My HRM Project.doc

8/22/2019 My HRM Project.doc

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A mobile phone enables us to be in two places at any giventime. It means that we can be in constant contact with ourfamily when at work, and vice versa.

CHAPTER # 1

INTRODUCTION


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CHAPTER # 1

INTRODUCTION

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Cellular mobile communication is the fastest growing area in the telecomm sector. It has attracted

almost 11% of the total investment in the telecomm sector and the growth rate can be measured

by the estimate that there will be around one billion wireless subscribers by the end of year

2002. Number of licensed operators for mobile networks has increased eponentially and they

are running successful businesses with attractive returns in most of the developing as well as

developed countries of the world.

In !akistan the mobile phone companies started their operations in 1""0s. #uring the $welve years

period mobile phone has become very popular in !akistan. Now the world has gradually

become a global village. $hat means a revolution in field of communication in the business

world. &asy accessibility of the wireless has paved the way for the mobile phone industry the

world over. Initially it was regarded as a luury for the elite but as this industry goes on

epansion now it can found at more affordable prices for the general public.

's we all know this is the age of competition as with the case of mobile industry in !akistan there

are currently (our mobile operators doing business in the !akistan market which are

!aktel

Instaphone

)obilink

*fone

In early "0s the mobile phone has been slow to grow the reason is that initially the rates of services

and customer mobile e+uipment was very high. ,ut as more companies entering in this

particular business the rates starts decreasing. 'nd now the concept of mobile has changed

from luury to necessity. $hey are now fast becoming an integral part of business as well as

personal life. -n the road at work or even in the environs of our house a mobile phone is

security privacy and reliability.

!akistan $elecommunication Company imited has been the monopoly operator of fied line

telephony services in !akistan for the last /0 years. ,ut rapid deregulation privatiation and

liberaliation of telecomm sector in !akistan as globally have necessitated broadening of the

companys investment base and business operations. $his would ensure companys presence in

all potentially profitable fields of telecommunications and successful operation in the future

competitive environment.


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!akistan with its large population low fied3line as well as mobile penetration and high estimated

demands presented an opportunity for epanding into mobile communication business.

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CHAPTER # 2

COMPANY'S PROFILE

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CHAPTER # 2

THE COMPANYS PROFILEThe company is a wholly owned subsidiary of Pakistan Telecommunication Company Limited. It was

incorporated on 30th of June 1! under a license obtained from Pakistan Telecommunication "uthority to be

the fourth licensed operator of cellular mobile ser#ices in Pakistan. The company has set up its head$uarters

in Islamabad% Pakistan and will be offerin& its ser#ices under the brand name of Pakistan Telecomm 'obile

Ltd.

The parent company% Pakistan Telecommunication Company Limited has been the monopoly

operator of telecommunication ser#ices in Pakistan for the last (0 years. )eali*in& the current trends in the

telecomm business and rapid dere&ulation% pri#ati*ation and liberali*ation of telecomm sector in Pakistan as

elsewhere in the world% PTCL has been e+pandin& it,s business operations in other areas of

telecommunication. It is with this in mind that PTCL has set up PT'L to compete in the mobile telephonybusiness. PTCL is also the lar&est data communication and Internet ser#ice pro#ider in Pakistan. To further

enhance it,s business in Internet ser#ices- it has now formed an independent subsidiary by the name of

Paknet. PTCL has a sound financial standin&% with annual re#enues of about ). /0 illion.

fone Launched on January 2% 2001% fone is a new cellular operator in Pakistan. Pak

Telecom mobile Ltd. offers fone ser#ices to you% which is a 100 owned independent subsidiary of Pakistan

Telecommunications Corporation Ltd.

5

Paktel

Mobilink

Instaphone

0

(0000

100000

1(0000

200000

2(0000

34/ /4( (45 546 64!

Instaphone

'obilink

Paktel


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*fone has been a highly successful venture touching 100000 subscribers in less than four months of

operation.

*fone is the only mobile service named after the people it is meant to serve3you. (rom the kind of

+uality you were waiting for to the price you always wanted to the service standards you

deserved l *fone is designed to cater to your individual re+uirements. 6hether you need a

mobile phone to enhance your business or to stay in touch with your finance or to provide

reliable security to your children. *fone has a package tailor made to your needs and your

budgets. !akistan telecom mobile limited 7*fone8 was incorporated on 9uly 1: 1"": as a

public limited company for establishing and operating cellular mobile services in !akistan on

gsm"00 band.

Mission Statement

$he mission of *fone is to provide cellular mobile service in !akistan at affordable rate for the

general public.

$o achieve that mission they started their operation by providing

;uality mobile communication service to customers tailored to their needs in a cost3effective

manner.

Int!o"$tion to U%one

*fone is a mobile service named after the people it is meant to serve


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Initially *fone have introduced two main packages i.e.

!ostpaid

!repaid

Main %eat!es o% Post(ai"

owest >ates ever offered

&nhanced value 'dded services

,etter coverage

#etailed and friendly bill statement

Convenient locations for billing

Main %eat!es o% P!e(ai"

Cards valid for si months

Incoming calls up to si months even if our card epires in between.

No monthly charges 7*fone 9'?,'8

$wo customer friendly tariff options

>ich value added services included in the cost

No hidden costs now unpleasant surprises

,etter coverage

&asily available at most retail outlets

)a*e a""e" Se!+i$es

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*fone packages come with bundled value added services such as

CI

@oice mail

Conference Call

Call waiting

))A

@!N

Inte!nationa* Roamin

&pansion plans include international roaming

(rom the beginning of 9uly 2001 international roaming is covering all maBor countries in

)iddle &ast &urope and (ar &ast.

P!o"$t Li%e C,$*e an" -Ps o% U%one

's *fone is new in the market so it is in introductory stage. $he sales are in rising trend and also

costs are high for the company.

!rice Initially low and competitive prices charged

!roduct A)

!lacement Initially at Islamabad and !indi and planning for the entire country

!romotion 'dvertising through $@ and other media

S.OT ana*,sis U%one

St!ent/s A) proven technology worldwide

&perience and understanding of $elecom sector

ow and competitive prices

.ea&ness

No previous eperience of working in competitive environment

ate market entry

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O((o!tnities

ow pricing is bringing substantial number of customers

$hey have an opportunity to attract those customers which are not using mobile services yet

as 5:% of population is uncovered by present operators

$hey can use strong promotion

T/!eats

$hreats of new entrants

&isting companies providing services

*nstable economic and political conditions

UFONE as an O!ani0ation

!ak $elecom )obile imited is a 100% subsidiary of !$C. It is one of the maBor initiatives taken

by !$C in the process of moderniing its services and epanding its business to wireless

communications. #ue to stiff competition in the cellular market !$C has decided to hireprofessionals from the private sector with relevant eperience to run this company. $hrough its

independent analysis of the cellular market !$C has come to the conclusion that there is still a lot

of uneplored potential that can be a prospective source of benefit for the company.

$he technology chosen for this purpose is A) "00. !ak $elecom )obile imited has only invited

the worlds topmost network providers to participate in the bid. Internationally renowned telecom

consultants )ontale have been hired to advice and conduct the evaluation. In order to give a Bump3

start to the company a comprehensive initiation plan has been made along with aggressive customer

ac+uisition care and retention strategies.

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!roducts and services to be provided by !$) will be far richer in content and +uality than any of

the eisting service providers. !$) will have to set up a completely new network since it

re+uires radio wave propagation e+uipment that is not used in fied line communication that

!$C uses

Improvements in voice +uality level of interactive communication medias convergence value3

added services and IN based services will be concentrated on. $hey have bought the best

e+uipment available in the international market. $he associated systems will eliminate

complaints of billing errors facilitate ease of subscription purchase and ensure that customers

level of satisfaction is not only met but eceeded to a level where it becomes a pleasure to

become a !$) subscriber. $his is unprecedented. !$) is aiming to provide best in city

coverage along with state of the art value added services for subscribers according to their

needs. !$) is also ensuring that it is properly geared up for the future convergence of

Internet with mobile telephony.

