/Q where complete information pertaining to

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER is available to

facilitate due diligence. The proposed policy statement from MOS & T is ready and can

be issued once approved by the Government. On legal and regulatory matters major

initiatives have been taken, PTA has granted Mobile License to PTML and also accepted

the GSI proposed Regulations both on licensing and tariff. Final details on Price Control

are to be agreed. Tariff rationalization will be completed in 4 years as agreed. GSI is

currently working on staff restructuring Policy and Information Memorandum. Once

policy related issues are settled, subject to GOP approval, road shows could be started.

5. The present Govt. has initiated a deregulation policy and wants to divest its 26%

share with management control. Till now 14 big international reputed Telecom

Companies have shown Expression of Interest in NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER.

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CHAPTER - 3

ORGANIZATIONAL REVIEW

3.1 ORGANIZATIONAL STRUCTURE

An organization is a group of people working together in a structured and

coordinated manner to achieve a set of goals. In other words [Organizations are systems

of relating resources that will make possible the accomplishment of specified ends or

goals.

Every organization has a number of bodies/departments for carrying out its

various functions and achievement / organizational objectives. In NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER the Board of Directors carries out

the functions of planning and policy formulation whereas the executive management

carries out the management of the organization.

3.1.1 Board of Directors

It is the highest body of NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER, which has been rested the function of policy formulation. The

first Director shall be elected by the subscribers in their meeting. The directors appointed

shall not be less than seven (7) in numbers. (Presently it has 14 members).

There is general body meeting once a year of all the shareholders to elect the

members of board of directors. A director elected shall hold office for a period of three

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years unless the earlier resigns, becomes disqualified from being a director or otherwise

ceases to hold office. A retiring director shall be eligible for re-election.

3.1.2 Chairman NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER

Chairman of the board is also the chairman of NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER. The Govt appoints him. He advises the

members of the board of directors on policy matters. He directs and monitors the business

activities. He also ensures the best utilization of the material and human resources. The

board of directors determines the period for which the Chairman is to hold office. The

Chairman shall preside over meetings of the board.

3.1.3 Secretary NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER

The directors may appoint a secretary, and they as may remove any secretary so

appointed and when they deem fit. He manages the co-ordination and communications of

strategies and policies between various departments of the corporation. He sets agenda

for monthly meeting of board and informs members for meeting and keeps the record for

decision.

3.1.4. Management

To manage is to forecast and plan, to organize, to command, to co-ordinate and to

control.

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19

3.1.5 Organizational Chart:

20

G.M (I/AUDIT)

G.M N.S.S

CHAIRMAN &

C.E.O

Company Secretary

Member (ADMIN)

Member Finance

Member Technical

Member (Operation)

C.E RRR

C.E S&E

G.M (ADMIN)

G.M (I&I)

LEGAL

(Advisor)

C.E HRM &P

C.E (Co-ord)

G.M (T&T)

G.M (PR)

D.G Finance

D.G (Acctts)

G.M (T & R)

G.M (F.P)

C.A.O

D.G (DEV)

C.E (DEV)

C.E proc

G.M DSR&D

G.M (OFC)

G.M (BTP

)

G.M (T.D)

C.E (BTP

) C.E (QAID

)

G.M Dev:

4

M.D TIP

M.D CTI

MD (TF)

D.G SBP & SP

C.E PLG

C.E (PSP) C.E

(SED)

G.M CATV & M

C.E (TA)

C.E (SBD

)

G.M VAS

G.M VoIP

D.G (O)

North

D.G (O)

South

C.E M&O 1&II North

C.E M&O 1&II South

G.M Telecommunication

Soth Zaone 11 Nos

G.M Telecomm South Zone

5 Nos

G.M OFC Mntc

G.M STR-IV

S&T KR

C.E Inspecto

r Telecom

m

An organizational chart is graphical representation of the organizational structure. Each

box in the chart represents a position with in the organization and each line indicates the

nature of relationships among different positions. An organization chart of NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER is shown in fig-3.1 keeping

in view the organizational chart greater delegation of authority is possible to the different

levels of management. According to organizational chart chairman is the chief executive

officer under which there is four members, (Member Admin, Member Finance, Member

Technical and Member operation). The company Secretary, G.M NSS, and G.M Internal

Audit are directly responsible to the Chairman under member (Admin). There are four

Chief Engineers, Four General Managers and one legal advisor, under Member Finance.

There are two Director Generals, two General Managers, and one Chief accounts officer.

Under Member Technical there is one MD (TIP) one MD CTI, one MD TF, one D.G

(Dev) and one D.G (SBP). Under D.G (Dev) there are 4 Chief Engineers and eight

General Managers. While under D.G (SBP) there are five Chief Engineers and 3 General

Managers. Under the jurisdiction of Member Operation there are two D.G overseas,

North and South. D.G (O) North control two Chief Engineers, Twelve General Managers

with various functions. Under D.G (O) south there is one Chief Engineer (M&O) and six

General Managers.

At the NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER

Headquarter Islamabad there are 16 Chief Engineers, 12 G.Ms, 45 Directors, 23 Dy-Chief

Engineer, 4 Dy-General Managers. The rest of Departmentation has been done on

regional basis headed by 31 General Managers. The regions are furthers subdivided in to

different zones headed by directors. Each zone is further subdivided into divisions and

sub divisions.

