MBA INTERNSHIP REPORT

DEPARTMENT OF BUSINESS ADMINISTRATION

ALLAMA IQBAL OPEN UNIVERSITY ISLAMABAD.

PAKISTAN BROADCASTING CORPORATION

Specialization: Human Resource Management.

Presented to:

Chairman
Department of Business Administration.

Submitted by:
Name:
Roll No:
Registration No:
Postal Address:

Contact No. Office:

Mobile:
Fax & phone Residence:
Date of Submission:

Isfandyar Mahmood.
Q579880.
05-KMD-0035
Isfandyar
Mahmood,
Store
Officer, PBC, HPT, P.O Box
No.17, Muzaffarabad 13100, Azad
Kashmir, Pakistan.
05822 921170
0300 5314940, 0322 9403133
05822 432021
09/01/2010.

ACKNOWLEDGEMENT

I am very thankful to almighty Allah The most Beneficent and

Merciful Who always Guides me Helps me and Saves me and Gives me that I
cannot imagine and Rewards me with success for the sake of His beloved Prophet
Hazrat Muhammad (Sallallah o Alihiwassallam). I cannot pay His thanks for His
Blessings.
I have deep feelings to my late mother Mrs. Zahida Mahmood, ex
Assistant Director Training, Civil Defence, Azad Jammu & Kashmir; especially who
taught me with her deeds and actions to be courageous, do continuous struggle and
leave the result to almighty ALLAH. Allah never destroys anyones struggle.
I am thankful to my brother and sisters for helping and praying for
me.
I am thankful to my tutors, class fellows (especially Major
Muhammad Abdul Qudoos Kiani) and friends (especially Mr. Amir Hameed) who
were helpful for my studies and whom cheerfulness and guidance is an asset to me. I
am thankful to my colleagues and officers (PBC staff) who are always helpful to me.
I am very thankful to Mr. Shafi Pirzada Admn. Manager, Mr. Pervaiz Iqbal,
Assistant Administration and especially Mr. Arshad Mahmood, Assistant
Accountant, PBC, Headquarters, Islamabad for their proper help and guidance
about the collection of data from Administrative Department.

(Isfandyar Mahmood)

DEDICATION

To my late father Khanzada Mahmood Ahmed Muhmand, ex-Deputy

Controller Home, PBC, Headquarters Islamabad; who was a worthy broadcaster
and did Jihad with Pen with his poems and anthems for the ongoing Kashmiri
Freedom struggle and also produced dramas and songs for Azad Kashmir Radio,
Muzaffarabad.

TABLE OF CONTENTS
S/No

CONTENTS

PAGE NO.

Executive Summary.

Objectives of Studying the Organization

SECTION A -ORGANIZATION/HR POLICIES

A 1. Introduction to the Organization

A 2. Overview of the Organization

A 3. Organization Structure

11

A 4. Organization Structure of Human Resource

12

Management Department.
8

A 5. Human Resource Management Process in the Organization:

19

A 6. Human Resource Planning (HRP) and Forecasting.

24

10

A 7. Succession Planning.

26

11

A 8. Methods to Forecast HR Needs.

29

12

A 9. Pay Scales and Salaries.

30

13

SECTION B-RECRUITMENT AND SELECTION

14

B 1. Recruitment and Selection Process

31

15

B 2. Job Specification and Job Description

32-34

16

SECTION C-TRAINING AND DEVELOPMENT

17

C 1. Training & Development:

35

18
19
20
21
22

C 2. Training Need Assessment.

C 3. Employee Development.
SECTION D-PERFORMANCE MANAGEMNT
D 1. Performance Management.
D 2. Performance Standards and Expectations.

35
36

37
37

23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44

D 3. How performance Reports are written.

SECTION E-EMPLOYEE COMPENSATION & BENEFITS
E 1. Employee Compensation and Benefits:
SECTION F-JOB CHANGES WITHIN PAKISTAN
BROADCASTING CORPORATION.
F 1. Organizational Career Management
F 2. Job changes within Pakistan Broadcasting Corporation
F 3. Promotion & Transfer
F 4. Demotion.
F 5. Separation:
F 6. Lay Off, Termination & Resignation.
F 7. Retirement.
SECTION G-LABOUR MANAGEMNT RELATIONS
G 1. Labour Management Relations.
G 2. Quality of Work life (QWL)
SECTION H-CRITICAL ANALYSIS
H 1. Theoretical Concepts Relating to Practical Experience.
H 2. SWOT Analysis
H 3. SWOT matrix.
H 4. Recommendations.
H 5. Conclusions.
References and Sources used.
Annexures.

37-40
41

42
42
42
43
43
44
45
46
46
47
48
49-50
51-54
55-56
57
a, b, c, d &
e.

EXECUTIVE SUMMARY
The Internship is an integral part of MBA Programme. It provides the
framework with in which students can develop an analytical understanding of both the
functional nature of business and the holistic nature of management. Internship
Programme has certain specific objectives of training in a genuine understanding to apply
management knowledge to practice to provide an educational experience which enables
students to achieve an integrated understanding of the operation and strategy of
management and to develop appropriate intellectual and personal skills to prepare
students with skills to manage human resources and organizations. The skills developed
are applicable to general management or the management of any functional area of
business in virtually any organization and to educate business professionals on the
application of Information Technology to improve business processes and support
business decision making.
So I have selected Pakistan Broadcasting Corporation for Study
with major focus on the operations of Human Resource Management Department.
Pakistan Broadcasting Corporation does Human Resources practices with a set of
procedures. During the research work different employees and managers at different level
were interviewed to examine practical impact and to conclude the basic objective of the
research report. Relevant data and some of the documentary evidence have been collected
to support the subject topic. All the data have been reviewed in terms of theoretical
aspects and practical applicability by concluding that Human Resource Management
plays a vital and very important role in the performance and development of any
organization.

1. OBJECTIVES
OF
STUDYING
BROADCASTING CORPORATION.

PAKISTAN

Pakistan Broadcasting Corporation, Administrative wing has been selected for

study of its Human Resource Operations. Administration-I Section of PBC does
recruitment, posting/transfer and trainings. The objectives of studying the
Administration Section are:
To learn the process of recruitment.
To learn about the criteria for training of employees.
To learn about the procedures of transfer/posting of people to places where they
were required.
To learn the procedure of transfer/posting of capable people for the job.
To learn about the criteria of employees holding requisite qualification for a
job/training.
To learn about the provision of quality of work life (QWL).
To learn about the facilities and regulations of career development of employees.
The methodologies used in PBC for training of its employees.
Human Resources Plays a vital role in any organization and it is important
strength of the organization. The main objective or aim of Human Resources is to
maximizing return on investments and thereby, reducing the financial risk arousal to the
organization. It is the duty of Human Resources management committee of the
organization to carry out these activities in a successful, fair, legal and consistent way. In
reality, the Human Resources deal through two various worlds:
1.

Unionized: Where there is a control through collective agreement and the union
stands for employees to management in respect of their wages and salary.

2.

Non-Unionized: Where the management has a control over the employees.

Human Resource is considered to be part of the business activities and

plays an important role in the organizational progress.

Many reasonable aspects of Human Recourses operations in PBC have been

found. Useful information has been explored about the Human Resource Management
department of PBC.

SECTION-A
A 1.

INTRODUCTION OF PAKISTAN BROADCASTING

CORPORATION

On August 14, 1947 Pakistan comes into being and the announcement of
its creation is made by the new organization, the Pakistan Broadcasting Service which
comes into existence at the same time and later designated as Radio Pakistan. Radio
Pakistan started in 1947 with three radio stations, one at Peshawar, one at Dhaka and
other at Lahore. Now, Radio Pakistan has 31 AM and 10 FM Stations covering 80% area
and reaching 96.5% population (Source: Gallup Poll). Radio Pakistan is the largest
electronic channel in the country with a listenership that is bigger than the viewership of
all private channels put together. Radio Pakistan is working with the vision to promote
Pakistan as enlightened and progressive country at home as well as abroad and
effectively attaining it's mission of informing, educating and entertaining the people.
Radio Pakistan is direct descendent of Indian Broadcasting Company
which later became All India Radio. So history of Pakistan Broadcasting Corporation can
be narrated into two parts; one pre-Pakistan history and the other post-Pakistan progress.
1.