It is a D50 million company that is provided by Nortel Networks which is currently one of the

leading names in the telecom e+uipment with the head+uarters in Canada. (rom

conceptualiation till now *fone management has observed gaps in services needed and

provided by current operators. $hey believe that they will not only fill but also improve upon

the service levels currently eperienced in the market at competitive prices.

Oe$ti+es

$he following +uantitative obBectives will provide a measure of the success of our marketing

strategies outlined below.

Capturing 11% of the market in the first year of our operations which will be increased to

about 2/% in five years time.

Aervice availability in all the 2 maBor cities and towns within two years from the initial

offering with subse+uent epansion into other areas to cover most of the urban and rural

population.

Life Cycle Analysis

$he *fone is still in the introductory stage of its life cycle as it is new in the market. (ollowing

statistics apply to the *fone.

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Aales >ising 7's Compared to )obilink 8

Cost Eigh

Customers Innovators

Competition Intense 7 's 'lready $hree )obile Aervices are In the )arket 8

!rice Competitive F ow !ricing 7 $heir Competitive &dge 8

!romotion to Create 'wareness 7 's 'll 'ds 're (ocused -n *fone (unctionality and Its

&istence 8

!lacement Aelective7 's 'vailable In the Gey Ahops in Islamabad 8

!roduct *fone A) 7 ' )obile Aervice !rovider 8

OR3ANI4ATIONAL STRUCTURE

12

IS FINANCE

ENGINEERING

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1

MARKETING HR


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S.OT Ana*,sis

A6-$ analysis is being carried out to evaluate the company in relation to its internal as well

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STRENGTHS

Understanding and experience of

Telecomm sector

Political and business clout

Proven technology orld!ide

"hosen management from the

industry

#E$%NESSES

&ate mar'et entry

&ac' of experience in mobile

business

No previous experience of or'ing in

competitive environment

Spill!over of mar'et image from PT"&(PP(RTUN)T)E

*eregulation and liberali+ation of

telecomm sector

Possible cooperation ith G,P"S

operators

#ith the help of PT"& and Pa'net

offer fully pac'aged solutions to it-s

customers.

Success of pre!paid services to

attract ne customers and increase

mar'et share.

)ncreased customer aareness both

for price and /uality built over the

years by other mobile operators.

)ncreasing rate of urbanisation.

$ large rural population of about

012 mostly uncovered by present

operators.

THRE$TS

Slo historical Groth rate in mobile

sector

"ompetitive pressures direct as ell

as indirect.

Ne entrants after year 3443.

Unstable economic and political

conditions


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CHAPTER #5

HR DEPARTMENT OF UFONE

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CHAPTER #5

HUMAN RESOURCE DEPARTMENT

ROLE OF HR DEPARTMENT

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!olicy initiation and formulation

'dvice 7on personnel policy labor agreement needs and welfare of company and employees8

Aervice 7employment training benefits functions recruiting interviewing testing Bob

applicants maintenance of ade+uate employee records etc.8

Control 7monitoring performance and conformance of other departments to personnel policy

procedures and practices8

FUNCTIONS OF HR DEPARTMENT

&mployment 7recruitment selection and induction into the organiation8

$ransfer !romotion ayoff 7checking conformity of skills with new department in case of

transfer8

$raining and #evelopment 7coaching performance appraisal post appraisal counseling Bob

rotation understudies special broadening assignments feedback8

Compensation 'dministration 7designing and installing Bob evaluation program pay

structure analying Bobs and their dollar3worth maintaining suitable records wage and salary

surveys of the labor market8

Eealth and Aafety 7health programs safety programs8

#iscipline and #ischarge 7#iscipline H training that mould or corrects punishment of

wrongdoers. $raining people to abide by rules of behavior and punishing those who dont

formulating list of rules and penalties for each offence approval for discharge8

abor relations 7wages rates of pay hours of work conditions of employment negotiation

contract interpretation and administration grievance handling allocation of overtime8

,enefits and Aervices 7pensions insurance programs sick leave pay plans loan funds social

programs recreational programs8

-rganiation !lanning 7developing concept of company as a structure or system8

-rganiation #evelopment 7increase level of trust and supportiveness among people in the

organiation enhance interpersonal skills make communication more open and direct

directly confront problems tap the knowledge of all who can contribute to problem solutions

wherever they may in the organiation8

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Euman >esource !lanning 7right number of +ualified persons available at the proper times

performing Bobs that are useful to the organiation and which provide satisfaction for the

individuals involved goals and plans of organiation current human resource situation

including skills inventory human resource forecast including comparison of proBected futuredemand for employees with proBected supply designing programs to implement the plans of

recruitment selection performance appraisal transfer promotion training motivation

compensation audit and adBustment8

&+ual &mployment -pportunity 7no discrimination in terms of gender race age national

origin religion. Involves complaint investigation interpretation and policy monitoring

performance8

!ersonnel and ,ehavioral >esearch 7improving worker productivity and also increasing the

+uality of working life employee attitudes and motivation predicting success in management

and organiational relationships8

!ersonnel Information Aystems 7E> planning skills inventories employee benefits analysis

and productivity studies8

ASSESSIN3 .OR6 AND .OR6 OUTCOMES

6ork is designed to maimie productivity. $he +uantity and +uality of services behaviors and

products that employees are providing are also identified. $his area of the *fone E>

management deals with

#esigning work to maimie employees innovation creativity product +uality and customer

service

#etermining employees productivity and +uality of their work

)easuring employees attitudes about the work and work environment

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HUMAN RESOURCE DEPARTMENT

1"

97:7)"L'":"97)

7C)7T");

ADMINISTRATION

HUMAN

RESOURCE

DEVELOPMENT

HUMAN

RESOURCES


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RECRUITMENT PROCESS

AC7UIRIN3 HUMAN RESOURCES

Customer needs for newer and better cellular services influence the number and type of employees

that mobile phone businesses need to be successful. )anagement of *fone is in the process of

predicting the number and type of employees who are needed to meet customer demands for

cellular services. )anagement is also identifying current or potential employees who can

successfully deliver the re+uired services. $his area of *fones human resource management

deals with

#etermining human resource re+uirementsJthat is human resource planning.

>ecruiting employees and placing them in Bobs that best use their skills

Aelecting employees

GETTING THE RIGHT PEOPLE:

$he recruitment process is planned to provide *fone with the best available talent consistent with

the needs of the business and its capacity to make full use of those recruited.

GETTING THE PEOPLE RIGHT:

*fone has consistent policies and practices in training and developing staff and involving them as

Kpartners in the business rather than as functionaries whose roles are restricted to obeying

instructions.

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PLANNING THE RECRUITMENT PROCESS:

,efore deciding on the eistence of a vacancy management checks whether there is a need for the

work to be carried out at all or whether it can be incorporated into an eisting employees Bob.

In case an eternal source is needed management then checks whether it should be a

permanent full3time employee or whether it should be a contractual one.

CONSULTIN3 OTHER STAFF .HO ARE IN)OL)ED$he human resource management then considers other departments in the organiation that might be

interested in the appointment in order to make it a Boint effort. $hey talk to relevant supervisors

and especially to the people the new person will work with. Aets of epert panelists are then

selected from each relevant department to interview applicants.

.OR6IN3 OUT THE SORT OF PERSON RE7UIRED

$he human resource management then lists the duties responsibilities authority and relationships

that the Bob involves. $hey decide what +ualifications are needed what type and length of

eperience are re+uired and what personal attributes are important. -n this basis they then

draw up an up3to3date Bob description and person specification and proceed to forecast how

soon the person is epected to be competent what training they are prepared to give and when

the start date of the Bob should be.

FINDIN3 OUT IF HE8SHE E9ISTS

$he E> management then speculates whether they are likely to find the +ualities +ualifications and

eperience that they are seeking in one person. If so research is carried out on the kind of pay

and benefits package to offer. $hey do this through monitoring advertisements referring to

salary surveys and networking with other employers in their area and sector. $his research will

also determines whether they are likely to find suitable candidates locally or whether they will

have to look further afield. $hen they contemplate whether people will want to Boin the

organiation and on how to attract them.

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PLANNIN3 ON HO. TO FIND THEM

$he E> management gives priority to its own employees even in case of a negative assessment.