3.2 ADMINISTRATION

Administration is the collective activity directed towards the attainment of

specific goals. It is a rational action, an attempt to minimize one goals by relating means

to ends. The administration is required to follow a definite set of rules and a specific

procedure, Professor-waldo defines procedures as "the prescribed or customary way of

working together with the conduct of an organization business. It is the procedure that

21

governs the internal and external relationship between an individual and another, between

one organizational unit and another, between one process and another, between one sill or

technique and other between organization and the public. Every organization has its

peculiar administrative structure, which suits the functions, objective, strategies, rules and

procedures of that organization. The NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER has an administrative Department which involves the

organization and management of man and material in order to accomplish its goals. The

administration department is headed by Member administration with one G.M (admin) at

H/Q level. At regional level head of the overall administration is G. Manager of the

region. The administration manager (Dy-General Manager) is directly under the control

of a G. Manager of the respective region. The administration department of NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER is concerned with the

following functions.

3.2.1 Working Procedure

The working procedure in NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER includes matters like general functions and powers of the

committees, eligibility for membership, and appointment of committee members, finance,

meeting and recommendations.

3.2.2 Institutional Procedures

The institutional procedures in NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER includes, communications, meeting, conferences, internal

reporting, mail, preparation, issuance and distribution of documents, space, library

service, file, and records, procurement and all aspects of personal administration.

3.2.3 Office Procedures

The corporation activities are conducted by means of communications, like,

Telephone, Fax, e-mail and letters writing. The office procedures are actually the

administrative procedure, which is followed from the Chairman to the clerk. The office

procedure starts working, when some letter or application reaches from outside. The letter

22

is entered into a register used for the receipts of letters and a receipt number is put to that.

The clerk or assistant sends/hand over the letter to the concerned officer, which after

being seen by the section head is processed and put to the officer or department which

has to take action. The section head passes on the letters for the approval of higher

authority like, director, G.M, D.G or Member, who further forward the letters to the

Chairman if important policy decisions are involved.

There is no denying the fact that in between the receipt clerk and Chairman, there

might be many coming-down and going ups. Each officer would add his own note,

memorandum or minute. Old records would be looked into precedents, would be

discovered and information from various sources would be gathered. The case may

require consultation or discussion with another section, departments or even private

associations, groups or individuals at the appropriate level. Thus the file by this time

becomes correspondence, notes, minutes or memoranda. At last a stage of decision

reaches. Then begins a final downward journey of the file. Ultimately the file reaches the

officer or assistant, who dispatches the draft to the typist. The typist types the draft, sends

it to the officer for approval, who examines the draft, corrects it if any discrepancies/error

found. After retyping the letter is passed on to the competent authority for signature.

3.2.4 Personnel Functions

All the matter pertaining to the employees are dealt with by Chief Engineer

(RRR) and Chief Engineer (S&E). The personnel functions like recruitment,

promotion/transfer, retirement/pension, control, leave, training, benefits, allowances

record manpower planning etc are carried out by these departments.

3.2.5 Accountability Functions

The administration department in NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER carries out the investigation and Inquiries of any officer or

employees, violating the rules and regulations in discipline and misuse of his authority

etc.

3.2.6 Coordination & Communication between Various Departments

23

There is one chief Engineer (Coordination) who is responsible to ensure the

proper coordination between the employees, management rules and procedures and

functions of different departments. The technique and process of working and the inter-

relationship of various firms is determined by the administration department.

3.2.7 Security of the Organizational Environment

The Security of the offices, Exchange Buildings, Switching equipment, cables,

furniture fixtures, and supplies, is the responsibility of the administration department at

Headquarter level and General Manager at Regional level. These are usually ensured by

hiring security guards from security agencies.

3.2.8. Legal functions

There is one Legal Advisor under the administrative control of Member Admin.

All the legal matters are handled by this department.

24

CHAPTER - 4

HUMAN RESOURCE MANAGEMENT

(EXISTING SITUATION IN NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER)

Human Resource Management is a process consisting of inception, development,

motivation and maintenance of Human resources. Based on the data collected and other

information made available, an analysis of the existing situation is presented in five

sections as follows

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER Current

Personnel Assessment

Assessment of Telecom Social Environment Impact on HR in NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER HR

Objectives and Forecasting System Assessment

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER HR

Management Current Tools Assessment

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER Training

System Capacity & Results Assessment.

4.1 NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER CURRENT PERSONNEL ASSESSMENT

4.1.1 Number of Employees:

25

According to the information obtained from NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER H/Q Islamabad, the total number of employees

at NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER is above

65,000. The data is from four provinces (Sindh, Baluchistan, Punjab, and NWFP), and

four federally controlled areas (Islamabad, Northern Areas, Azad Jammu & Kashmir and

FATA).

There is conflicting information regarding the number of employees. The

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER management

clarified that, the error in reporting had occurred as the regions had included the

employees on daily wages in some reports and in some these were excluded. Finally the

figure given by NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER

excluding the daily wageworkers has been taken as correct.

Distribution above has been calculated on the basis of region-wise employee's

chart. It is impossible to get a more detailed organization chart, providing the number of

employees by department, Function or Activity. The number of employees is confirmed

by a Table provided by C.E (HRM &P), from a "Presentation on Staffing". Table-1

shows NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER Past &

Future Projection of lines per employee.

Table-1: NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER Past and Future Projection of Lines Per Employee

1999 2000 2001 2002 2003 2004 2005 2006

Installed main Lines 3.09M 3.26M 3.4M 4.1M 4.7 M 5.3M 5.9 M 6.5 M

Main Lines in Use 2.37M 2.56M 2.8M 2.69M 4.23M 4.77M 5.3M 5.84M

Regular Employees 54478 52853 54669 57624 57624 57624 57624 57624

Total employees

with daily wage

workers

62978 61353 66124 66124 66124 66124 66124 66124

Main. 44 48 51 64 73 83 92 101

26

Lines/Employee

Main

Lines/Employee with

daily wage work

38 42 47 56 64 72 80 88

Source: (Census-2004 of NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER Employees)

Human Resource Management & Planning Wing NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER Headquarters, Islamabad

A Crash Program could be launched, accelerating the annual increase of the

number of lines, for instance by 0.5 Million lines/year. In that case, the number of lines

could be about 8 Millions in the year 2006, and the ratio between the Main Lines per

Employee could be around 130, which is highly acceptable. Table-1 also shows the

following.