PRE-PAKISTAN HISTORY:

The Indian Broadcasting Company (IBC), a private Company, was formed

in March 1926. On 23rd July, 1927 IBC started a station at Bombay, thus beginning
organized broadcasting in Indo-Pakistan, sub-continent. A small transmitting station was
set up at Lahore in 1928. Broadcasting was placed under the direct control of
Government under the title 'Indian State Broadcasting Service' (ISBS) in April 1930. The
'Indian Wireless Telegraphy Act (1933)' came into force in January 1934. NWFP
Government set up a 250 watts transmitting station at Peshawar for community listening
in January 1935. Office of Controller of broadcasting created under the Department of
Industries and Labour of the Government in March 1935. Mr. Lionel Fielden assumed
charge as the first Controller of Broadcasting in August 1935. Delhi radio station was
opened in January, 1936. Mr A.S.Bukhari Station Director Delhi becomes deputy
controller of broadcasting on July 9, 1936. On 8th June, 1936 the name of Indian State
Broadcasting Service was changed as AIR. A station was inaugurated at Peshawar on
July 16, 1936. This station was taken over by the Government of India from the
Government of NWFP on April 1, 1937. The Peshawar radio station shifted in a regular
broadcasting house in December 1937. The Lahore Station went on air in July 1942. The
8

Peshawar station was converted into a relay station in March 1939. News bulletins were
centralized in all languages at Delhi in September 1939. In the same year, a station was
opened at Dhaka. On November 12, 1939 Quaid-e-Azam's first radio broadcast from
Bombay radio station on Eid day was relayed on air. On October 24, 1941 The
Department of Information and Broadcasting was set up. Peshawar radio station formally
inaugurated on July 16, 1942. Controller broadcasting was designated as Director
General in February 1943. On 3 June 1947 Quaid-e-Azam Muhammad Ali Jinnah made
historic address on AIR and announced the creation of the newly independent state of
PAKISTAN for the muslims of the sub-continent.
2.

POST PAKISTAN PROGRESS:

On August 14, 1947 Pakistan comes into being and the announcement of
its creation was made by the new organization, the Pakistan Broadcasting Service which
comes into existence at the same time and later designated as Radio Pakistan.
INAUGURATIONS
TRANSMITTERS:

OF

BROADCASTING

STATIONS

AND

In 1948 Rawalpindi-3 Radio Station with 500 Watt SW transmitter and

Karachi Radio Station with 100 Watt SW transmitter were inaugurated. In 1949
Rawalpindi Station with 100-Watt MW transmitter was inaugurated. A new broadcasting
house was inaugurated at Karachi in 1950. Foundation-stone of Hyderabad radio station
with 1 kW MW transmitter was laid in 1951. Quetta radio station and 1 kW MW
transmitter was inaugurated in 17 Oct 1956. Rawalpindi-2 radio station with 1 kW SW
transmitter and a receiving center at Peshawar was inaugurated on 15 Oct. 1960. A staff
Training School & Technical Training School Islamabad and Multan radio station with
120 kW MW transmitter were inaugurated in 1970.
On 30 December, 1972 a major step was taken by establishment of
Pakistan Broadcasting Corporation (from Radio Pakistan).
World Service was inaugurated on 21 April 1973 for overseas Pakistanis.
Foundation-stone of 100 kW Transmitter, Khairpur laid in 1974. Bahawalpur radio
station with 10 kW MW Transmitter was inaugurated on 18 Aug 1975.
The main broadcasting unit of PBC, the Islamabad Radio station in the
new National Broadcasting house with 1,000 kW MW transmitter was inaugurated in
1977 followed by the inauguration of Gilgit radio station with 250 Watt MW transmitter
and Skardu radio station with 250 watt MW transmitter. Turbat radio station with 250
Watt MW and D.I.Khan radio station with 10 kW MW transmitter and Khuzdar radio
station with 250 Watt MW were inaugurated in 1981. Faisalabad radio station with 250
Watt MW came on air on 15 Sept. 1982. A new broadcasting house, Khairpur was
inaugurated on 7 May 1986. Sibi relay station with 250 Watt transmitter and Abbottabad
relay station with 250 Watt transmitter was inaugurated in 1989. Chitral radio station
with 1 kW FM transmitter was inaugurated in August 1993. Foundation stone of Loralai

station with 10 kW MW transmitter and 10 kW MW transmitter at Zhob were laid in

1996. The computerization of the PBC news processing system and availability of the
news bulletins on the Internet in text and audio form was inaugurated in1997.

Pakistan Broadcasting Corporation started FM transmission in October

1998. FM101 Station at PBC Islamabad was inaugurated in 2002. New FM regular
stations set up at Gawadar, Mianwali, Sargodha, Kohat, Bannu, Mitthi were established
in 2005.

10

POLICY AND OBJECTIVES OF PBC:

The PBC act 1972 assigns the following main objectives to be followed by
PBC along with its other public service activities in economic, agricultural, social,
political, religious and cultural fields in the format of discussion programs, plays,
features, documentaries, audience participated talk shows, general talks on social themes,
music and news programmes:
The PBC objectives, as laid down in the PBC act:

To provide broadcasting services in the fields of information, education and

entertainment through programmes which maintain a proper balance in their
subject matter and a high general standard of quality and morality;
To broadcast programmes to promote Islamic Ideology, national unity and
principles of democracy, freedom, equality, tolerance and social justice as
enunciated by Islam.
To reflect the urges and aspiration of the people of Pakistan and promote
principles of democracy and culture of freedom and tolerance.
To present news of events in as factual, accurate and impartial manner as possible
and to carry out instructions of Federal Government with regard to general pattern
of policies in respect of programmes.
To broadcast programmes in the External Services to foreign countries with a
view to promote friendship and project Pakistan's view point on international
issues in true perceptive.

After independence, Radio Pakistan developed its own identity. The use of Urdu and 20
regional languages as vehicles of communication enabled it to spread varied information
and promote Pakistani nationhood and value system as well as its culture through modern
communication skills.
Commercially sponsored programmes are also so designed that they meet
general
ethical
standards,
which
the
Pakistani
society
approves.
Considering that the country is still under-developed, and a sizable portion of its rural
population still does not have access to electricity and other amenities, radio has a very
vital role to play as a medium of mass information dispersion.
The canvas of radio programmes is as wide and varied as the country
itself. Radio Pakistan, being the largest and most fast-reaching mass medium in the
country, is entrusted with the task of educating people on the Government policies;
informing them of events at home and abroad; of exhorting them to solid, concerted work
to remove remedial obstacles in the way of national progress; to remind them of their
identity as Muslims and as Pakistanis; to share with them the joys of their achievements
11

on all fronts; ranging from economic growth to agriculture, from sports to arts and
literature; to create pride among them for their glorious past; encompassing the
independence struggle and the distant chapters of nation history so richly illustrated by
the great contributions to human thought and civilization by the Muslim scholars,
philosophers and scientists.
The Basic policy which guides radio professionals in the selection of
domestic and international news and other general broadcasts is framed on the premise
that the broadcast version is factual, based on confirmed sources, does not provoke
general dissent or mutual recriminations, meets journalistic ethical standards and saves
the radio organization from unnecessary libel complications.

A 2.

OVER VIEW OF PAKISTAN BROADCASTING

CORPORATION

DEPARTMENTS OF PAKISTAN BROADCASTING CORPORATION:

NEWS:
Major source of news dissemination in the country.
PBC News is putting on air 153 news bulletins / broadcasts of varied
duration totaling 900 minutes in 31 languages daily.
These bulletins include national, regional, external, local, sports, business
and weather reports besides current affairs broadcasts.
NEWS MONITORING
PBC News monitors 15 international Radio Channels and 8 T.V Networks
of varied duration totaling 5177 minutes in a day.
NEWS BROADCAST:
The PBC News and its units are presently putting on air 149 news
bulletins / broadcasts of varied duration totaling 900 Minutes in 31 Languages in a day.
These bulletins include National, Regional, External, City & Current Affairs Broadcasts,
Sports, Business and Weather Reports beside those headline bulletins prepared for FM 101.

12

NATIONAL BROADCASTING SERVICE ISLAMABAD:

In the background of fast moving events around the world, it was felt that
the audience needed to be kept informed with the latest events. For this purpose a News
and Current Affairs Channel (NCAC) was launched on April 18, 2001. It was the only
channel of its kind in Asia.
News and Current Affairs Channel (NCAC) was converted into Current
Affairs Channel (CAC) and then in 28th August 2008 it is converted into National
Broadcasting Service (NBS).

The National Broadcasting Service provides its listeners seventeen hours

of programmes of views on current subjects, through analysis commentaries and
discussions, along with regular News Bulletins, Sports News, Business Updates and
Stock Market Reports. A network of 11 stations of the PBC carries the NBS programmes.