$hey first advertise the post internally both as a courtesy to staff and because they may pass

the information on to any interested friends and relations. 6ord of mouth is also a valuable

recruitment method for them and they draw on all appropriate contacts they have.

DECISION ON .HETHER TO AD)ERTISE

-nce the E> management decides that there is a need to advertise they pinpoint the part of the press

that they need to contact. Aince most of the posts are of a specialist nature they intend on

advertising in the Bournals of professional bodies and the trade press. $heir net step is to find

out how much adverts cost for varying amount of space and decide what they can afford.

.RITIN3 THE AD)ERTISEMENT

$he E> management has hired the services of Interflow an advertising agency to propagate their

service and company for them. $hey are also using the services of a web designer &veready

media to post the advertisement of the company on the Internet. $he logo of the organiation

is right across the middle of the page and they have dedicated an entire page especially for

+uestions that anyone might have. 'll their adverts for Bobs mention the following clearly but

succinctly

$he duties and responsibilities of the Bob

$he +ualification and eperience re+uired including hands3on eperience internal and

eternal eperience

$he personal +ualities sought including age gender etc.

6here the Bob is based and e3mail contacts

Indications of the salary or type of salary

6hat form of reply is demanded 7C@ or re+uest for an application form8

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DRA.IN3 UP A SHORT LIST

$hen the E> management decides on the length of the short3list which includes five or si people at

the most. (ollowing the advert they need help to sift through the applications. &verything is

computeried and on3line which makes it easier to handle large numbers of replies. In case

they run short of time they get the help of other staff supervisors and managers in the

organiation. 'part from the +uestion of time they do this to get second opinions. $hey look

out for the following when reading an application

Eow well3matched is the candidate to the re+uirements

'ny uneplained employment gaps

$he +uality of presentation

Eow tailored the reply is to the particular Bob and *fone as an organiation.

REPLYIN3 TO CANDIDATES

$he candidates that do not match the Bob are contacted as +uickly as possible and dealt with

courteously since the E> management believes in the philosophy that these people and their

relatives and friends may be future customers or ac+uaintances of potential future applicants. $hose

that match the Bob are called over to undertake an on3line evaluation test.

INTER)IE.IN3 POTENTIAL CANDIDATES

$he candidates that pass the on3line evaluation test are then called for interviews. ' date and a time

are arranged and the candidate appears for the interview. $he +uestions of this interview are

designed especially for gauging the personality and ability of the candidate.

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THE SCREENIN3 PROCESS

$he results are screened by a set of panelists in order to minimie chances of error in selecting the

candidates. $he E> management sometimes keeps a small number of candidates in reserve.

SUPPLY OF HR:

)anagement determines the supply of human resources as follows

INTERNAL SUPPLY

$his is determined through

HR A"it

It summaries each employees skills knowledge and abilities.

Re(*a$ement C/a!ts

@isual representation of who will replace whom if there is a Bob opening

E9TERNAL SUPPLY

$his is determined through

#emographics

abor market

OR3ANISIN3 THE INDUCTION OF NE. RECRUITS

$he purpose of induction is to ensure that new employees

're integrated into their working environment as +uickly as possible

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earn relevant aspects of the organiations mission culture policies procedures and

methods of working

,ecome productive and well motivated

,ecome aware of the skills and knowledge needed for the Bob

*nderstand their responsibilities

ADVANTAGES:

Newcomers are integrated more +uickly into the organiation and become productive earlier

ecruitment costs are seem as an investment

Auccessful induction is an essential first stage of an employee development program

APPOINTING A MENTOR:

$he E> management usually makes someone about the same age and grade of the newcomer act as a

friend and advisor for the first few weeks. $hey monitor the relationship and step in if it isnt

working.

PLANNING THE INDUCTION AND INVOLVING AND INFORMING

OTHERS:

$he induction program is drawn up and authoried by the newcomers manager. $he mentor if any

is also involved in the process. -ther staff that will be working with the new employee are

informed of the induction program whether or not they will be involved. $he induction plancontains three stages in a thirty3day period the first stage covers the bare essentials and the

obBectives to be metL the second stage involves learning by a mi of approachesL the final stage

familiaries the new comer with all departments.

PREPARING THE WOR AREA:

$he new employees work area is kept in tiptop shape. 'll relevant stationery is checked and it is

seen to that the e+uipment is in working order.

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INTRODUCING THE RECRUIT TO THE ORGANI!ATION AND THE

DEPARTMENT:

$he newcomer is informed of housekeeping arrangements and provided with the employee

handbook. EeFshe is given copies of the necessary documentation the organiation chart and

Bob description etc. 'n introduction to the department and team in which heFshe will be

working must also be made. 'lthough the newcomer will be introduced to people around the

organiation a detailed look at what other departments do will follow at a later stage of the

induction process.

EMPHASISING THE IMPORTANCE OF ORGANI!ATION POLICIES AND

PROCEDURES:

New employees are made aware at an early stage of policies and regulations based on legislation.

-ther procedures based on national standards and other schemes are also introduced.

PLANNING A "ALANCED INTRODUCTION TO THE WOR:

No matter how the training is done a mi of eplanation observation practice and feedback is

continuously dispersed. Information overload is avoided. $he new employee is straightaway

given real work to do to avoid boredom and to give early opportunities for achievement.

CLARIFYING PERFORMANCE STANDARDS:

$he performance levels re+uired are made clear from the outset since E> management is aware of

the fact that employees cannot be epected to meet standards of which they are unaware.

CONDUCTING REGULAR REVIEWS OF PROGRESS:

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$hese are made during the induction program on a periodic basis to ensure that all the obBectives and

the new employees needs are being met. $he program sometimes has to be adapted to match

individual learning re+uirements and speeds. $he usual reviews consist of informal chats but a

more formal appraisal interview takes place at the end of the program particularly when the

employee is on probation. $he views of the employee on the overall induction process are

sought for the design of future programs.

ROLE OF HR RECRUITMENTPERSONNEL POLICIES

$hese are organiational decisions that affect the nature of the vacancies for which people are

recruited. $hey affect the following specific features of a vacancy

INTERNAL )S: E9TERNAL RECRUITIN3

-ne desirable feature of a vacancy is that it provides ample opportunity for advancement and

promotion. *fone recruited for upper3level vacancies eternally. $he top brass of *fone is a

top eecutive working previously for other cellular service companies and hence carrying the

re+uired eperience and epertise.

EMPLOYMENT;AT;.ILL POLICIES

$hese state that either party in the employment relationship can terminate that relationship at any

time regardless of cause. *fone does not believe in employment3at3will policies and has the

typical due process policies. #ue process policies formally lay out the steps an employee can

take to appeal a termination decision.

LEAD;THE;MAR6ET PAY STRATE3IES

' policy where applicants are offered higher3than3market wages. *fone believes in these strategies

and has successfully implemented them.

IMA3E AD)ERTISIN3

*fone is portraying itself as a people3oriented organiation where human resources are the primary

concern and it is aiming at being the best cellular operator in !akistan.

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RECRUITMENT SOURCES

INTERNAL VS# E$TERNAL SOURCES:

&ternal recruitment is currently the trend at *fone as it is still in its infancy but once all vacancies

are filled the organiation will switch over to internal sources. *fone at this moment is

looking for the perfect mi of employees in order to combine the best of all worlds and epose

the organiation to new ideas and new ways of doing business etc. $he final philosophy behind

internal recruitment sources is that a sample of applicants are generated who are well known to

the firm these applicants are relatively knowledgeable about the companys vacancies which

minimies the possibility of inflated epectations about the Bob and above all it is faster to fill

vacancies internally.

DIRECT APPLICANTS AND REFERRALS:

#irect applicants are people who apply for a vacancy without prompting from the organiation.

>eferrals are people who are prompted to apply by someone within the organiation. *fone

uses both sources of recruits since they have certain advantages e.g. before applying for the

vacancy they have already collected information regarding the Bob and believe themselves to

possess +ualifications in conformity with the re+uirements.