The total number of employees is supposed to be kept constant during the coming

year.

The total number of employees has increased during the recent past, even though

there was a ban on recruitment from the Government.

That last result is confirmed by Table-2 on "Sanctioned number of Post of

maintenance Region in NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER". The number of employees comes to 64,097 in June 2003 as compared to

52127 in June 2000. This shows that despite the ban on recruitment there has been an

approximate increase of 2% in the manpower of Maintenance region only.

Table-2: Sanctioned Posts of Maintenance Region

Sr. Name of Region June-2000 June-2001 Dec-2002 June-2003

1 C.T.R. Lahore 12112 12808 14245 14249

2. F.T.R. Faisalabad 4075 4180 4265 4269

3. I.T.R Islamabad 3638 3747 3686 3689

27

4. K.T.R-1, Karachi 6263 6373 5446 5426

5. K.T.R-II, Karachi 3781 3923 3424 3426

6. L.T.R-I Lahore 5764 5887 6563 6569

7. N.T.R. Peshawar 5801 5893 6134 6138

8. S.T.R. Karachi 7251 7357 7533 7542

9. W.T.R. Quetta 3442 3538 3787 3789

Total 52127 53613 54989 55002

Source: Human Resource Management & Planning Wing NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER Headquarters, Islamabad

28

The Senior Executives agree that a large number of personnel employed in

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER could be surplus

to its requirements if measured against the laid down staff standards. It is their opinion

that approximately the same number would stand redundant if proper utilization of

Human Resources was exercised. In short, in departments where redundancy occurs,

manning levels could be reduced which consequently would increase profitability.

4.1.2 Age and Seniority Level

The number of employees according to their Age and Seniority groups is

indicated as follows:

Table-3 Employees by Age & Seniority

Sr. Age Year of Service Total

1-10 11-20 21-30 31+

1 18-30 14022 2828 3735 34 20619

2. 31-40 9423 9196 3510 35 22164

3. 41-50 2974 2391 5994 1325 12850

4. 51-60 1656 197 1154 3950 6750

Total 28075 14612 14393 5343 62383

Source: Human Resource Management & Planning Wing NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER Headquarters, Islamabad

1 The validity of the data provided by NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER is inconsistent. For example, in the age group of 18-

30 thirty-four employees are shown to have a service span of 31 or more years.

Similar discrepancies have crept into other age groups making the reliability of

this data very dubious.

2 From NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER's

perspective this data also indicates that about 34% of its work force falls under the

29

30 years or less age group. This will perhaps be the group on which NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER should concentrate

for retaining and 'investing' as the work force of the future.

4.1.3 Competency and Educational Level

3 NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER currently

follows a 24 grades system for its 241 positions or designations. The grading

system is the same that used by federal government with Basic Pay Scale starting

form 1 and ending at 22.

4 There are four categories of employees. They are classified as full time, part time,

temporary and contract staff.

5 The Break-up of the existing work force by education is given in Table-4 below.

Table-4: NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER Education Level

S.No Percentage Educational Level Number of

Employees

1. 20% Up to Middle Grade (08) 10929

2. 26% Up to Matric Grade (10) 14207

3. 20% Up to Intermediate Grade (12) 12519

4. 27% Up to Graduates B.A, B.Sc 17540

5. 09% Post Graduates M.A M.S and above 4530

Source: Human Resource Management & Planning Wing NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER Headquarters, Islamabad

6 66% of the work force has educational level equivalent to Grade 12 or less. Given

30

the poor quality of education in Pakistan, this composition does not bode well for

the future of NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER especially in terms of skills and knowledge required for operating a

modern telecom company today.

7 It is alarming to note that in a highly technical organization the number of

employees having post graduate qualification is only 6%, while it is more than

20% in other developed countries.

4.1.4 Performance Level

Performance Appraisal at NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER exists in the shape of Annual confidential Report (ACR). Not all

the regions reported data on this issue. The data shown in Table-5 is based only on this

data. This information therefore is not complete for all regions.

Table -5: Performance Level

Number of Employees Appraised during 1993-2003.

Performance Rating In %

V. Good Good Average Below

Average

Poor

1999 6769 31 55 15 0 0

2000 5820 27 56 17 0 0

2001 3617 28 55 17 0 0

2002 6456 28 53 19 0 0

2003 8182 23 63 13 0 0

2004 3088 26 59 15 0 0

2005 7301 25 59 16 0 0

2006 5208 24 58 18 0 0

Source: Human Resource Management & Planning Wing NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER Headquarters, Islamabad.

31

8 Some indication of how this aspect is managed can be gauged from the fact that

none of the employees appraised received a rating of 'Below Average' or 'Poor'.

Given the prevailing environment in NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER and the size of its workforce, this appears very odd

and not consistent with the experiences of other organizations of this type and

size. ACRs are considered a highly sensitive process and in most cases this

information is not even shared with the employee who is evaluated.

9 Reliability of this data remains dubious and use of this data for identifying the

'good performers' would also be highly risky.

4.1.5 Absenteeism

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER has no

reliable records of Absenteeism, especially of the Unionized staff. Year wise details or

statistics are not available. It is a reflection of poor control on attendance. Only 11 out of

the 52 regions reported any data on absenteeism, which is presented in Table-6. Some

regions have provided very little information on the state of Absenteeism.