PROGRAMS:
Radio Pakistan through its 31 stations located at as many places in the
country as on air for more than 300 hours daily in the Home Service using 21 languages
and reaches 80% of the area and 96.5% of the population of the country. Nearly half the
time is devoted to information and education and remaining half to entertainment. In its
programme-fare PBC makes use of all the formats in order to reach its listeners by
catering to their interests. Programme fare is a balanced combination of information
entertainment specially music and education. General programme categories are music
(48%), religious (12.5%), News and current affairs (25%), Women Children and Labour
(5%), Youth-Students (3%), Forces (2%), Rural & Farm (10%), Drama/Features (2%),
Publicity Campaigns (2%) and Science, Technology, Health (2%) and Sports (2.5%).
Radio gives special attention to sports because in games like Cricket and Squash.

ENGINEERING:
The engineering wing has overall responsibility for project planning,
technical development, installation of transmitters, operation and maintenance of
technical plants and equipment, research and development, construction and maintenance
of building, procurement of technical equipment and spares and all other engineering
matters including fabrication of transmitters. The Engineering wing was working under
Director Engineering but for the last two year the Engineering Department has been
divided into two parts i.e. "Planning & Development" and "Maintenance & Operation"
with separate Directors.

13

CENTRAL PRODUCTIONS:
Pakistan Broadcasting Corporation is practically the only nation wide
broadcasting medium in Pakistan. It came into existence right at the time of inception of
this country. Thus Radio Pakistan represents the entire Pakistani people, their culture,
heritage and history. The history of Pakistan is preserved in the form of sound recorded
on tapes. These recorded tapes contain immortal songs, speeches, lectures, talks,
seminars, musical features, interviews, plays and documentaries etc. The recording
medium is sequential spools with analog signal format, which are decaying and
physically deteriorating their quality. Thus we are required to preserve these recorded
spools into digital format.

WORLD SERVICE:
Pakistan Broadcasting Corporation commissioned its World Service on
21.4.1973 with the purpose to keep Pakistanis living and working abroad informed of the
happenings in their mother country. To achieve this objective five transmissions are
targeted in various parts of the world. One is meant for South East Asia and two each for
Middle East and Europe. The World Service broadcasts ten hours of programmes a day in
Urdu and English. In these services programmes about music, dramatic features, news
and general information are given. Some of them are produced on daily basis keeping the
requirements of the overseas Pakistanis in the field of information like economic and
political developments in Pakistan and information relating to custom regulations, trade
and investment. These services are directed to the following areas:

EXTERNAL SERVICES:
Radio Pakistan was able to start its external services on regular basis on
1949. As Pakistan is strategically located and is a close neighbor of China, India, Middle
Eastern countries and Central Asia, it is necessary to use Radio Pakistan and its external
services as an instrument to project the country's policies in true perspective so that a
message of peace and friendship is disseminated to the world specially to its neighbors.
The programmes of External Services are so designed as to project Pakistan's view point
on domestic and foreign policy issues factually to remove misunderstanding if any
created by some vested interests from abroad. Another special aim of these services is to
disseminate knowledge about the art, culture, history, values and way of life of its people
among foreign listeners in order to generate feelings of friendship, goodwill and mutual
understanding which help create an environment of peace and tranquility and make coexistence possible in the region. Radio Pakistan continues to broadcast programmes
which promote relations between Pakistan and organizations of which Pakistan is the
member.
14

ENTERTAINMENT:
Music and Sound Library
Radio Pakistan has the biggest sound library containing a wide variety of
more than twenty-two thousand tapes which not only preserve the valued spoken word
items but thousands of individual recordings of music (Ghazal and Geet numbering
4000), qawwali and Naat, light music, folk songs, theatre songs, instrumental music as
well as classical music both vocal and instrumental. These pieces of music sung by
singers like Noor Jahan, Iqbal Bano, Fareeda Khanum, Mukhtar Begum, Nazeer Begum,
Naseem Begum, Roona Laila, Zahida Parveen, Malka Pukhraj, Mehdi Hassan, Saleem
Raza, Ghulam Ali, Amanat Ali Khan, Nusrat Fateh Ali Khan, Ustaad Barkat Ali Khan,
M. Kalim, Habib Wali Muhammad, S.B. John, Ghulam Abbas, Ijaz Hussain Hazaravi
and many others are not available at one place any where else. Besides, this sound library
of radio Pakistan contains recordings of the Holy Quran in the voices of famous Qaris,
Tafseer-ul-Quran (interpretation) by world renowned religious scholars both in Urdu and
Kashmiri. Hundreds of Qawwalis by famous performers of the level of Nusrat Fateh Ali
Khan also remain preserved. The musical rendering of Pakistan's national poet Iqbal's
poems can also be found in this library in the voice of Pakistan melody queen Noor Jahan
with the Arabic version in the version of Um-e-Kulsoom of Egypt.

FINANCE WING:
The Director Finance heads the Finance wing with its different units. It
controls and manages all the ongoing finance and accounts activities in PBC like
Preparation of budget, appropriation of accounts, re-appropriations, surrender and
savings, control of expenditure and ways & means position, Audit, Treasury
administration, Administration of Taxes i.e. Sales Tax, Income Tax and withholding tax
etc. Service Conditions including employee's Pensions. Resource mobilisation through
loans, Institutional Finance, Small Savings, Credit and Investment and public debt.
Financial concurrence and advice. Compilation of Codes, Rules and procedures
concerning financial transactions and having bearing on State finance and their
implementation. Safety and investment of funds from consolidated funds, contingency
fund and public account. Contract, recovery and refund of revenue etc.

15

PROFILE OF EMPLOYEES OF PBC

Serial
No.
1
2
3
4
5

10
11
12
13

16

Designation

PBC
Sanctioned
SCALE/GROUP Strength
Director General
MP1
1
Directors
M3
6
Controller
9
38
Deputy Controller
8
110
Manager
(Programme,
Engineering,
7
217
Admn, Accounts &Audit) and News
Editor.
Accounts/Admn./Sales Officers, Assistant
6
585
News Editor, Senior Producers & Senior
Broadcast Engineers.
Assistant
Accounts/Admn.
Officers,
5
562
Producers, Broadcast Engineers, News
Listener and Translators.
Ex-Cadre
employees
(Broadcast
4A
64
Technician, Stenographer, Mali, Driver,
A/C mechanic, Diesel Foreman, etc.)
Assistant Admn./Accounts, Stenographer,
4
487
Sub-Engineers, Announcers and Senior
Producers.
Accounts Assistant, Junior Assistant,
3
781
Steno typist, Broadcast Technician.
Lower Division Clerk, Driver, Electrician.
2
605
Daftry.
1-A
40
Naib Qasid, Security Guards, Mali,
1
614
Dispatch Rider.

Actual
Strength
1
4
30
105
182

389

295

41

269

494
458
54
396

A 4.

FUNCTIONS

OF

ADMINISTRATION

WING

(Organization Structure of Human Resource Management Department):

Administrative wing is headed by the Director Administration. Office of the
Pakistan Broadcasting Corporation Islamabad is performing its managerial
responsibilities by the following nine sections:
1.
2.
3.
4.
5.
6.
7.
8.
9.

Admn. I section.
Admn. II section
Admn. III section
Training and Development section
General Branch.
Examination Section.
Establishment-I section.
Establishment-II section.
Coordination section.

Each section consists of one Administrative Officer of PBC Scale No. 6 with
his/her subordinates including from PBC Scale No. 1 to 5. The Admn. Officer is
accountable for its functioning before Deputy Controller of PBC Scale No. 8.

ADMN-I SECTION:
The main Human Resource Management functional responsibilities of Admn-I
Section are as under:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.

17

Recruitment of staff from PBC Scale No. 1 to 5.

Promotion cases of employees from PBC Scale No. 1 to 5.
Posting and transfer of officers from PBC Scale No. 1 to 5.
Retirement of employees from PBC Scale No. 1 to 9.
Preparation of sanction of pension cases.
Maintenance of seniority list of staff and officers of departmental cadre.
Sanction of leave
Sanction of advances (General Provident Fund, House Building Advance,
Car/Motorcycle/cycle advance and Conveyance Advance).
Sanction of Honorarium.
Pay fixation of staff from PBC Scale No. 1 to 9.
Verification of 10/25 years of service.
Representations and appeals.
Installation/shifting of office/residential telephones.

14.
15.
16.
17.
18.
19.
20.
21.
22.

Submission of various returns/reports.