ADVERTISEMENTS IN NEWSPAPERS AND PERIODICALS:

*fone believes that these generate less desirable recruits and at a greater epense. $wo points that

management especially notes in designing the Bob advertisements

W%a& &' say:$he organiation tries its utmost to give enough information to persons reading an ad

to evaluate the Bob and its re+uirements allowing them to make a well3informed Budgment

regarding their +ualifications. Aometimes this means running longer advertisements which

costs more. Eowever these additional costs are evaluated against the costs of processing a

huge number of applicants who are not reasonably +ualified or who would not find the Bob

acceptable once they learn more about it.

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T' (%') &' say i&:$he organiation is using the Internet newspapers word of mouth etc. and is

taking one step at a time. >ight now they are involved in general advertising but will soon try to

reach specific parts of the overall labor market.

COLLEGES AND UNIVERSITIES:(resh graduates from colleges and universities are also a welcome source to *fone.

RECRUITMENT CHANNELS

INTERNAL CHANNELS:

$hese include

*'+ P's&in, P-',-a)s:$hese inform employees about openings and re+uired +ualifications and

invite +ualified employees to apply.

De.a-&in, E).l'yees:In the case of *fone a buyback occursJthat is when the employee resigns

to take another Bob management tries to outbid the new Bob offer.

E$TERNAL CHANNELS:

Aame as eternal sources.

SELECTION

TYPES OF SELECTION METHODS

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(ollowing are common selection methods employed by E> management at *fone

INTERVIEWS:

M' dialogue initiated by one or more persons to gather information and evaluate the +ualifications of

an applicant for employment. $he E> staff

Geep the interview structured standardied and focused on accomplishing a small number of

goals. $hat is they plan to come out of each interview with +uantitative ratings on a small

number of dimensions that are observable and avoid ratings of abilities that may be better

measured by tests.

'sk +uestions dealing with specific situations that are likely to arise on the Bob and use these

to determine what the person is likely to do in that situation.

-ne part is Meperience based +uestions which re+uire the applicant to reveal an actual

eperience heFshe had in the past when confronting the situation.

$he other part are Mfuture oriented +uestions which re+uire the person to state what heFshe

is likely to do when confronted with a certain hypothetical situation in the future.

REFERENCES AND "IOGRAPHICAL DATA:

*fone solicits information on the employee from the people who know the candidate through

reference checks. 5iographical data is collected directly from the 6ob applicant.COGNITIVE A"ILITY TESTS:

$hese tests differentiate between the mental capacities of individuals. $here are three dominant

facets of the tests that the E> management apply

VER"AL COMPREHENSION:

$hey check on the candidates capacity to understand and use written and spoken language

/UANTITATIVE A"ILITY:

$hey check the speed and accuracy with which the candidate can solve arithmetic problems of all

kinds

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REASONING:

$hey check the candidates capacity to invent solutions to many adverse problems

PERSONALITY INVENTORIES:

$here are five common features of personality

&troversion

'dBustment

'greeableness

Conscientiousness

In+uisitiveness

$he E> management records the mi of these features in each employees individual record.

WOR SAMPLES:

6ork3sample tests and Bob3performance tests simulate the Bob in miniaturied form. E> management

checks the behavioral consistency between the re+uirements of the Bob and the re+uirements of the

test.

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TRAININ3

$raining is the organied procedure by which people learn knowledge andFor skills for a definite

purpose. 'lmost every employee hired by an organiation will re+uire some training in his or

her Bob. Aome training programs may be more etensive than others but all re+uire the trainer

to have identified content and subBect matter needed in the training and tasks to be performed

on the Bob to ensure that the training will prepare individuals to perform the Bob effectively.

)any firms provide new employees with copies of the descriptions and specifications for the

Bobs to which they have been assigned. $his aids in orienting them and ac+uainting them with

what they are epected to do.

DESI3NIN3 EFFECTI)E TRAININ3 SYSTEMS*fone uses an MInstructional design process 7which refers to a systematic approach for developing

training programs8. It consists of the following

CONDUCTING NEEDS ASSESSMENT:

$here are different pressure points that suggest whether training is necessary such as performance

problems new technology internal and eternal customer re+uests for training Bob redesign

new legislation changes in customer preferences new services or employees lack of basic

skills. $he assessment carried out by *fone involves

ORGANI!ATIONAL ANALYSIS:

#etermining the appropriateness of training given *fones business strategy its resources available

for training and support by managers and peers for training activities.

PERSON ANALYSIS:

#etermining whether performance deficiencies result from a lack of knowledge skill or ability or

from a motivational or work design problemL identifying who needs trainingL and determining

employees readiness for training.

TAS ANALYSIS:

Identifying important tasks knowledge skills and behaviors that need to be emphasied in training.

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CREATING A LEARNING ENVIRONMENT:

(or employees to ac+uire knowledge and skills in the training program and apply this information to

their Bobs the training program includes specific learning principles. (ollowing are some of the

principles followed by *fone

EMPLOYEES NEED TO NOW WHY THEY SHOULD LEARN:

*fone E> management realies that employees learn best when they understand the purpose and

epected outcome of training activities. $he training obBectives have three components and

help employees understand why they need the training

' statement of what the employee is epected to do 7performance8

' statement of the +uality or level of performance that is acceptable 7criterion8

' statement of the conditions under which the trainee is epected to perform the desired

outcome 7conditions8

EMPLOYEES USE THEIR OWN E$PERIENCES AS A "ASIS FOR

LEARNING:

Aince employees are more likely to learn when the training is linked to their current Bob eperiences

and tasks hence they are provided an environment that is identical to the environment they

will be working in.

EMPLOYEES NEED TO HAVE OPPORTUNITIES TO PRACTISE:

!ractice involves having the employee demonstrate the knowledge skill or behavior emphasied in

the training obBectives under the conditions and performance standards specified by the

obBective. $he *fone E> management makes it a point that instruction does not eceed

employees short3term and long3term memory capacity. If lengthy procedure or process is to

be taught instruction is delivered in shorter sessions or chunks in order not to eceed memory

limits. @isual images are also used to reduce demands on memory.

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EMPLOYEES NEED FEED"AC:

&mployees need information about how well they are meeting the training obBectives. (eedback

focuses on specific behaviors and is provided as soon as possible after the trainees behavior in

order to be effective. 'lso positive trainees behavior is verbally praised or reinforced

depending on the circumstances. @ideotapes are also an integral part of the practice sessions.

$he trainers view the videotape with trainees provide specific information about how

behaviors need to be modified and praise trainee behaviors that meet obBectives.

EMPLOYEES LEARN "Y O"SERVING THE OTHERS:

' process called behavior3modeling training which uses models to get trainees attention and to

demonstrate the skills or behaviors that trainees need to learn. (or the model to be effective

E> management clearly specifies the desired behaviors or skills and gives the model

characteristics similar to the target audience. 'fter observing the model trainees are given the

opportunity to reproduce the skills or behavior shown by the model in practice sessions.

EMPLOYEES NEED THE TRAINING PROGRAM TO "E PROPERLY

COORDINATED AND ARRANGED:

ood co3ordination ensures that trainees are not distracted by events that could interfere with

learning. 'ctivities before the program include communicating to trainees the purpose of the

program the place at which it will be held the name of a person to contact if they have any

+uestions and any preprogram work they are supposed to complete. ,ooks speakers handouts

and videotapes are prepared. 'll necessary arrangements to secure rooms and e+uipment are

made. $he physical arrangement of the training room complements the training techni+ue.

$rainees are informed of starting and finishing times break times and location of bathrooms.

#istractions are kept to a minimum. 6hen trainees are asked to evaluate the program and take

tests to determine what they have learned time is allotted for this activity at the end of the

program. (ollowing the program any credits or recording of the names of trainees who

completed the program are noted down. Eandouts and other training materials are stored or

returned to the consultant. 't the end of the program the manager considers how it could be

improved for the following time.

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ENSURING TRANSFER OF TRAINING:

(or training programs to be successful trainees are made to use training in their work. $ransfer of

$rainingJthe use of knowledge skills and behaviors learned in the training environment on the Bob

Jis influenced by the degree to which learning occurred in the training program the work

environment and the etent to which trainees are prepared to deal with factors in the work

environment that inhibit use of new skill knowledge or behavior.