Table-6: Absenteeism

% of Annual Time Loss Reported by Regions

Regions % of Annual time Loss

G.M. OTR. Islamabad 3

G.M. TRNG & Research 3

G.M OFS, Islamabad 30

G.M. RTR, R.Pindi 12

G.M. FTR 9

G.M. STR-IV Karachi 3

32

C.E. (Dev) NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER H/Q

Islamabad

25

G.M. Computer Islamabad 133

G.M.II Karachi 35

C.E (I/C) NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER H/Q

6

G.M. Dev. (S) Karachi 16

Source: Human Resource Management & Planning Wing NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER Headquarters, Islamabad

33

4.1.6 Management Staff

G.M (Admin) was requested to provide details about the number of Management

cadre staff members, to help determine the hierarchy in the existing system. Under the

prevailing system in NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER, the hierarchy breakdown is as follows:

10 Grade 1-15: Unionized Staff

11 Grade 16-22: Management Staff

For the purpose of this exercise, the Management staff has been classified into the

following categories:

Table-7: NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER Management Staff

S.No No. Of Managers Grades Categories Title

1. 3104 BPS 16-17 Junior Management A.E, ADE

2. 1144 BPS 18-20 Middle Management G.M, C.E, Dir, DE

3. 14 BPS 21 & 22 Senior Management Members, Chairman

Source: Human Resource Management & Planning Wing NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER Headquarters, Islamabad.

12 In NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER the

level of Managers starts from the designation of Assistant Divisional Engineer /

Assistant Engineer. The regions work under the control of their respective

Members, who are designated at a tier lower than the Chairman and who, at their

end, report directly to the Chairman.

13 The number of Management cadre employees in NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER is grossly under reported. In an

34

organization with over 60'000 employees, the size of the Management staff must

be significantly larger than 4262. According to NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER's document ' Breakdown of staff the

total sanctioned positions for Management level staff is 5671.

14 There is predominance in management of senior staff with engineering

backgrounds. In addition, many of the senior staff have risen through the ranks

and have served NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER for many years. Consequently, there is a lack of specialist skills and a

lack of exposure of senior staff to modern techniques found in the private sector.

15 Middle Management is a great strength of NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER. A number of key departments are

being controlled and kept operational by the efforts of middle managers despite an

increasing number of untrained and unproductive staff in their ranks. However

much needs to be done to help them such as offering better rewards for efforts and

success, helping them to be trained and learn new skills, providing them with a

suitable environment so that they can perform their duties effectively without

being intimidated.

16 Top Management Decision Process. During my discussion with the members of

the Senior Management it was stated that minor decisions are taken by the

competent authority, according to the powers laid down by the Service

Regulations or as authorized by the Chairman from time to time through the

exercise of this power.

17 In case a matter is not within the powers of an officer the matter is then referred to

the next higher authority for consideration and decision.

18 As far as the matters related to the company's development are concerned the

discussion of ideas and the decision making process is carried out at the level of

the Members, Executive Committee and the Chairman.

19 For matters beyond the powers of the Chairman, the Secretary Information or the

Minister for Communication are involved in the decision making process.

35

20 From Discussion with senior management it appears that too much time is spent

in committee meetings with too many participants resulting in work stoppage.

36

4.1.7 Personnel Department

The Personnel division at the Headquarters is split into four departments

21 HR & Manpower.

22 Staff & Establishment.

23 Recruitment Rules & Regulations.

24 Administration.

The Personnel Division of the NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER functions under the Member, Administration at the Headquarters.

25 According to the new organization chart of NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER Headquarters, the HR department is

placed under the member (Admin) office but not responsible for local training,

while the cases for training abroad are handled by DEC Training through (RRR).

On the basis of the information provided the local training is controlled by

Member Operation.

26 Complete Personnel functions and the data for employees from Grade 1 to 19 are

controlled from the head office. During the interviews with the representatives of

the Personnel Division, it was observed that regions maintain the personnel

records of employees from Grade 1 to 17. However, there is some contradiction

as review of job descriptions of two Directors under the Chief Engineer (Staff &

Establishment) indicates that their office controls the complete personnel record

of all employees. Director Staff-1 controls the record for employees in grades 18

to 22 and Director Staff-2 for employees in grades 1 to 17.

Other issues related to Personnel Division, which were highlighted included:

27 Reporting and Feedback system is not streamlined.

28 No data bank or standby information with the Head of the Departments. They are

dependent on others for information.

29 Proper Personnel Departments do not exist at the regional levels as appropriate

number of personnel are not assigned to control and manage the personnel

37

activities.

30 The HR Division at the Headquarters is a recent creation. It is still in a state of

infancy, being staffed and equipped with the necessary paraphernalia.

4.2 ASSESSMENT OF TELECOM'S SOCIAL ENVIRONMENT

IMPACT ON HR IN NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER

4.2.1 NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER

Statute and Telecommunication Law

The general opinion prevailing with the Administration Division of NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER regarding the changes

introduced by the new statute is that except that the Corporation has now been converted

into a company, the rest remains the same. The Ministry is still the governing body that

keeps on issuing instructions. Special procedures for promotions are still given by the

Ministry of communication (MOC).

31 NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER is

autonomous to change vacancies and nominates for training employees to grade

19 only. Apart from this, all matter for grade 20 and above and foreign training

for all employees no matter from which grade is controlled by MOC.

32 From the discussions it appears that the government also influences a lot of events

at NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER. The

most notable example is the ban on further recruitment for the last five years. It

has also been stated that the government allows waiver of the ban under special

circumstances to allow recruitment of some special cadres. On the other hand the

ban stands as a justification for the projected shortage of manpower in any

specific department and for the claiming of over time.

33 Due to the fact that NORTH WEST GENERAL HOSPITAL AND RESEARCH

38

CENTER is following Government regulations it has been stated that a huge

amount of man hour is wasted in preparing lengthy reports for the Government

and related committees of the National Assembly and Senate.