Matters relating to observations of Inspection Wing.
Reimbursement of the medical claims of the serving and retired PBC
employees of the field/departmentalized Accounts Offices.
General Provident Fund (GPF), HBA/MCA/Cycle advances and
processing of loans priority cases received from other units.
Cases of efficiency and honoraria of the employees of the field
offices/units.
Purchase acquisition and condemnation of vehicles for other units and
other matter connected thereto.
Matters pertaining to hiring and construction of accommodation of other
units.
To frame a policy to dealing the cases of Hiring.
To deal and finalize the cases of Hiring of officers/officials of PBC
Headquarters as well as cases of all other units either fresh or renewal.

ADMN-II SECTION:
The details of Human Resource Management functions of Admn-II section are as
under:
1.
2.
3.
4.
5.
6.
7.
8.

9.
10.
11.

18

Maintenance of contingent expenditure registers.

To disburse all dues of non-gazetted staff.
To make all correspondence relating to pay, allowances/contingent
charges.
To keep paid vouchers/aquittance rolls of pay, allowances/contingent
charges.
Maintenance of stock register.
Maintenance of service books of employees from PBC Scale No.1 to 9.
Maintenance of income tax returns.
Receipts, scrutiny, consolidation and disposal in prescribed manner of all
weekly, monthly, quarterly, annual and other reports submitted by other
units and their timely submission to the concerned sections such as book
keeping section.
Notifications regarding Gazetted holiday, observance of office timing and
celebration of National days/events.
Co-ordination with other units of the country.
Office orders, endorsement and circulation of Government
orders/instructions and notifications etc within office and to all other units.

12.
13.

Miscellaneous matters such as compilation and furnishing

information/reports not specifically dealt within any other section.
Receipt and issuance of incoming and outgoing communication.

of

ADMN-III SECTION:
The Basic function of Admn III section is of managing compensation and benefits
for PBC employees besides transfer, promotion, succession planning and recruitment.
This section is also called "Personnel Section"

TRAINING AND DEVELOPMENT SECTION:

The main Human Resource Management functional responsibilities of Training
and Development section are as under:
1.
2.
3.
4.
5.
6.
7.

8.
9.
10.
11.

Courses/training and career planning.

Termination of probationary period.
Report on conduct of probationers.
Develop the training policies for Pakistan Broadcasting Corporation.\
All matters and correspondence relating to training activities and
functions.
Arranging for training facilities of officers and staff of the officers under
the Administrative control of PBC.
All personal cases of Officers department viz sanction of casual leaves,
General Provident Fund (GPF), Conveyance, House Building Advances
etc.
All service matters like posting transfer, retirement/pension, annual
examination and leave etc.
Disciplinary cases against officers employed in PBC.
Arrangement of Training schedules with Federal/Provincial Governments
and autonomous bodies.
Representation in matters regarding pay and seniority.

GENERAL BRANCH:
The main Human Resource Management functional responsibilities of General
Branch are as under:
1.
2.

19

To supervise the working of R&I relating to central diary and dispatch.

Maintenance of physical inventory of office furniture and equipments etc.

3.
4.
5.
6.
7.
8.
9.
10.

Maintenance of the record of store and wedding out of old record.

To ensure proper up-keep and maintenance of office building.
Maintenance repair of office vehicle.
Maintenance of movement register/log books of office vehicles.
Arrangement for holding meeting and entertainment therein.
To take care of all security measures as per standing orders.
To check attendance of Naib Qasids, Security Guards and Drivers.
To reasonable care of the visitors in the PBC office.

EXAMINATION SECTION:
The main Human Resource Management functional responsibilities of
Examination Section are as under:
1.

2.
3.
4.
5.
6.
7.
8.

20

Arrangements for the conduct of departmental examination of Assistant

Accounts Officer and Producer and the dealing with other allied matters
i.e. printing of question papers, answer books, secret envelopes and
certificates etc.
Calling of candidature for exams from all units.
Scrutiny of candidature.
Issuance of roll numbers to candidates.
Nomination of examiner/paper setter.
Evaluation of answer books/compilation and declaration of result and
issuance of certificates.
Payment of examination reward to examiners etc.
To deal with complaints/representations about exams.

ESTABLISHMENT-I SECTION:

The main Human Resource Management functional responsibilities of

Establishment-I Section are as under:

1.

2.
3.
4.
5.
6.
7.
8.
9.

21

Disciplinary and court cases under E&D Rules and removal from service
Special Powers Ordinance 2000 and dealing with appeals /representations
there under.
Attendance in court cases under E&D Rules relating to PBC office.
Preparation and issuance of order of inquiry to Inquiry Officer/Committee
and pursuance of that order.
Analysis of inquiry report and submission of case to PBC for decision.
Preparation and issuance of charge sheet/statement of allegations and
show cause notice etc.
Issuance of Notification of penalty.
Preparation of parawise comments on appeal made against the penalties
imposed under E&D Rules.
Conveying of decision of competent Authority to the appellant.
Formulation of policies regarding disciplinary matters and issuance of
notification to other units.

ESTABLISHMENT-II SECTION:
The main Human Resource Management functional responsibilities of
Establishment-II section are as under:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.

15.
16.
17.

22

Promotion of PBC employees up to PBC Scale No.9.

Appeals and court cases regarding promotion seniority, selection grades
etc.
Deputation of employees to the ministry/PEMRAH etc.
Processing pension cases of employees, leave encashment, leave prior to
retirement (LPR) and related matters.
Service matters of employees working in different units referred by the
Head of Unit.
Matters relating to seniority of employees.
Sanction of ex-Pakistan leave to employees.
Recruitment, appointment, seniority and promotion cases of the
employees.
Transfer and posting and deputation of employees.
Matter relating to pay and allowances and fringe benefits of the employees
of units/headquarters.
Appeals, petitions, complaints and representation of the employees from
PBC Scale No.1 to 5.
Court cases other than cases initiated under E&D Rules1973 and Removal
from Service Special Power Ordinance 2000.
Matters relating to seniority of employees.
Labour management function is part of the functions of Administration
wing because union of PBC office has been banned since 1990; but
restored after 2005 by the decision of High Court of Pakistan. The only
way to solve employees related problems was Staff Welfare Association
which after 2005 emerged into "United Staff Organization
United Staff Organization is headed by President and collective
bargaining agent CBA is appointed.
President of United Staff Organization is elected for three years through
election among PBC employees working in PBC Scale No. 1 to 5.
The President represents Staff Welfare Association in different field
offices.

Co-Ordination Section:
The main Human Resource Management functional responsibilities of coordination section are as under:
1.
2.
3.
4.
5.
6.
7.
8.

23

Receipt and maintenance of the record of annual confidential Reports

(ACRs) of employees from PBC Scale No. 1 to 4A.
Maintenance of Record of Performance Evaluation Report (PER) of
employees working PBC Scale No. 5 to 7.
Maintenance of Record of Performance Evaluation Report (PER) of
employees working from PBC Scale No. 8 & 9.
Representing the reports to Admn-I and Establishment-II sections for
promotion and transfer of employees.
Representing the ACRs and PERs of employees for DPC.
ACRs of employees in PBC scale No.1 to 4A are written and
countersigned by the unit management and kept there in safe custody.
PERs of the employees in scale 5 to 9 are maintained at PBC
Headquarters.
Maintenance of record of PBC's employees strength against sanctioned
posts.

A 5.

HUMAN RESOURCE MANAGEMENT PROCESS:

The function of Human Resource Departments is generally administrative and

common to all organizations. Organizations may have formalized selection, evaluation,
and payroll processes. Efficient and effective management of "Human Capital" has
progressed to an increasingly imperative and complex process. The HR function consists
of tracking existing employee data which traditionally includes personal histories, skills,
capabilities, accomplishments and salary. To reduce the manual workload of these
administrative activities, organizations began to electronically automate many of these
processes by introducing specialized Human Resource Management Systems. HR
executives rely on internal or external IT professionals to develop and maintain an
integrated HRMS.

Human
Resource
Planning

Recruitment

Selection

Identifying and
selection

Decruitment

Orientation

Performance
Appraisal

24

Training

Compensation
and Benefits

Adapted and competent

employees with up to date skills
and knowledge.

Career
Development

Competent and high

performing employee
who are capable of
sustaining high
performance over the
long term.

Human Resource Management process consists of following eight activities or

steps:
1.
2.
3.
4.
5.
6.
7.
8.