SELECTING TRAINING METHODS:

*fone uses the following

PRESENTATION TECHNI/UES:

$hese involve traditional classroom instruction distance learning and audiovisual techni+ues. $hey

are used ideally for presenting new facts information different philosophies and alternative

problem3solving solutions or processes. $hey consist of

Class-'') Ins&-0c&i'n:$he trainer lectures a group. In many cases the lecture is supplemented with

+uestion3and3answer periods discussions and case studies. $he instructor tries to build active

participation Bob3related eamples and eercises into traditional classroom instruction so that

trainees will learn and use the information presented on their Bob.

Dis&ance Leanin,: It will be used by the Eead -ffice and ,ranch offices to provide information

about new services policies or procedures as well as skills training and epert lectures. It

involves two3way communication between people. It includes audio conferencing

videoconferencing and do cuconferencing 7this allows employees to collaborate on a shared

document via computers8.

A01i'2is0al Tec%ni30es:$his is a common method used by *fone that involves overheads slides

and video. @ideo is the more popular instructional method. It is being used by the organiation

for improving communication skills interviewing skills and customer service skills and for

illustrating how procedures should be followed. It is usually used in conBunction with lectures

to show trainees real life eperiences and eamples.

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HANDS;ON TECHNI7UES

$hese include

On4&%e45'+ T-ainin,: It is used for newly hired employees upgrading the skills of eperienced

employees when new technology is introduced cross3training employees within a department

or work unit and orienting transferred or promoted employees to their new Bobs. $he basic

philosophy of the E> management of *fone is that employees learn through observing peers

or managers performing the Bob and trying to imitate their behavior.

Si)0la&i'ns: ' training method that represents a real3life situation with trainees decisions resulting

in outcomes that mirror what would happen if the trainee were on the Bob. $hey allow trainees

to see the impact of their decisions in an artificial risk3free environment and use simulations to

teach management interpersonal as well as technical skills.

"0siness Ga)es an1 Case S&01ies: $hese are designed to make the trainees study and discuss

among themselves 7case studies8 while in business games the trainees must gather

information analye it and make decisions. *fone believes in business games because they

stimulate learning since participants are actively involved and they mimic the competitive

nature of business. $he types of decisions that participants make in games include all aspects

of management practice.

"e%a2i'- M'1elin,: &ach training session focuses on one interpersonal skill and includes a

presentation of the rationale behind the key behaviors a videotape of a model performing the

key behaviors practice opportunities using role playing evaluation of a models performance

in the videotape and a planning session devoted to understanding how the key behaviors can be

used on the Bob. In the practice sessions trainees are provided with feedback regarding how

closely their behavior matches the key behaviors demonstrated by the model. $he role3playing

and modeled performance are based on actual incidents in the employment setting in which the

trainee needs to demonstrate success.

In&e-ac&i2e Vi1e': Instruction is provided one3on3one to trainees via a monitor connected to a

keyboard. $rainees use the keyboard or touch the monitor to interact with the program. $his is

used to teach technical procedures and interpersonal skills.

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GROUP "UILDING TECHNI/UES:

$hese help trainees share ideas and eperiences build group identity understand the dynamics of

interpersonal relationships and get to know their own strengths and weaknesses and those of

their co3workers.

EVALUATING TRAINING PROGRAMS:

*fone continuously monitors its training programs in order to

#etermine whether the program is meeting obBectives is enhancing learning and is resulting

in transfer of training to the Bob.

#etermine whether trainees believe that the content and administration of the program were

satisfactory.

EMPLOYEE DEVELOPMENT

DE)ELOPIN3 HUMAN RESOURCES

$he E> manager ensures that employees have the necessary skills to perform current and future Bobs.

,ecause of the new technology and the +uality movement in this field *fone believes in work

performed by teams. Eence managers and employees develop skills to be successful in a team

environment. ,ecause many employees value work that is personally rewarding and does not

interfere with non3work activities the E> management also helps employees identify their

work interests and goals and cope with issues such as balancing work and family roles. $his

area of *fones human resource management deals with

&nsuring that employees have the skills needed to perform their current Bob

!reparing employees for future work roles

Identifying employees work interests goals and values and other career issues.

APPROACHES TO EMPLOYEE DEVELOPMENT:

$here are 4 approaches

FORMAL EDUCATION:

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$hese involve lectures by business eperts business games and simulations and meetings with

customers. Aeparate education programs are offered for supervisors middle managers and

eecutives. Apecial programs for particular Bobs are also offered.

ASSESSMENT:

$his involves collecting information and providing feedback to employees about their behavior

communication style or skills. $he employees their peers managers and customers are asked

to provide information. It is used to identify employees with managerial potential and to

measure current managers strengths and weaknesses. It is also used to identify managers with

the potential to move into higher3level eecutive positions and is used with work teams to

identify the strengths and weaknesses of individual team members and the decision processes

or communication styles that inhibit the teams productivity.

*O" E$PERIENCES:

' maBor assumption of *fone is that development is most likely to occur when there is a mismatch

between the employees skills ad past eperiences and the skills re+uired for the Bob. $o be

successful in their Bobs employees must stretch their skillsJthat is they are forced to learn

new skills apply their skills and knowledge in a new way and master new eperiences. $hevarious ways in which Bob eperiences are used by *fone for employee development is

ENLARGEMENT OF CURRENT *O":

)anagement gives its employees an opportunity to develop in their current Bob by adding challenges

or new responsibilities.

*O" ROTATION:

It involves providing employees with a series of Bob assignments in various functional areas of the

company or movement among Bobs in a single functional area or department. )anagement

does this to help employees gain an overall appreciation of the companys goals increase their

understanding of different company functions develop a network of contacts and improve

their problem3solving and decision3making skills.

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INTERPERSONAL RELATIONSHIPS:

&mployees are made to develop skills and increase their knowledge about the company and its

customers by

Men&'-in,:' mentor is an eperienced productive senior employee who helps develop a less

eperienced employee 7the protOgO8. )ost mentoring relationships develop as a result of interests or

values shared by the mentor and the protOgO.

iven the advantage of these programs that they ensure access to mentors for all employees

regardless of gender or race *fone management uses them to socialie new employees to increase

the likelihood of skill transfer from training to work setting and to provide opportunities for women

and minorities to gain the eposure and skills needed to move into managerial positions.

C'ac%in, Rela&i'ns%i.s:' coach can be a peer or a manager who works closely with a person to

help him or her develop skills and strengthen behavioral weaknesses. $he coach provides

feedback interprets company issues related to their weaknesses acts as a sounding board for

new ideas and sets up eercises to help the person practice new behaviors. $he progress is

evaluated after 5 to : months of working together.

SUCCESSION PLANNING:

It involves the identification and tracking of Mhigh3potential employees. $hey are those that the

company believes capable of being successful in higher3level managerial positions. $he E>

management then gives them special assignments such as making presentations and serving on

committees and task forces.

DEVELOPMENT FOR MANAGERS WITH DYSFUNCTIONAL

"EHAVIORS:

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Certain managerial behaviors can cause otherwise competent managers to be ineffective. $hese

behaviors include insensitivity to others inability to be a team player arrogance and poor

conflict3management skills. 'ssessment training and counseling is typically used by *fone to

help managers change the dysfunctional behavior.

HUMAN RESOURCE PLANNIN3

!lanners analye an organiations human resource in a dynamic environment and develop activities

that enable a firm to adapt to change. $his planning process re+uires accurate information

about the levels of skill re+uired in various Bobs to ensure that enough individuals are available

in the organiation to meet the human resource needs.

COMPENSATIN3 HUMAN RESOURCES

,esides interesting work pay and benefits are the most important incentives that companies can

offer employees in echange for contributing to productivity +uality and customer service.

'lso pay and benefits are used to reward employees membership in the company and attract

new employees. $he positive influence of new work designs new technology and the +uality

movement on productivity can be damaged if employees are not satisfied with the level of pay

and benefits or believe pay and benefits are unfairly distributed. $his area of *fones human

resource management deals with

Creating pay systems. $hey have a competitive pay system in which the basic pay is

maintained 0% over and above the market rates.

>ewarding employee contributions with monetary and non3monetary incentives.

!roviding employees with benefits. $hese include medical insurance and retirement benefits.