34 Employees, up from Grade 16 are Civil Servants. From Grade 1-15 they are only

Government Employees.

35 The NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER

Headquarters has not been able to provide a copy of the Statute under which the

other organizations are operating. No comparison can therefore be presented.

4.2.2 Labour Law

Law of Industrial Relations carries its own history in its introductory commentary.

The organization has to follow the labour law as related to working time, holidays,

minimal wages and so on as it is still a government organization. The labour law

categorically specifies that no facility will be withdrawn form the employees till the time

an organization can prove that it is economically not possible for it to continue that

facility anymore or that a better facility was being offered by it in relation to the previous

one.

Quantitative analysis of social charges, their evolution during the recent years,

changes in health insurance or pensions has not been provided by NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER. Some other facilities extended by

the company to its employees have been intimated.

4.2.3 Unions

According to the information rendered regarding the membership of the union,

60'000 personnel (approximately 93%) of the total staff belong to the union. It appears

that this data is heavily overstated since NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER has only 54643 employees.

39

40

Table-8: NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER Union Record

S.No Year No. Of Unions in

NORTH WEST

GENERAL

HOSPITAL

AND

RESEARCH

CENTER

No of Employees

Affiliated with

Unions

Name of the Union

1. 1995 10 40'000 PTLSU, PTSU AND

PTU

2. 1996 10 43'000 Do

3. 1997 10 45'000 Do

4. 1998 10 47'000 Do

5. 1999 10 47'000 Do

6. 2000 10 47'000 Do

7. 2001 10 47'000 Do

8. 2002 9 47'000 Do

9. 2003 10 62'000 PTEU

10. 2004 10 60'000 Do

11. 2005 10 60'000 Do

12. 2006 10 60'000 CBA stayed by the

Supreme Court.

Source: Human Resource Management & Planning Wing NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER Headquarters, Islamabad.

41

36 There are only three major groups in the NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER that can form a Union consequent to an election.

37 The elected union and its members from the Collective Bargaining Agent. I.e. the

CBA. It is clear that the unions have a considerable influence. Such influence if

not applied in a constructive manner for the welfare of NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER and its workers could lead

to a difficult situation and cause loss to the organization. The agreed working

practices with the union are regarded as too restrictive for the management as the

procedures for making changes do not allow it to introduce workable practices

and achieve saving.

38 The Supreme Court of Pakistan following an appeal of the opposite Group has

stayed the status of the present CBA.

39 In case the NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER

has the necessary influences in the union then they do not bargain with the union,

the union generally accepts the decisions of the management and co-operates to a

certain extent.

40 There is a general tendency of the elected union to put up demands for staffing,

promotions, bonuses etc. immediately after their elections.

41 Similarly the union generally would resist any retrenchment as a result of new

technology being inducted. They usually insist for internal adjustments.

4.2.4 Labour Market

42 According to the data made available to us, NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER has not conducted any study on labour

market, but there exists a very tough competition in the private sector, to hire

technical personnel. It is easier to get management specialists.

43 The employees in the private sector are being paid and managed better although

the educational level is usually the same. Since wages and social benefits offered

42

by the private enterprises are better therefore proficient workers are naturally

taken away by them. Therefore, the quality of manpower that remains at NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER is not of very

professional and competent standards.

44 In the opinion of their senior representatives the need to revise the national pay

structure has been long overdue.

43

4.3 NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER HR OBJECTIVES AND FORECASTING SYSTEM

Historically in Pakistan, the forecasting and planning system is generally not

prevalent in organizations. This is even true for Human Resources Management function,

which is only now emerging as one of the key organizational issues. NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER being a public sector organization

has no system or history of setting HR objectives and forecasts.

45 For the data available on training received from the General Manager. It shows

that some annual planning is done about the training at their level. The role-

played by the HR Department in this planning for training is not clear.

46 In my opinion the concept of Sector of Activity, generally in use internationally

for forecasting is not clear to NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER. Hence they have not been able to provide sufficient

information. The sectoral information provided by NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER pertains to Engineering, Traffic and

Administration.

47 At present the non-executive members of the Board of Directors are more actively

involved in day to day management decisions rather than focusing on the

oversight and setting vision for the company. They use interference in the routine

daily management of the company leading to frustration and disenchantment

among the line management.

4.4 NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER HR MANAGEMENT CURRENT TOOLS ASSESSMENT

4.4.1 Service Regulations

44

The Service Regulations readapted by the Company in 1996 under section 20 of

Pakistan Telecommunication Corporation Act 1991. The Title of these regulations is

"Pakistan Telecommunication Company Limited Service Regulations 1996".

48 A general review of these regulations gives an impression that only superficial

changes have been made in regulations of NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER from PTC. These are the same old

regulations that were in practice when NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER was only PTC. Only the word "Corporation" has

been replaced with the word "Company" and the word “Limited" has been added

to it.

49 These regulations carry complete instructions for the employees from procedures

of joining the company till the retirement and cover all service activities of this

period which briefly include the procedures for Appointments, Promotions,

Postings, Transfers, Appraisal System, Retirements and all financial benefits.

50 According to the regulations, postings in basic pay scales 1 to 18 are all non-

selection positions. Promotions to these are made on seniority cum fitness basis.

Promotions to grade 19 and above are all selection posts i.e. promotions are made

purely on the basis of selection on merit.

51 The service regulations are outdated as these were put into effect years ago.

52 The regulations need revision for making NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER as a modern and private

telecommunications firm. The new regulations should be developed in the context

of a Human Resource Development aspect.

53 The emphasis should be on recognition of hard work and performance.

Recognition and rewards are the fundamentals of motivation of an employee. If

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER is to

convert into an organization where managers share management and professionals

the HR strategy must lay specific emphasis on combined areas of HRD and HRM

45

to successfully achieve the organizational goals.