Payroll
Work Time
Benefits Administration
HR management Information system
Recruiting
Training/Learning Management System
Performance Record
Employee Self-Service

If these functions properly executed, will staff an organization with competent,

high performing employees who are capable of sustaining their performance level over
the long term. HR process seeks to staff the organization and sustain high employee
performance through human resource planning, recruitment, selection, orientation,
training, career development, compensation and benefits and performance appraisal.
The field of human resources pragmatically attempts to assist employees in using
their individuality to benefit the business as a system, while simultaneously using the
system to benefit the individual. Human resources specialists also referred to as personnel
specialists, serve a variety of functions in regard to the workforce of a company or
organization. While the primary function of these specialists is to oversee the
interviewing and hiring process, they also assume the responsibilities of training
employees, controlling and overseeing various employee benefits programs, and
promoting the needs and desires of employees in a general sense. Among the various
employee programs human resources managers and specialists oversee are health and life
insurance, retirement plans, and various company policies on substance abuse, leave,
vacation time.
The definition of human resource management emphasizes the sphere of influence
to encompass 'the strategic approach to manpower management in an organization'. The
process calls for a coherent objective to retain and increase employee head-count, any
organization's most valued asset. This specialized study and application has come in the
wake of realization that the employees of an organization, individually and collectively,
are the main contributors to the achievement of business objectives. The management of
people hired by an organization involves employing people, designing and developing
related resources and most importantly, utilizing and compensating their services to
optimize business profitability via employee performance. Today, Human Resource
Management operates in tune with other essential organizational requirements and coexists with the topmost management cadre. Managing human resources within a company
calls for a liaison between the organization's management personnel and the
administration of the executive rungs. It thrives on the strength of the relationship
between
the
management
and
workers
of
the
company.

25

Functions

of

Human

Resource

Management:

Human Resource Management involves the development of a perfect blend between

traditional administrative functions and the well-being of all employees within an
organization. Employee retention ratio is directly proportionate to the manner in which
the employees are treated, in return for their imparted skills and experience. A Human
Resource Manager ideally empowers inter-departmental employee relationships and
nurtures scope for down-the-rung employee communication at various levels. The field is
a derivative of System Theory and Organizational Psychology. Human resources have
earned a number of related interpretations in time, but continue to defend the need to
ensure employee well-being. Every organization now has an exclusive Human Resource
Management Department to interact with representatives of all factors of production. The
department is responsible for the development and application of ongoing research on
strategic advances while hiring, terminating and training staff. The Human Resource
Management Department is responsible for:
1.
2.

3.

4.

5.
6.
7.
8.

Understanding and relating to employees as individuals, thus identifying

individual needs and career goals.
Developing positive interactions between workers, to ensure collated and
constructive enterprise productivity and development of a uniform
organizational culture.
Identify areas that suffer lack of knowledge and insufficient training, and
accordingly provide remedial measures in the form of workshops and
seminars.
Generate a rostrum for all employees to express their goals and provide
the necessary resources to accomplish professional and personal agendas,
essentially in that order.
Innovate new operating practices to minimize risk and generate an overall
sense of belonging and accountability.
Recruiting the required workforce and making provisions for expressed
and promised payroll and benefits.
Implementing resource strategies to subsequently create and sustain
competitive advantage.
Empowerment of the organization, to successfully meet strategic goals by
managing staff effectively.

Ideally, a Human Resource Management Department is responsible for an

interdisciplinary examination of all staff members in the workplace. This strategy calls
for applications from diverse fields such as psychology, paralegal studies, industrial
engineering, sociology, and a critical understanding of theories pertaining to postmodernism and industrial structuralism. The department bears the onus of converting the
available task-force or hired individuals into strategic business partners. This is achieved
via dedicated Change Management and focused Employee Administration. The HR
functions with the sole goal of motivating and encouraging the employees to prove their

26

mettle and add value to the company. This is achieved via various management processes
like workforce planning and recruitment, induction and orientation of hired task-force
and employee training, administration and appraisals.

BENEFITS OF HUMAN RESOURCE MANAGEMNT:

The benefits of human resource management are numerous. Good human
resource management strategies make a lot of difference in the output given by the
employees. In this article, some of the benefits of human resource management have been
explained.
The last few decades have seen drastic changes in the human resource
management strategies employed by companies. Earlier, human resource management
was confined to paperwork related to hiring and payment of the staff in an organization.
However, human resource management can now be described as all the procedures
required for the management of the people working in an organization. The most valuable
resources of any establishment are its employees, as they play a crucial role in the
accomplishment
of
the
aims
and
objectives
of
any
business.
The key functions of human resource management include recruiting people,
training them, performance appraisals, motivating them as well as workplace
communication, workplace safety, and much more. The benefits of these functions have
been
discussed
here
in
detail:

Recruitment

and

Training:

This is one of the most important responsibilities of the human resource

management team. The human resource managers work out plans and strategies of hiring
the right kind of people. They design the criteria suitable for a specific job description.
Their responsibilities also include formulating the obligations of an employee and the
scope of tasks assigned to him. Based on these two factors, the contract of an employee
with the organization is developed. When required, they also provide training to the
employees according to the requirements of the organization. An organization cannot
build a good team of working professionals without the help of a good human resource
management
team.

Performance

Appraisals:

Human resource management encourages every individual in the organization, to

work according to his potential and also helps him increase his potential. The
management team communicates with the employees, all the necessary information
regarding their performances and also defines their respective roles from time to time.
This helps the employee to form an outline of their anticipated goals in much clearer
27

terms and thereby, helps them execute the goals with best possible efforts. Performance
appraisals taken from time to time also help in motivating the employees.

Maintaining

Work

Atmosphere

The performance of an individual in an organization is largely driven by the work

atmosphere or work culture that prevails at the workplace. A good environment can bring
out the best in an employee. A congenial atmosphere gives the employees job satisfaction
as well. A good work environment is one of the benefits employees can get from human
resource
management.

Managing

Disputes:

There are several issues on which disputes may arise between the employees and
the managers in an organization. In such a scenario, it is the human resource department
which acts as a consultant and mediator to sort out the issues in an effective manner.

Developing

Public

Relations:

The responsibility of establishing good public relations lies with the human
resource management to a great extent. They organize business meetings, seminars and
various official gatherings on behalf of the company in order to establish relationships
with other business sectors. Sometimes, the human resource department plays an active
role in preparing the business and marketing plans for the organization too.
Any organization, without a proper setup for human resource management is
bound to suffer from serious problems while managing its regular activities. For this
reason, a lot of stress is given these days for the setup of an effective human resource
management system.

MAJOR FUNCTIONS OF HRM IN PBC:

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

28

Human Resource Planning.

Human Resource Forecasting.
Recruitment and selection
Job description.
Job specification.
Employee selection process.
Training and development.
Performance management.
Performance appraisal with Annual Confidential Reports (ACRs).
Performance appraisal with Performance Evaluation Reports (PERs).
Employee compensation and benefits.

12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.

Organizational Career Management.

Employee job changes within the organization.
Promotion and transfer.
Demotion.
Separation.
Removal.
Dismissal.
Job layoff, termination and resignation.
Retirement.
Labour management relations.
Quality of work life (QWL).

HRM is a very broad functional area. HRM involves responsibility for managing
people along with other organizational assets. A fundamental assumption is that all
managers are accountable to their organizations in terms of the impact of their peers and
to their subordinates in terms of quality of work life (QWL), they are providing, because
HRM affects individuals, organizations and society. An essential part of managing people
effectively in todays world of work is understanding and appreciating the significant
competitive, legal and social issues. People are most important element of an
organization and they are a source of competitive advantage; therefore organizations are
required to take active part in motivating their employees. If employees are satisfied, the
organization will be successful and vice versa.
When it comes to managing people, all managers must be concerned to some
degree with the following activities: Each function of Administration of PBC is explained
below.

A 6.

HUMAN RESOURCE PLANNING:

Human resource planning is the term used to describe how companies ensure that
their staff are the right staff to do the jobs. It includes planning for staff retention,
planning for candidate search, training and skills analysis and much more.
Rigorous HR planning links people management to the organizations mission,
vision, goals and objectives, as well as its strategic plan and budgetary resources. A key
goal of HR planning is to get the right number of people with the right skills, experience
and competencies in the right jobs at the right time at the right cost.
Human resource planning is the first step of HRM Process. PBC's controller,
Deputy controllers and managers makes ensure that they have right number and kinds of

29

people in the right place, and at the right times. Who are capable of effectively and
efficiently performs assigned task.
HR planning play vital role in the success or failure of any organization. The
management of the PBC time to time analyze that organization have the right number and
kind of people on right position. They are performing their duties and responsibilities
efficiently and effectively. Lower management and staff make information regarding
employees according to the instruction, standards set by the top management and submit
it to the higher authority for review and decision making purpose regarding human
resource.

Pakistan Broadcasting Corporations (PBC) Human Resources Philosophy is

based on the conviction that the well being of the organization, and the well being of its
people (employees and their family) are one and the same. Pakistan Broadcasting
Corporation is a progressive organization and it has developed its own organizational
environment and a value system (its beliefs and commitments). This value system is
articulated for the benefit of all its employees.