DE)ELOPIN3 PAY LE)ELS

MARET PRESSURES:

$he company has developed pay levels based on two important competitive market challenges

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SERVICE MARET COMPETITION:

*fone needs to be able to sell its services at a fre+uency and price that will bring a sufficient return

on its investment. *fone is maintaining its labor costs at par with its service3market

competitors and hence is able to compete with attractive price levels.

a8 $he maBor component of their labor costs is the average cost per employee which

includes

#irect payments 7in wages salaries and bonuses8

Indirect payments 7in health insurance etc.8

b8 $he second maBor component of labor costs is the staffing level 7the number of

employees8 which is ade+uate and economic in this case.

LA"OUR MARET COMPETITION:

It is the amount *fone must pay to compete against other mobile companies.

EMPLOYEES AS A RESOURCE:

*fone considers the employees as a resource in which it has invested and from which it epects

valuable returns. 'lthough controlling cost has a direct effect on *fones ability to compete in

the service market it maintains its competitive position by not keeping costs low at the

epense of employee productivity and +uality.

*fone offers attractive and competitive pay policies and programs for encouraging desired employee

behaviors and discouraging undesired behaviors.

DECIDING WHAT TO PAY:

$he advantage of paying above market level is the ability to attract and retain the top talent available

which can translate into a highly effective and productive work force. *fone management has

collected market3survey data on minimum and maimum rates of pay. $he company makes

use of ranges to recognie differences in employee performance seniority and training and so

forth in setting individual pay.

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EMPLOYEE COMPENSATION:

$his includes

)inimum wage

-vertime

&+ual employment opportunities 7in terms of e+ual pay without discriminating against se or

race8

)erit pay 7payment based on performance8

Individual incentives 7reward for individual performance that can be earned and re3earned8

!rofit sharing 7focuses on individual employee8

EMPLOYEE PARTICIPATION IN DECISION MAING:

*fone believes that involvement in design and implementation of pay policies leads to higher Bob

and pay satisfaction because employees have a better understanding of and greater

commitment to the policy when they are involved.

EMPLOYEE "ENEFITS:

$hese include

Insurance benefits 7health life disability8

&mployee security benefits 7income security retirement security8

$ime off benefits 7on3the3Bob breaks sick days and well pay holidays and vacations leaves

of absence8

6ork scheduling benefits 7deadlines must be met whether from home or from office8

&mployee services 7educational financial social8

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CAREER PLANNING:

It entails matching an individuals skills and aspirations with opportunities that are or may become

available in the organiation. $his matching process re+uires that those in charge of career

planning know the skill re+uirements of the various Bobs. $his allows them to guide individuals

into Bobs in which they will succeed and be satisfied.

CAREER DE)ELOPMENT ISSUES

$he issues at *fone involve

SOCIALI!ATION AND ORIENTATION:

$here are various aspects

ORGANI!ATIONAL SOCIALI!ATION:

$he process by which new employees are transformed into effective members of the company. It

involves being prepared to perform the Bob effectively learning about the organiation and

establishing work relationships. It involves four phases

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An&ici.a&'-y S'ciali6a&i'n: It occurs before the individual Boins the company. Individuals develop

epectations about the company Bob working conditions and interpersonal relationships

through interactions with representatives from the company during the selection process and

prior work eperiences in similar Bobs. !otential employees are provided with realistic

information about the Bob working conditions company and location to ensure that they

develop appropriate epectations. *fone management ensures that there are no unmet

epectations.

Enc'0n&e-:No matter how realistic the information they were provided during the interviews and

site visits individuals beginning a new Bob will eperience shock and surprise. &mployees

need to become familiar with Bob tasks receive appropriate training and understand company

practices and procedures. *fone ensures challenging work and complete cooperation and help

of managers and peers to enhance employees learning a new Bob.

Se&&lin, In: In this phase employees begin to feel comfortable with their Bob demands and social

relationships. $hey begin to work on resolving work conflicts and conflicts between work and

non3work activities. &mployees are interested in the companys evaluation of their

performance and in learning about potential career opportunities within the company. *fone

facilitates all their needs and desires.

O-ien&a&i'n 't this point *fone management familiaries new employees with company rules

policies and procedures.

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CAREER PLATEAUING:

'n employee is considered platitude if the likelihood of receiving future Bob assignments with

increased responsibility is low. &mployees can plateau for several reasons

ack of training

ow need for achievement

*nfair pay decisions or dissatisfaction with pay raises

Confusion about Bob responsibilities

Alow company growth resulting in reduced development opportunities

)anagers have developed preventive measures to avoid plateauing. $hey are as follows

Eelp the employees understand that being Mstuck in a position is not necessarily the

employees fault

!rovide performance feedback to employees especially to unproductive ones

&ncourage employees to become involved in developmental opportunities including training

courses Bob echanges and short3term assignments in which the employees can use their

epertise outside their departments.

&ncourage employees to seek career counseling if they ever feel plateaued and available

options accompanying the counseling to help deal with the problem.

SILLS O"SOLESCENCE:

It is a reduction in an employees competence resulting from a lack of knowledge of new work

processes techni+ues and technologies that have developed since the employee completed hisFher

education. *fone management has made provision for this by

!roviding employees with the opportunity to echange information and ideas

iving employees challenging Bob assignments early in their careers

!roviding Bob assignments that challenge employees and re+uire them to Mstretch their skills

!roviding rewards for updating behaviors suggestions and customer service and service

innovations

'llowing employees to attend professional conferences subscribe to professional Bournals

and magaines attend seminars

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COPING WITH *O" LOSS:

Companies that lay off employees can eperience lowered Bob commitment distrust of management

and difficulties recruiting new employees. It also causes stress and disruption in the personal

lives of laid off employees. )anagers must first help the employees who will lose their Bobs

and then take steps to ensure that the Msurvivors of the layoff remain productive and

committed to the organiation.

RETIREMENT:

It involves leaving a Bob and work role and making a transition to life without work. *fone

management has taken a proactive approach on this issue in the following manner

PRE4RETIREMENT SOCIALI!ATION:

$he process of helping employees prepares for eit from work. )anagement encourages employees

to learn about retirement lifeL plan for ade+uate financial housing and health3care resourcesL

and form accurate epectations about retirement.

EARLY RETIREMENT PROGRAMS:

$hese offer employees financial benefits to leave the company. *fone management has decided on a

lump sum of money and a percentage of salary based on years of service. &ligibility for early

retirement is based on age and years of service.

CURRENT ISSUES REGARDING DIVERSITY AND E/UAL

EMPLOYMENT OPPORTUNITY

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,ased on

>ace

Gender

Nationality

Religion

*isability

$ge

*fone is free from all sorts of discriminatory problems and maintains employment opportunities on

the basis of performance. Nobody is given preference ecept for the ones that perform better.

' maBor percentage of the workforce at *fone is of the female gender and there are people

from various religions working there as well. $he Bobs have been designed to accommodate a

diverse workforce and the company has maintained policies that work towards avoiding

conflict between the employees. &veryone concentrates on the obBectives that they have been

assigned.

EMPLOYEE SAFETY

SAFETY AWARENESS:

$he employees are given a physical environment that is comfortable and healthy. In summer there is

ade+uate air3conditioning and in winter there is central heating. $here eists an auto fire

etinguishing system. $here are numerous fire eits and all the employees are made aware of

the locations. Aince *fone is handling cellular services and there is no potential danger in the

nature of its business hence the only thing that the E> management needs to ensure is a

healthy environment.

EMPLOYEE HEALTH

&mployees who are dependent on any drug or other element or who have emotional or physical

health problems often eperience difficulties on the Bob and create difficulties for those who work

with them. $he E> management takes great care in training the supervisors to handle such problems

and with an organiationally sanctioned program in place to help these employees the supervisors

stick to their area of epertise 7i.e. monitoring employee performance8 and refer any employee whose

performance seems to be hindered by health problems to a staff of eperts. E> management is

hoping to kill two birds with one stone with these programs

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$hat these kinds of programs will help in preventing problems that inhibit performance

hence giving a substantial payoff in productivity.

$his will also create goodwill among the employees that will translate into increased Bob

satisfaction and higher retention rates.*fone has two general types of programs

EMPLOYEE ASSISTANCE PROGRAMS:

$hese programs are remedial in nature. $hey attempt to ameliorate problems encountered by workers

who are drug dependent or psychologically troubled.