54 Procedures in the NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER are complicated and even outdated, hence time consuming and

frustrating. It widely affects the growth and development of the organization,

thereby affecting business development and blocks revenue generation.

55 The internal control environment has deteriorated to a great extent. Certain key

records of personnel, such as absenteeism, leave records, attendance records are

not maintained or very poorly maintained. Basic disciplines related to HR

management such as performance appraisal (or called ACR-Annual Confidential

Report) records are hardly reported or in most cases found missing.

4.4.2 Remuneration

Average value of personal costs for several years or any other analyzed data

related to remuneration is not available. Quantitative analysis is also not available.

56 At present NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER's salary structure is fixed at 20% above the normal Basic Pay Scales of

the Government.

57 In addition to the above reward money is given every year which is negotiated by

the CBA. This reward is for all employees regardless of the grade. This is only

variable element because it is fixed every year to the satisfaction of the

employees.

58 The middle managers have no role in the fixation of reward money.

46

4.4.3 Recruitment and Termination of Contract

Recruitment procedures are prescribed in the Service Rules and carry all the

instructions regarding this subject. Nevertheless merit system for recruitment is not

followed and there is a quota system in place for all entry-level positions.

Table-9: Recruitment & Termination of Contract (1999-2006)

Type of Data Reported

# of Employees

Recruited

# of Employees

Released/Retired

Leave

Record

1999 7 968 105 1137

2000 7 456 185 1578

2001 6 803 54 851

2002 6 844 165 3271

2005 7 1322 82 1534

2006 4 317 140 2377

Source: Human Resource Management & Planning Wing NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER Headquarters,

Islamabad.

No data for the year 2003 and 2004 available

Very few regions of NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER responded to the request for providing quantitative data on this issue.

4.4.4 Discipline

The number of cases recorded and reported against whom action on disciplinary

grounds has been taken appears to be extremely low for organization the size of NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER. Only 1515 cases over 11

years period have been reported.

47

Table-10: Summary of Disciplinary Action Taken by NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER 1987-98

Types of Disciplinary Cases (Break Down)

Absence Misconduct Corrupt

Practices

1994 117 18 89 10 117

1995 100 20 76 4 100

1996 123 21 93 9 123

1997 81 15 61 5 81

1998 77 19 54 4 77

1999 68 21 43 4 68

2000 105 35 51 19 105

2001 116 31 65 20 116

2003 140 38 71 31 140

2004 239 39 125 75 239

2005 293 56 139 98 293

2006 56 4 35 17 15

Total 1515 317 902 296 1515

Source: Human Resource Management & Planning Wing NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER Headquarters,

Islamabad.

No data for 2002 & onward is available.

4.4.5 Performance Appraisal

The matter related to performance appraisal and ACR's was discussed with

members of the Senior Management. Their views are reflected in the following.

59 Performance Appraisal of the employees is not being done on a regular basis.

60 Statistical data of the performance Appraisals is not maintained nor are the results

48

compiled for any analysis. Therefore analysis of any type is not available.

61 Department wise or Sector of activity wise data is not available.

62 The initiating officers generally have a very casual and unprofessional attitude

towards the completion of Appraisal process.

63 Evaluation of the existing Appraisal System, for its efficacy, has not been carried

out for many years.

64 Expert’s analysis has never been carried out to evaluate the Qualitative

performance Level of the employees.

65 As per the understanding prevailing in NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER the performance Appraisals are used for

promotions, increments and courses abroad. If an employee has been penalized

for something he is not sent for training abroad.

66 For employees up to grade 16 there are courses and examinations for their further

promotions. At the senior level the courses is held at National Institute of Public

Administration (NIPA) for those officers of the Grade 20, who have the potential

for further promotion.

67 The validity of the opinion about the utility of ACRs is related to the existing

situation prevailing at NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER. The situation reported highlights that performance

appraisals are not carrying much importance. The grades are simply awarded by

the officers to keep the subordinates satisfied and happy.

68 Selection for most of the staff proceeding abroad for training is a type of a

nomination by the Ministry. In the light of this situation it seems that performance

Appraisals have a limited part to play in the career development of an employee.

4.4.6 Job Description and Evaluation

49

The job descriptions are laid down for every post. It has already been stated above

that there are approximately 241 designations in the organization. There is no other

system to evaluate the performance of an employee.

69 According to the opinion obtained from the Senior Officers, Job descriptions are

updated at sites where technological changes have been implemented.

70 Most of the regional offices have opined that the task of job Evaluation is the

responsibility of NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER headquarters and it has never been carried out at their level.

71 There is inconsistency in the data since the reporting offices have failed to report

the correct number of posts with laid out job descriptions.

72 In case the number of posts stated in their sanctioned strength is compared to the

number of posts stated by the regions there occurs a large discrepancy in reporting

since it appears that a large number of posts have been omitted. The number of

jobs evaluated, therefore, can not be correctly related to arrive at any conclusive

percentage.

73 The regions have not mentioned any remarks highlighting the reasons for the

evaluations. Also no statement has been made to explain the utility, results and

accomplishments of this exercise.

4.4.7 Promotion, Career, Posting and Mobility

The table-11 below highlights the numbers of personnel moved from one place to

another for reasons of Promotion, Career, Posting and Mobility.

Table-11 Summary of Career-Pathing 1999-2006

Years

Total

1999 2000 2001 2002 2003 2004 2005 2006

Career 43 146 117 264 794 1593 1247 1343 1194 6698

50

Development

Promotion 43 1081 1089 994 1181 1798 1394 1694 1573 10804

Normal

Posting or

Transfer

43 2431 1783 2089 3533 3786 4796 4977 5301 28696

3658 2989 3347 5508 7177 7437 8014 8068 46195

74 During discussions with the senior members of NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER they informed that due to the

unavailability of a proper Human Resources Development Structure within the

company, insufficient importance is attached to career development as a tool

toward effective utilization of its personnel.