Pakistan Broadcasting Corporation (PBC) is dedicated to the belief that people are
its most valued assets.

It is committed to providing employment on the basis of merit only.

It strives to ensure that every employee is treated with dignity and respect.

That all its employees are managed in a fair, consistent and equitable manner.

Pakistan Broadcasting Corporations (PBC) aim is to create a stimulating work

environment.

That all its employees are given equal opportunity and encouragement to realize
their full potential.

Collectively the owners, management and the workers join hands in maximizing
the resources of the company and its profits.

The success of this philosophy depends in large measure on the manner in which
managers and supervisors at every level, and their subordinates carry out their obligations

30

to each other and to the organization. The introduction of HR policies and procedures
will serve as a very important step in building a stronger future for the Corporation.
Especially the managers and supervisors at all levels must be committed to the following
principles:

Accept total responsibility for the success of the organization's HR

philosophy, policies and programs.

Have thorough knowledge of the organization's HR philosophy and programs,

and review them with subordinates to ensure they understand the direction and
priorities of the Corporation.

Ensure consistent and fair interpretation of HR policies.

Exercise leadership by demonstrating integrity and professionalism.

Establish an open relationship with fellow employees based on mutual trust

and non discrimination.

The human resource policies of Pakistan Broadcasting Corporation (PBC)

have been

designed towards the efficient and effective management of the Pakistan Broadcasting
Corporations (PBC) human capital. The objective of the HR policies is to attract the
right people, to keep them motivated and engaged with the mill and to reward them
appropriately for their performance with the ultimate aim of developing them into
productive members of not only Pakistan Broadcasting Corporation (PBC)

but of the

Broadcasting sector and the country. Aspects that are reflected throughout these policies
are defined as;

A 7.

Succession Planning

Effective succession management is a critical strategic tool for attracting and

retaining talent. Pakistan Broadcasting Corporation (PBC)

Succession Policy aims to

balance the Corporations need to fill in vacant positions with appropriate resources with
the least loss of time and cost ensuring business continuity and growth of the
Corporation.
31

Developing leadership talent is a long-term process and many of the PBCs HR

policies have been designed towards the effective handling of succession within PBC.
The Succession Policy is aimed at ensuring that key positions are filled with
internal candidates rather than outside hires. In this connection recruitment, retention,
appraisal, promotion, awards and rewards, training and development, all play a critical
role.
The purpose of above policies is to ensure the following:
a.

Smooth transition:
The Pakistan Broadcasting Corporation (PBC)

must have an executive

ready to step into any key vacancy as it develops.

b.

The appropriate development assignment:

Job assignments adequately prepare the executive for the new or elevated
position.

c.

Meaningful appraisal and feedback:

Objective assessments are in place to ensure that the Pakistan Broadcasting
Corporation (PBC)

management can identify the elements required for a

successful promotion.
d.

Appropriate selection criteria:

Recruitment process is well defined as is each job. Job specifications give
clear idea of the skills, values, behavior, and attitude required to succeed.

e.

A range of appropriate choices:

There should be more than one good executive available for any key job that
is vacant.

The ultimate goal of the Succession Policy (through HR policies) is to:

a.

Improve employee engagement through career planning, challenging work

assignments, training and development.

32

b.

Improve the Pakistan Broadcasting Corporation (PBC) ability to achieve

business objectives by having pools of qualified executives for key
positions.

c.

Give managers (Engineering, Programme, Admn, Accounts and Store

Managers) a better appreciation of the skills, competencies, experience
etc. of their reportees.

d.

Protect against Pakistan Broadcasting Corporation (PBC)

memory loss

when key employees leave.

e.

Yield cost savings by fostering more engaged and productive employees.

The Personnel Wing under Director Administration periodically (at least once a year)
reviews the list of key jobs in the PBC and the possible successors for each. Similarly, as
the PBC grows and develops new departments and areas of responsibility are formed.
While evaluating the key positions within these areas, an internal check is made to
identify possible incumbents for these jobs. If however, specific competencies required
are not fully developed within the Corporation, recruitment from outside shall be
considered.
Succession planning shall be attempted not only at higher levels of management but also
at middle management levels.

The Admn-I section of the PBC need to be able to conclude that how Human
Resource Planning technique can be applied to four key problems.
1.

Determining the numbers to be employed at a new location.

2.

Retaining highly skilled staff.

3.

Managing an effective downsizing programme.

4.

Managing the recruitment of next generation of managers.

APPLICATION OF HUMAN RESOURCE PLANNING IN PBC:

The report provides details to sort out approaches that the PBC might wish to take
to create HRP systems:

33

1.

Which are responsive to change?

2.

Where assumptions can easily be modified that recognize organizational

fluidity around skills.

3.

That allows flexibility in supply to be included.

4.

That is simple to understand and use.

5.

Which are not too time demanding.

To operate such systems this office has:

1.

Appropriate demand models.

2.

Good monitoring and corrective action processes.

3.

Comprehensive data about current employees and the external labour

market.

4.

A 8.

And understanding how resourcing works in the organization.

HUMAN RESOURCE FORECASTING (Methods to Forecast HR

Needs):

Many prevailing forecasting methods attempt to describe the future in

terms of isolated and predetermined facts, despite the difficulty of predicting the future
with true precision. This approach can produce a kind of mock precision that misleads
decision makers.
Office of the PBC recognizes that the true goal of business forecasting is
not to predict the future in terms of isolated and predetermined facts, but rather to arm
executives with the information they need to make the best possible decisions. Pakistan
Broadcasting Corporation embraces uncertainty-no matter how great-as a valuable and
quantifiable form of knowledge.

34

A 9.

PAY SCALES AND SALARIES:

The pay scales of the PBC employees have been revised with effect from

01/07/2008 as under:Grades

Pay Scales

Stages

3250-90-5950

30

1A

3325-120-6925

30

3630-145-7980

30

4340-240-11540

30

5765-350-16265

30

4A

6490-430-19390

30

8065-580-23145

26

9850-740-24650

20

12910-930-31510

20

16610-970-36010

20

18775-1505-39825

14

See annexure "a".

The salaries are paid to PBC employees after including allowances,
compensation and benefits.

35

SECTION B-RECRUITMENT AND SELECTION

B 1.

RECRUITMENT AND SELECTION:

The second step of HRM process is recruitment. Recruitment is the

process of locating, identifying, and attracting capable applicants.

In the light of above definition it is quite clear that recruitment is the how
much difficult step of HRM process.
Locating, identifying and attracting the right people is the big challenge
for management. Recruitment in PBC is being done by the Personnel-I section. They
identify the HR needs in PBC, then make proposal and submit it to the higher
management for approval. After getting approval by the management this proposal sent
to Ministry of I&B through obtaining consent of Establishment and Finance Division in
this matter. After completing whole process PBC made an aid in local and as well as
provincial lever in news papers for the general public in order to get the application from
the eligible candidates. Number of post, job description is written with the title of job.
Pakistan Broadcasting Corporation (PBC) aims to recruit candidates for
employment on merit only in accordance with pre-determined job related criteria.
All recruitment should be against budgeted or approved positions.
A request for recruitment of personnel should be made by completing the
requirements of Personnel wing (Human Resources Department HRD).
The HR Department should check the requirement to ensure that the
recruitment is against budgeted position and duly approved by all authorized signatories.
Recruitment, selection and promotions of qualified candidates is one of
the most important functions of Pakistan Broadcasting Corporation. Recruitment analysis
is done by Admn-I and Establishment-I sections of PBC office and submitted to Finance
Division in case of budget and to establishment division in case of recruitment and if
36

approved the case is sent to Press Information Department (PID) by PBC office for
advertisement in one national newspaper for general public. Applications received by the
candidates are analyzed and qualified candidates are selected after tests and interviews.
B 2.

JOB DESCRITPION AND SPECIFICATION:

In order to develop job assignments in a way that enables appropriate

talent development, it is essential to give the Job Specification and Job Description due
consideration. A job description should exist for the requisitioning position and if one is
not available, the relevant manager should be requested to prepare one.
In this context, each key job type shall have a job specification that will
outline the minimum requirements in context of:
Qualification
Experience
Special skills, competencies or capabilities, if any

For example job description of Assistant:

JOB DESCRIPTION OF ASSISTANT (PBC SCALE NO. 4):
1.

Noting, drafting and official correspondence.

2.

Calculating of general provident fund (GPF), Pension, Medical and

Travelling etc.

3.

Keeping service record and file maintenance of guzzetted officers of

ministries, spending divisions and departments.