EMPLOYEE WELLNESS PROGRAMS:

$hese programs are preventive in nature and attempt to promote good health among employees who

are not necessarily having current health problems.

COMPONENTS OF SAFETY AND HEALTH PRO3RAM

(ollowing are the components of the safety and health programs at *fone

-bBectives and policies

$op management support

-rganiation 7arrangements created are conditioned by the sie of *fone and the nature of its

safety problems8

&stablishing >esponsibility for Aafety

&ngineering 7proper engineering to remove work haards8

9ob Aafety 'nalysis

'nalysis of accidents

&ducation and training

&nforcement 7of standard operating procedures and safety rules8

Eealthful work environment

'de+uate medical treatment

>ehabilitation 7in case of a serious disability caused to employee8

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HEALTH SERVICES:

(ollowing are included in the health services of *fone

'de+uate facilities for emergency care of work inBuries and for conducting pre3employment

and periodic medical eaminations

!roper first3aid treatment for inBuries. Aerious cases are referred to private practice physicians

and hospitals

!re3employment medical eaminations

>easonable first aid to employees for non3occupational illness while on the Bob.

Information and education services for the personal health of employees

Consultation with those suffering physical or emotional maladBustment to the work situation.

Co3operation with public health authorities in regard to mass inoculations and other measures

for the prevention of communicable diseases

'dvice and supervision where necessary to maintain proper company sanitation.

DISCIPLINE AND DISCHARGE:

Aome employees will occasionally fail to meet performance re+uirements or will violate company

policies while on the Bob in any company. *fone has prepared a discipline program for such

cases that could ultimately lead to the individuals discharge. $he employee will be given an

unofficial warning for the first offence followed by a written reprimand for additional

offences. 't some point later offences will lead to a temporary suspension. ,efore suspending

the employee the E> management will issue a Mlast chance notification indicating that the

net offence will result in termination.

.OR6 SCHEDULES

$he timings are the same as any other organiation with the eception that performance is the criteria

for everything and not the persons presence in office. 6hether heFshe sits at home or comes to

office the deadlines must be met the work must be performed and the output must meet the standard

set. E> management believes that this will reduces tardiness absenteeism and increase employee

satisfaction. It will also enhance the mental and physical health outcomes for employees giving them

an increased sense of control as well as a means for managing potentially distracting work3family

conflict.

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FAMILY FRIENDLY POLICIES

$hese include

FAMILY LEAVE:

$his involves maternal and paternal leave. #uring the leave *fone continues to provide health

benefits and after the leave the worker gets hisFher old Bob back.

*O" ANALYSIS:

$he E> management at *fone indulges in the process of getting detailed information about Bobs.

$his includes the identification of the tasks performedL the machine and e+uipment utiliedL the

services involvedL and the training skills knowledge and personal traits re+uired of the

worker. It helps

>ecruitment selection and placement

!erformance appraisal

$raining and development

9ob evaluation and redesign

Career planning

Euman resource planning

PURPOSE:

&valuate how environmental challenges affect individual Bobs

&liminate unneeded Bob re+uirements that can cause discrimination in employment

#iscover Bob elements that help or hinder the +uality of work life

!lan for future human resource re+uirements

)atch Bob applicants and Bob openings

#etermine training needs for new and eperienced employees

Create plans to develop employee potential

Aet realistic performance standards

!lace employees in Bobs that use their skills effectively

Compensate Bobholders fairly

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FOR MOTI)ATION?

*fone indulges in Bob design by defining the way work will be performed and the tasks that will be re+uired in

a given Bob. $he procedure that management undertakes involves the following components

9ob >otation

arger *nits of 'ccomplishment 7breaking the whole task into little steps8

9ob &nlargement 7adding more and different tasks to a specialied Bob8

9ob &nrichment 7adding duties and responsibilities that will provide for skill variety task

identity task significance autonomy and feedback on Bob performance8

Aelf )anaged 6ork $eams

PERFORMANCE MEASURES:

*fone determines through Bob analysis and design the kind of performance it epects from its

employees and maintains regular records on each employee right from the Boining date.

CHOOSING A SOURCE OF PERFORMANCE INFORMATION:

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SUPERVISORS:

$he opinion of the supervisors will be taken over and above all since E> management believes that

supervisors have etensive knowledge of the Bob re+uirements and that they have had ade+uate

opportunity to observe their employeesJin other words that they have the ability to rate their

employees. In addition because supervisors have something to gain from the employees high

performance and something to lose by low performance they have the motivation to make

accurate ratings.

In case of any problems such as the supervisor not having an ade+uate opportunity to observe the

employee performing his or her Bob duties the computer tracking system and other appropriate

records will used as indicators..

$he performance evaluation system seeks to minimie the opportunities for favoritism to affectratings and to do this *fone will not rely on only the supervisors evaluation of an employees

performance.

PEERS:

$he employees co3workers. E> management believes that peers have epert knowledge of Bob

re+uirements and they often have more of an opportunity to observe the employee in day3to3

day activities. !eers also bring a different perspective to the evaluation process which can be

valuable in gaining an overall picture of the individuals performance in several different

settings. Eence they shall also be used to obtain feedback on the employee.

SU"ORDINATES:

Aubordinates will also be given a chance to voice their opinions regarding their supervisors and

managers.

SELF:

Aince individuals have etensive opportunities to observe their own behavior and they will have

access to information regarding their results on the Bob in *fone hence their opinion on their

own performance shall also be taken into account.

CUSTOMERS:

$he E> management is planning on using the customer as a source of feedback on employee

performance as well since they have direct contact with the employee.


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' set of behaviors that dissatisfied individuals enacts to avoid the work situations. $here are four

components

"EHAVIOR CHANGE:

-ne might epect that an employees first response to dissatisfaction would be to try to change the

conditions that generate the dissatisfaction. $his can lead to supervisor3subordinate

confrontation perhaps even conflict as dissatisfied workers try to bring about changes in

policy or upper3level personnel.

PHYSICAL *O" WITHDRAWAL:

If the Bob conditions cannot be changed a dissatisfied worker may be able to solve his or her

problem by leaving the Bob. $his could take the form of an internal transfer if the

dissatisfaction is Bob3specific. -n the other hand if the source of the dissatisfaction relates to

organiation wide policies organiational turnover is likely.

In addition to the overall turnover rate one also needs to be concerned with the nature of the

turnover in terms of who is staying and who is leaving.

PSYCHOLOGICAL *O" WITHDRAWAL:

6hen dissatisfied employees are unable to change their situation or remove themselves physically

from their Bobs they may Mpsychologically disengage themselves from their Bobs. 'lthough they are

physically on the Bob their minds may be somewhere else.

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HEALTH PRO"LEMS:

If a person is truly in a dissatisfying situation and can neither change it nor leave the stress related to

this situation can translate into health problems without psychological disengagement.

SOURCES OF management realies that there are three aspects of tasks that affect Bob satisfaction

COMPLE$ITY OF TAS:

$here is a strong positive relationship between task compleity and Bob satisfaction. ,oredom

generated by simple repetitive Bobs that do not mentally challenge the worker leads to

frustration and dissatisfaction. $his also leads to lack of attention.

$he E> management believes in M9ob &nrichment 7which refers to specific ways of adding

compleity and meaningfulness to a persons work8 to ensure that the employees are constantly

interested attentive and alert on their Bobs.

PHYSICAL STRAIN AND E$ERTION ON THE *O":

#espite etensive automation many Bobs can still be characteried as physically demanding.

$herefore the system has been designed in a way to minimie stress distribute the workload

e+ually over the employees and give them ample time to meet deadlines.

VALUE OF THE TAS TO THE EMPLOYEE:

*fone management has added value to tasks by making the employees feel that they are responsible

appealing to the prospective employees non3financial values.

FACTORS THAT INFLUENCE


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CHALLENGE AND RESPONSI"ILITY:

$he E> management of *fone realies that for many people work plays a large role in establishing

their personal identities. Eence the challenge and level of responsibility of the Bobs are kept at

optimal levels.

*O" SECURITY:

9ob security is a maBor concern of every employee. *fone offers its employees ample benefits in case

of termination and gives a notice in ample time.