75 The least number of personnel have been moved for reasons of Career

Development whereas most personnel have been moved for reasons of normal

postings and transfers. Policy for selecting the right people for the right job is non

existent.

76 Promotions are not made on merit but often to satisfy and oblige influential

individuals.

77 It appears that the training courses conducted to meet the day to day requirement

of the organization. These courses are.

78 Pre-Service courses for technical personnel.

79 In-Service / Refreshers courses for technical personnel.

80 In-Service / Refresher courses for Engineering Supervisor & Astt. Eng.

81 Pre-Promotion courses for E.S/Astt. Engineer.

82 Training to Departmental staff.

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83 The political influence also plays a negative role as the deserving employees are

either overlooked or sidelined and the professionally incompetent persons proceed

abroad for special training. This affects the morale of the competent employees

who become disgruntled with their career and its development.

84 Too many postings and transfers indicate lack of forward planning in the

organization. Postings and transfers are carried out on an ad-hoc basis to fill the

vacancies.

85 Many postings / transfers also occur due to political pressure. Employees posted

at a certain location are not necessarily technically qualified to work on that

particular type of equipment. Therefore, personnel who are technically competent

to serve on that equipment are also posted to that location. This not only results in

unnecessarily redundant personnel at a location, it is also a great financial loss to

the organization.

86 Promotions are not made on merit but often to satisfy and oblige influential

individuals.

4.4.8 HR Database and Data Processing System

According to G.M HR & MP, a separate package for HR is being designed and is

under installation at the headquarters in the MIS section. It is expected to provide some of

the Personnel Records related personal details for all employees. It is expected that this

section will take a few more months to complete it database

82 The information and data related to personnel of NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER are decentralized and kept at more than

30 different locations.

83 Some of the regions have been provided the hardware for the purpose of

preparing their own database.

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4.5 NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER TRAINING SYSTEMS, CAPACITY AND RESULTS

ASSESSMENT

4.5.1 Training Facilities & Infrastructure

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER has

substantial training facilities in terms of infrastructure and coverage. NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER has inherited a sufficiently vast

spread network of training institutions all over the country. This includes:

84 Nine Regional Telecom Training Schools

85 Fifteen Divisional Telecom Training Centers

86 One Telecom Staff College

87 NPGI

Currently Pakistan Telecom Training Region is providing training in In-Service /

Pre-Service for employees of BPS -19.

These institutions are variant in classification and are assisting in training

programs cadre wise. The main objective of the training is to cater for the training

requirements of all regions by providing training in various modes like technical,

administrative and financial fields.

With the help of foreign organization joint training centers have been established

to impart training in Digital Equipment. A computer network to manage a training MIS is

being established to manage a database related to training all over the country. In future it

plans to raise its utility and activity by developing INTRA NET on inter training region

basis.

Computer Literacy Program institutes has been opened for private / general public

to promote computer literacy in the country.

53

4.5.2 Quantity, Content and Quality of Training

The Mission Statement of the Telecom Training and Research Region states: to

provide quality telecommunication services, achieve customer satisfaction, ensure proper

return by motivated personnel.

88 While there is significant emphasis on training within the NORTH WEST

GENERAL HOSPITAL AND RESEARCH CENTER environment today, it is

mostly focused on infrastructure rather than quality of training. Hence the data

related to assessment of quality of training was also sparse.

89 The statistical data provided by NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER relating to Quantity of Training is incomplete and

sketchy. In particular, incomplete information has been provided because data

about 'Training Abroad' has not been given. Reliable Data available is only related

to Training Request.

Table-12: Training Requests Analysis

No. Of Training

Requested Initiated

Demand Trained

2003 12069 5626 6443 Trainees not relieved or

shortage of class

rooms/Staff

2004 10488 12964 Nil Nil

2005 8234 7182 1052 Same

2006 8741 4082 4659 Same

2007 9338 6417 2921 Same

54

2008 1031 5311 4280 Same

2009 8540 4021 4519 Same

Source: Human Resource Management & Planning Wing NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER Headquarters, Islamabad.

90 The highest number of training requests was initiated during the year 2000. The

highest number of training requests rejected is also during the same year i.e. 53%.

91 Major reasons for turning down training requests were.

92 Planning for training and development of Human Resources is not realistic or Pro-

active. Employees are simply nominated for training without foreseeing their

availability or otherwise.

93 Importance is not attached to career development or enhancement of professional

knowledge and skills of the employees.

94 Holding the employees back from the course neither well for the organization nor

for the employee and also not for the customers.

95 The shortage of space / classrooms means that NORTH WEST GENERAL

HOSPITAL AND RESEARCH CENTER sustaining a large number of

employees who are incompetent / inefficient, or need refresher courses or

orientation on new equipment.

96 It also shows that NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER has previously not been live to its training needs as an expanding

organization and has not been able to create an able workforce of instructions.

97 The senior officers responsibilities for the control and conduct of training

Activities are either short of funds that they cannot increase the intake at the

training school, or they face shortage of instructors to handle a large number of

trainees and are not competent to take stock of the situation and carryout a re-

engineering of their training programs and schedules.

98 The General Manager (Training) of NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER has reported that the training courses being run at its

55

various training schools are not satisfactory. This has led to a lowering of quality

standards of its staff. As a result of discussion with him and with the other

representatives of the senior management, it was concluded that a great deal of

improvement is desirable in the development of skills and enhancement of the

work performance of employees at all tiers of the organization.