JOB SPECIFICATION OF ASSISTANT (PBC SCALE NO. 4):

37

1.

Graduate.

2.

May be less than 30 years of age.

3.

Computer literate.

4.

Medically fit.

Every employee shall be given a Job Description which shall lay down the
functional title, job specifications, assignment, complexities of the job, reporting
relationships, and back-up of the employee in case of temporary or permanent absence
from the job.

EMPLOYEE SELECTION PROCESS

OPERATIONAL AND HUMAN RESOURCE MANAGEMENT ROLE
SELECTION

OPERATIONAL ROLE

FUNCTIONS

HUMAN

RESOURCE

MANAGEMENT ROLE

Selection Criteria

Yes

Recommends

Criteria validation

Yes

Screening

Yes

Process applications

Yes

Interviewing

Yes

Vetting

Testing

Yes

Reference check

Yes

Physical check

Yes

Selection decision

Final decision

Recommends

During recruitment in the year 2007, detailed job analysis was done by
Admn-I section of Pakistan Broadcasting Corporation in order to recruit employees. Job
Description and specifications were then prepared. After preparing detailed job
descriptions/specifications, 22 posts of assistant against sanctioned strength were
advertised in Daily Jang in October, 2007 to the general public. Almost 1435 candidates

38

have applied for the said posts of Assistant (PBC Scale No. 4) which were short listed to
934.
Short listed candidates appeared in written tests. Successful candidates in
the written tests were interviewed and successful candidates were selected for job and
thereon appointment letters were issued.

39

SECTION C-TRAINING AND DEVELOPMENT

C 1.

TRAINING & DEVELOPMENT:

Training plays very important role to enhance the ability and skills of

employees. Training improves the performance of employee. They do their job with more
efficiently and effectively and the organization overall performance also become
improve. In PBC training is given to employees by using on-the-job and off-the-job
training method. Some employees are given first off-the-job training and then on-the-job
training and vise versa.
PBC is a pro-active, people driven organization where the employees are
our top most priority. The PBC not only provides challenging career opportunities but
also excellent training in all areas of PBC, the thrust of the training initiative deals with
the design and delivery of workplace learning to improve performance. Hence, the
mainstay of our training philosophy is that the training departments role has shifted from
focusing on training personnel, to focusing on performance improvement.
C 2.

Training Need Analysis

TNA shall be an on-going exercise at PBC, with input from all relevant

personnel and department heads. In keeping with the philosophy that P&D must have a
pulse of the market at all times, this ongoing TNA initiative may take the form of
informal discussions throughout the year. The results so gleaned shall be incorporated
into the Training Calendar to align the process with changing needs. If required, the
formal TNA is conducted with the help of a structured questionnaire sent to relevant
Department/Division Heads at the HO. If necessary, a TNA meeting is held to discuss the
compiled results of the questionnaire and to broadly decide the training strategy for the
coming year

40

C 3.

Employee Development.
Training is a function of HRM whose objective is to preserve and enhance

employees competence in their jobs through improving their knowledge, skills, abilities
and other characteristics. For the purpose of training following steps are taken by PBC.

1. Administration/Accounts employees:
Participate 20 days course every year; which increase the efficiency of
the employees.
2. Programme employees(Producers):
Pakistan Broadcasting Academy (PBA) serves a lot in this area of
programme production which is a core section of Pakistan
Broadcasting Corporation. Producers get trained in this PBA and
serve the organization as well as the nation.
3. IT WING/ENGINEERING WING:
For these employees refresher courses are organized on yearly basis.

41

SECTION D-PERFORMANCE MANAGEMNT

D 1.

PERFORMANCE MANAGEMENT:
Performance appraisal is a process of establishing performance standards

and evaluating performance in order to arrive at objective human resource decision as

well as to provide documentation to support those decision.
Performance Appraisals are essential for the effective management and
evaluation of staff. Appraisals help develop individuals, improve organizational
performance and feed into business planning. Performance Appraisals also provide input
for the banks annual pay and grading reviews. Moreover, appraisals are essential for
career and succession planning. They are important for staff motivation, attitude and
behavioral development, communicating the Corporations aims and fostering positive
relationships between management and staff.

D 2.

Performance Standards and Expectations.

To assess the performance of all management cadre employees of the

corporation, a performance appraisal of each employee will be carried out annually. This
would enable the corporation to evaluate each employee's work performance each year
and offer both employees and the employer an opportunity to assess his or her
performance during the past year and make plans for the future. The performance
Evaluation System (PES) would include evaluation of employee's major responsibilities
by his immediate supervisor and a review by his supervisor's manager.

How performance Reports are written.

D 3.

The Performance Appraisal of employees of the Corporation shall be

undertaken throughout the year and shall be constituted of as many of the following
elements as required to enable meeting of performance appraisal objectives:

42

Formal annual performance appraisals

Probationary reviews

Informal one on one discussions

Counseling meetings with managers

Observation on the job

Skill and job related tests

In PBC office performance management includes activities to ensure that

the goals are consistently being met in an effective and efficient manner. Performance
management can focus on performance of the organization, a department and processes
to build services, employees, preparation and maintenance of standards up to the mark.
Performance Appraisal is a process of evaluating individuals in order to arrive at
objective human resource decisions. Although organizations use formal employee
performance appraisal for a number of reasons, one of its most important function is to
control employee behavior. Since performance appraisals play such a significant role in
behavior control, we need to look at different methods managers can use. The following
are the most familiar performance appraisal methods.

1.
2.
3.
4.
5.
6.
7.
8.

Written essay.
Critical incident.
Graphic rating scales.
Behaviorally anchored rating scales.
Multi person's comparison.
Group order ranking
Individual ranking.
Paired comparison.

In the office of Pakistan Broadcasting Corporation Islamabad,

performance of employees is evaluated through ACRs (Annual Confidential Report) for
employees in PBC Scale No. 1 to 5. The report is written by the Reporting Officer and
submitted to Countersigning Officer for Countersign. Performance Evaluation Report
(PER) form for PBC Scale No. 5, 6 & 7 and Performance Evaluation Report (PER) form
for PBC Scale No. 8, 9 and Management Grade III are also used by evaluating officer and
counter signed by countersigning Officer. The ACR & PERs are written at the
completion of one calendar year i.e. December.
See Annexure b
See Annexure c
See Annexure d.

43

a.

Annual performance appraisals enable the management and

monitoring of standards, agreeing objectives and expectations and delegation of
responsibilities and tasks. Appraisals also establish individual training needs and
the Corporations training need analysis and planning.

b.

The Annual Appraisal address the whole person development

and not just job skills or the skills required for the next promotion. Evaluating the
whole person means to appraise, in addition to job skills, the attitude,
motivation and work place behavior of the appraised.

c.

Each regular employee of Pakistan Broadcasting Corporation

shall undergo appraisal of performance based on above once every year.

d.

Employees who have been with the Corporation for three (3)
months or under that period at the time of one Annual Appraisal shall be apprised
in the next Annual Appraisal year.

e.

The Annual Performance Appraisal shall be completed latest by

30 December every year for the preceding full calendar year.

f.

Performance of each employee shall be primarily appraised by

his/her line manager / supervisor.

g.

The Annual Appraisal shall be conducted according to predetermined formats gauging the work performance, attitude and potential of each
employee appraised.

h.

The appraiser and the appraised shall both sign the Appraisal
Form and the employee appraised has the right to add own comments on the
Appraisers evaluation.

i.

In case the Performance Appraisal is in dispute between the

appraisers and appraised, a higher level manager than the appraiser shall also
conduct an evaluation and put own comments on the Appraisal Form.

j.

The Admn. Wing may use a variety of performance rating

methods from time to time to ensure transparency and to avail of new and
improved methodology.

44

k.

The Annual Appraisal shall form the basis of further action vis-vis employees career growth for the coming year in any of the following ways.
However, salary increments and promotions are not guaranteed at time of Annual
Appraisal.
I.

Promotion

II.

Increment

III.

Training Requirements

IV.

Awards and Rewards

V.
VI.

45

Commendations
Reprimands and Cautions

SECTION -E
E 1.