ADVANCEMENT OPPORTUNITIES:

Eaving opportunities to advance within the organiation is important to most people especially

applicants for managerial and professional vacancies. 'll such opportunities are on the basis of

performance in *fone hence providing all employees an e+uitable system.

GEOGRAPHIC LOCATION:

Aome Bob applicants have strong preferences for where they want to work. 'll offices are centrally

located and easy to access. Ao far the Eead -ffice is in Islamabad with branches opening in

Garachi and ahore and further plans of epansion all over the country.

EMPLOYEE "ENEFITS:

$hese are also ranked important in choosing a Bob. $he employees are offered retirement benefits

with 100% medical for the employees. $here is also the facility of paid leave under special

circumstances.


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9ob redesign involves improving work methods reduce errors eliminate unnecessary handling of

materials and duplication of effort reduce fatigue increase employee commitment and

responsibility and in general to improve the performance of the employee3Bob unit.

PERFORMANCE APPRAISALS:

$he E> management has set clear3cut standards of performance for every Bob. $he performance

appraisal designed by the E> management involves getting information about how well each

employee is performing hisFher Bob in order to reward those who are effective improve the

performance of those who are ineffective or provide a written Bustification for why the poor

performer should be disciplined. *fone identifies the behaviors and results that distinguisheffective performance from ineffective performance. $he performance appraisals designed by

*fone are distinct in that their focus is not typically on evaluation and strict appraisal towards

improving performance and developing the appraisee. $hey focus on behaviors and outcomes

not on personalityL issues and problems not subBective gripesL constructive development to

improve motivation and growth and performance of the appraisee.

$hrough the performance appraisals designed by *fone the appraisees will

Eave a clear picture of what is epected of them

,e able to discuss priorities

ain a platform to remove confusion when overload occurs

>eceive feedback on their performance

,e heard and respected

,e offered constructive guidance on attaining agreed goals

>eceive help in constructing personal development plans and targets

$ake ownership for their performance

$he E> management hopes that the appraisal system will provide the opportunity to

earn at first hand about the way the Bob3holder works and performs

et a better understanding of the Bob3holders potential and needs

)otivate the Bob3holder

#evelop a consistent approach to guidance and encouragement

$ackle problems more effectively

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Improve the communication process

PURPOSE AND USES

EMPLOYEE PERFORMANCE:

'ppraisals are an aid to creating and maintaining a satisfactory level of performance by employees

on their present Bobs. 6hen the actual evaluation process is followed up with an appraisal

interview with each employee it may contribute toward more effective or improved

performance on the part of the individuals.

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EMPLOYEE DEVELOPMENT:

$he appraisal may highlight needs and opportunities for growth and development of the person.

rowth may be accomplished by self3study formal training courses or Bob3related activities

such as special broadening assignments and Bob rotation. It should be clear that training and

development.

3RIE)ANCES

rievance is any dissatisfaction or feeling of inBustice in connection with ones employment situation

that is brought to the attention of management.

HANDLIN3 CONFLICT SITUATION

!ersonal conflicts occur when two or more parties have opposing attitudes or approaches to a

particular situation issue or person. -bvious sources of conflict range from a difference of

opinion problematic working conditions or unrealistic work epectations through

discriminatory behavior to poor communication or non3compliance with organiation norms

or values.

Conflict can occur between a member of staff and the manager between two or more members of a

team or between departments sections or managers. $he options available to the E>management are to apply grievance procedures disciplinary measures or mediate between the

parties.

Conflict can be covert and take the form of resentment or irritation. Auch conflict is much harder to

detect and easier to ignore. 6hichever type it is the E> management is completely prepared to

handle it.

'dvantages of managing conflict situations for the *fone management are

,etter motivated staffL staff energies are directed to work rather than emotions

'n organiation or staff that presents a positive name to the outside world

Improved team work

,etter personal development of individuals

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RECO3NISIN3 CONFLICT

)anagement realies that in order to handle conflict it has to be spotted first. It could be overt3from

an obvious or identifiable cause clearly visible and defined or covert3from a less obvious

cause hidden and with a potentially unrelated root source.

MONITORIN3 THE CLIMATE

)anagement continuously monitors the climate at work and this acts as an early warning system

which makes it far easier to deal with conflict swiftly and efficiently before it gets out of hand.

6hen management sees a likely conflict situation it takes proactive measures in order to

prevent it getting out of hand or actually becoming a conflict.

RESEARCHIN3 THE SITUATION

)anagement then takes time to find out the real cause of the conflict who is involved what the key

issue is and what its actual and potential effects are. It empathies3sees the situation from

other peoples point of view rather than come to snap Budgments.

PLANNIN3 THE APPROACH

)anagement maintains a neutral stance and does not take sides. Instead it encourages the parties

concerned to eamine the interests behind their position and tries to create a climate of

echange so that the parties may deal with each other more constructively net time. $hen it

works out a strategy based on the results of the investigation. $he management then decides

upon the result wants to achieve bearing in mind that as different evidence emerges this

outcome may not always be possible.

HANDLIN3 THE ISSUE

)anagement makes sure to stay in control of the situation. Eandling conflict is a difficult process

that can create etreme emotions hence it uses the following techni+ues

It stays calmJtakes time to respond doesnt give a knee3Berk reaction. If necessary

takes a rain check until everyone involved is calm enough to discuss the issues

rationally and constructively

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It listens to the points of view of all involved and takes time to understand all the

issues involved in the conflict. It makes a note of the fact that people will be more

open and honest if they feel that they have a receptive and interested audience. It takes

into consideration body language and spoken language. It avoids

a8 (lightJrunning away from the conflict. It leads to loss of respect

b8 (ightJbeing aggressive. It causes greater long term conflict and intimidates staff

It stays assertiveJthis means avoiding being either passive or aggressiveL neither is assertive

and each is a short term approach unlikely to solve the conflict

a8 !assiveJapologiing withdrawn body language always accepting the other persons

point of view whether it is right or wrong

b8 'ggressiveJbeing authoritarian rarely listening to reasoned argument

'n assertive approach involves

'cknowledging the views and rights of all parities

&ncouraging the parties to find the causes of the conflictJand solutions

$rying to ensure that opinions and thoughts are epressed honestly and openly

Auggesting a constructive way forward

LETTIN3 E)ERYONE HA)E THEIR SAY

If the E> management has managed to get the parties around a table for discussion in a climate

where echange is possible then a compromise solution may be feasible. )anagement works

on the principle that the desired solution must hit a wide range or targets. It must

Eelp to build good working relationships

,e legitimate non3discriminatory and compatible with organiational practice

>ecognie all parties alternatives

Eelp to improve communication

Eelp to generate a lasting commitment to the solution

FINDIN3 THE .AY FOR.ARD

)anagement recognies that the most important aspect of handling a conflict situation is to find an

acceptable way forward. It eamines the options and decides what to do net. It ponders over

+uestions like

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Can it reach a compromise acceptable to both or all sidesP If not what action needs to be taken to

prevent the conflict from continuingP

It makes sure everyone knows what the conclusion is and what they are epected to do.

$he net steps need to be agreed and spelled outJit could be an individuals need for counseling

the likelihood of disciplinary proceedings or an agreement to be followed. Aometimes there

may be problems relating to health or psychologyJmanagement Budges where its limits lie in

resolving apparently intractable personal antagonisms.

APPRAISE@DONT D.ELL

It is important to learn from conflict situations and move forward. )anagement believes in the

principle M 'ppraiseJdont dwell meaning to say that it should not dwell on the past and re3

open old wounds. It appraises the conflict and the way in which it was handled. $hen it decides

what can be learnt from this and ponders over +uestions such as Eow can similar conflicts be

avoided in the futureP Eow could it be handled better net timeP $his enables it to prevent

similar conflicts flaring up again.

SOURCES OF EFFECTI)E SUPER)ISION

(ollowing are effective sources of supervision at *fone

Aupportive behavior

(acilitation of work 7providing ade+uate tools e+uipment and materials proper Bob

information production plans and schedules etc.8

!erformance oals 7which are challenging but attainable8

Influence in hierarchy

My HRM Project.doc

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