CHAPTER - 5

FINDINGS, RECOMMENDATIONS AND CONCLUSIONS

Facts collected and presented in chapter 4 provided a general idea of NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER's existing situation in the

HR field. Now, five set of findings stem from this situation. In this context, the

"Findings" means a particularly significant combination of facts, significant enough to

determine the recommendations. These five set of findings are described in detail in the

following pages.

In the coming years, NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER workforce should focus on network development (quantitative and qualitative).

Emphasis should be on a flexible HR System, rightsizing of workforce, to bring it in line

with international telecom standards.

It is forecasted by NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER that after two to three years (by 2003), the number of main lines in operation

56

will increase between 6 to 8 million. The ratio between lines per employee will also

increase between 100 to 130 at that time, if the number of employees is kept constant is

acceptable.

Table-13 below proposes a comparison to other national operators in other

countries around the world. All these national operators, except a few which are

benchmarks or significant regions, like Asia and Europe, were chosen because their

number of employees is not too far from NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER employee's number (20'000 to 100'000).

Facts described in chapter 4.1.1 show that, according to managers, the current

work strength of about 60,000 employees is too large. But 'rightsizing' may be the

appropriate HR Policy for NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER due to the forecasted speedy growth of the network in the coming years.

57

5.2 CONCLUSIONS

The previous table-13 highlights the following key points:

1 In all countries, the number of lines and the main lines per employee ratio has

increased from 1990 to 2004 (with the only exception of Hong-Kong).

2 But in about nine countries out of fifteen, the number of employees increased too

or remained almost unchanged. Remarkably, it is also the case in large areas like

Asia and Europe, or in large countries like United-States and France.

3 When calculated, the average main lines per employee ratio for all the specific

countries in the table come to about 130, and the average ratio for Asia is 111.

So , it seems to justify the following conclusions.

4 For NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER,

taking into account its specific situation, a main lines per employee ratio between

100 and 130 in 2003 would be acceptable.

5 Keeping an approximately same number of employees during the coming years

could be an acceptable target for NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER. So there is some need for a significant and long-lasting

downsizing in the near future.

6 This does not mean that the number of employees will be kept strictly constant

during the period. On the contrary, it will have to follow the quantitative and

qualitative changes taking place in the network. Categories of employees must be

reduced (for instance those pertaining to redundant technologies, like telegraph

and telex), other ones may be increased (marketing and sales, finance), often as

soon as possible.

58

59

5.3 RECOMMENDATIONS

The eight Short-term Recommendations and Three Long Term Recommendations

stem from the findings presented in Chapter-5. These recommendations are as following.

1 NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER should

revise its Organizational Structure immediately to make it more conducive to deal

with the change and commercialization process.

2 The progress of the change process highly depends on this priority action.

Therefore, the development of an appropriate organizational structure should be

completed within the first 2 months of the action plan.

3 Technical Auditor should be hired that will design an organogram based on profit

centers and functional responsibility and control.

4 Government interference in NORTH WEST GENERAL HOSPITAL AND

RESEARCH CENTER affairs especially those relating to hiring and contractual

matter should be eliminated in order NORTH WEST GENERAL HOSPITAL

AND RESEARCH CENTER operate independently as an autonomous body.

Interaction between the Government as the major share holder and NORTH

WEST GENERAL HOSPITAL AND RESEARCH CENTER should only be

through the board of Directors so as to ensure the rapid commercialization of

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER

5 NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER should not

adhere to government rules and regulations and limit the involvement of

government in NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER affairs to direction setting which should be done through its board only.

6 Development of a new management structure with authority for 'hiring and firing'

of employees as may be delegated by the Board, CEO and other key members of

the management staff.

60

7 This issue is not only related to HR but concerns the overall development of

NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER.

Therefore, in terms of implementation this may be pursued as a separate initiative

as part of the overall NORTH WEST GENERAL HOSPITAL AND RESEARCH

CENTER strategy for commercialization.

8 Formation of a HR Task Force to implement and develop HR systems and tools

along with a revision of the Service Regulations under the advice and supervision

of Technical Auditor.

9 At the end of the Action Plan, the Task Force will be equipped and trained enough

to continue the change process without any assistance from technical assistance.

10 NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER should

begin by communicating changes to its key people (top management and

downwards), by sharing information and ensuring its acceptance.

61

62

REFERENCES

1) A.ALLEN LOUIS (1958), Management and Organization, Tokyo. McGraw-Hill.

KOHGAKUSHA, LTD.

2) DE CENZO DAVID.A, ROBINS STEPHEN P (1994), Human Resource

Management. New York, Johan Wiley and Sons, Inc.

3) DOWNLING WILLIAM, F. Leonard R. Sayles (1978). How Managers Motivate

the imperatives of Supervision, New York Columbia University McGraw-Hill

Company.

4) FLIPPO EDWIN-B (1984), Personnel Management, New York, McGraw-Hill

Book Co.

5) GRIFFEN RICKY W (1997), Management, J-5/6Krishan Nagar, Delhi,

A.I.T.B.S Publishers & Distributors.

6) JAMIE, AMBLER (2001). 29-Lincoln's Inn Fields London WC2A3EE, United

Kingdom, Student Accountant, May, 29.

7) KOONTZ, HAROLD, DONNEL.SYSILO, AND WEINRICH, HEINZ. (1984).

Management. New York McGraw-Hill Book Co, 1984.

8) LUTHANS, FRED (1985). Organizational Behavior, New York, McGraw-Hill.

9) Mr. Dilawar Khan, Divisional Engineer, Regional Headquarter, Bannu.

10) NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER (2004).

Memorandum and Articles of Association, Islamabad

11) NORTH WEST GENERAL HOSPITAL AND RESEARCH CENTER (2005).

Annual Report Islamabad.

12) SURIAYA, ABDUL RAHIM (2001)." Human Resource Management".

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