EMPLOYEE COMPENSATION AND BENEFITS

Employees Compensations and Benefits are decided by the Board of

Directors of Pakistan Broadcasting Corporation.
Pay and Pension Committee is held up every financial year and it
suggests for the compensation and benefits of PBC, employees. Decisions regarding
compensation and benefits of employees are formalized in Board of Directors for each
financial year and any decision formalized has to be implemented by the management.
Employees are provided with medical facility (not the medical
allowance), conveyance facility is provided. There is no layoff policy of regular
employees of PBC. Retirement programs are reasonable. Compensation policy of PBC is
not too attractive as it should be.
Employees are provided with several leave packages that includes LFP,
LHP, EOL, Medical leave, Study leave, LPR(Leave prior to retirement), Leave exPakistan, Special Leave, Maternity leave, R & R leave (Rest & Recreation), Casual
Leave, Quarantine leave, and others as prescribed in Revised Leave Rules, 1980.
House Hiring facility is provided to employees. They are accommodated
according to their ranks in different categories. One of the draw backs of PBC
compensation is that the house hiring is only given to those employees who have
completed at least five years of regular service. Other employees having less service are
given house rent allowance.
See Annexure "e".

46

SECTION F-JOB CHANGES WITHIN PAKISTAN

BROADCASTING CORPORATION
F 1.

ORGANIZATIONAL CAREER MANAGEMENT:

Career management is a function whose objective is to preserve and

enhance employees competence in their jobs through improving their knowledge, skills
and abilities and other characteristics. HR specialists use the term competence to refer
to these items.

F 2.

JOB CHANGES
CORPORATION:

WITHIN

PAKISTAN

BROADCASTING

Managing change is an ongoing process whose objective is to enhance the

ability of an organization to anticipate and respond to developments in its external and
internal environments and to enable employees at all levels to cope with the changes.
F 3.

PROMOTION AND TRANSFER:

Employees of PBC are provided with a proper platform for career

development. Employees are eligible for participating in departmental promotion tests.
Performance of employees is evaluated through ACRs and PERs. See Annexure a, b & c.
Employees are promoted on the basis of 33.33%quota of seniority cum
fitness basis and 66.67% quota of departmental tests. Furthermore decisions regarding
promotion or transfer of Government servants/employees are formalized with the
approval of president of Pakistan under section 25 of civil Servants Act, 1973(LXXI of
1973), called Civil Servants (Appointment, Promotion and Transfer) Rules, 1973 and any
other decision formalized also followed by PBC.
In these rules promotion and transfer to posts is basic pay scales 2 to 18
and equivalent shall be made on the recommendation of the appropriate Departmental
Promotion Committee and promotions and transfer to post in basic pay scales 19 to 21
and equivalent shall be made on the recommendations of the Selection Boards.
Only such persons as possess the qualifications and meet the conditions
laid down for the purpose of promotion or transfer to a post shall be considered by the
departmental Promotion Committee or the Central Selection Board, as the case may be.
All the promotion and transfer cases of the officers/officials of PBC office
and sub-offices have been treated in Admn-I and Establishment-II and Coordination
sections of PBC office respectively.

47

F 4.

DEMOTION:

PBC or a delegated officer is the competent authority to reduced in rank or

revert an employee to a lower post until he/she has been given a reasonable opportunity
of showing cause against the action proposed to be taken against him/her. The action may
be taken against misconduct of employee under the Government Servants, Efficiency and
Discipline Rules 1973.
The term misconduct mean conduct prejudicial to good order or service
discipline or contrary to Government Servant Conduct Rules, 1964 or unbecoming of an
officer, a gentleman and includes any act on the part of a Government servant to bring or
attempt to bring political or other outside influence directly or indirectly to bear on the
Government or any Government officer in respect of any matter relating to the
appointment, promotion, transfer, punishment, retirement or other condition of service of
a Government servant.
That such employee/servant shall be liable to the pay and allowances of
the lower post in which he/she has been reverted.
The case regarding such misconduct has been initialized by Admn-I
Section to take further necessary action with the approval of competent authority i.e.
Director General.

F 5.

SEPARATIONS:

PBC or a delegated officer is the competent authority to separate and

reduce in rank or revert an employee to a lower post until he/she has been given a
reasonable opportunity of showing cause against the action proposed to be taken against
him/her. The action may be taken against misconduct of employee under the Government
Servants, Efficiency and Discipline Rules 1973.
The term misconduct mean conduct prejudicial to good order or service
discipline or contrary to Government Servant Conduct Rules, 1964 or unbecoming of an
officer, a gentleman and includes any act on the part of a Government servant to bring or
attempt to bring political or other outside influence directly or indirectly to bear on the
Government or any Government officer in respect of any matter relating to the
appointment, promotion, transfer, punishment, retirement or other condition of service of
a Government servant.

48

That such employee/servant shall be liable to the pay and allowances of

the lower post in which he/she has been reverted or separated without any further
benefits.
The case regarding such misconduct has been initialized by Admn-I
Section to take further necessary action with the approval of competent authority i.e.
Director General.
F 6.

EMPLOYEES LAYOFF, TERMINATION AND RESIGNATION:

PBC follows following rules regarding employees layoff, termination and

resignation:
Para 52 and Para 53 of the government Financial Rules and Removal from
service Special power ordinance 2000(which is now suspended by the Prime Minister
Yousaf Raza Gillanis Government)describe the detail regarding dismissal, removal and
suspension of a government servant. The rules have been followed by the PBC office and
all other government organizations from the date of issuance. Admn-I section of the PBC
deals with such cases as per prescribed rules. An office order for dismissal,
removal/acceptance of resignation and suspension as the case may be, is issued by the
Admn. Officer of Admn-I section with the approval of Director General (Head of
Department) against the concerned employee.
According to these rules the pay and allowances of the employee who is
dismissed, removed or resigned from service cease from the date of such dismissal or
removal. In case of employee under suspension, he/she shall be entitled to full amount of
his salary and all other benefits and facilities provided to him/her under the contract of
service until the termination of the proceedings against him. His/her suspension is
automatic from the date of arrest till termination of proceeding.
The dismissed, removed or suspended employee is entitled to appeal to the
Director General (head of department) alter to his disadvantage, conditions of service,
pay, allowances or pension.
In cases where the suspension of employees have been held to have been
unjustifiable or not wholly justifiable or he is re-instated after being dismissed removed
from service or suspended, the Director General (head of department) may grant him pay
and allowances for the period of absence.

49

F 7.

RETIREMENT:

The retirement from the service followed by the Director General (head of
department) office is regulated under section 13 of the Civil Service Act, 1973 (Act No.
LXXXI of 1973). The process of retirement and pension initialized by the Admn-I
section for the approval of competent authority i.e. Director General, PBC.
In terms of this section, a civil servant/Government employee shall retire
from service:
1.

2.

50

In case of such date after the completion of 25 years of service of an

employee or servant qualifying for pension or other retirement benefits as
the PBC granted.
Where the employee or servant comes on the completion of 60 years of
age.

G 1.

LABOUR MANAGEMENT RELATIONS:

1.

2.
3.

G 2.

Labour management function is the part of the functions of Administration

wing because union of PBC office has been banned since 1990. The only
way to solve employees related problems is Staff Welfare Association.
Union Activities banned since 1990 have been restored by 2005 and Staff
Welfare Organization have been emerged into "United Staff
Organization".
Collective Bargaining Agent (CBA) is elected through all units of PBC by
the process prescribed in the labour laws.
PBC employees in PBC scale No. 1 to 5 who are workman are eligible to
be the members of the union.

QUALITY OF WORK LIFE:

Quality of Work Life (QWL) is and important concern of managers and
employees of organizations. Employees would be provided quality of
work life conditions in order to perform their jobs effectively, which is the
responsibility of care takers who works under the direction of Admn.
Officer (Admn-II).
QWL includes all issues such as career development, conflict resolution,
communication, wellness, job security, a safe environment, equitable
compensation, employee participation and pride but some of these are not
directly done by care takers of PBC.

51

SECTION H-CRITICAL ANALYSIS

H 1.

Theoretical Concepts Relating to Practical Experience.

1. PBC mostly follows the Government rules and policies rather than to make
their own rules and policies.
2. Compensation policy of PBC is not attractive as compares to other
organizations/corporations. Payment packages are such that it doesnt even
meets the basic needs of life.
3. There is a vertical line of authority, which is very time consuming because
one file moves upwards from Admn-I/II sections for approval of higher
authorities and moves downwards, following the same directions.

4. There is need to review the promotion policy of PBC.

5. There is no selection Criteria for employees training.
6. There is lack of training which ultimately increases the minus points of
organization.
7. Employees of PBC have hired some houses for accommodation but owners of
these houses are not given rent at right times that creates several problems for
employees because owners pushes them for early payments.
8. House hiring ceiling amount is very low for each cadre of service.

9. Ideas/suggestions are not encouraged in public sector.

10. There is no concept of creativity. There are rules of thumb and these have to
be followed at any cost.
11. There is acute need to enhance their welfare, hajj policies.

12. Lack of communication between lower staff and higher authorities.

52

H 2.

SWOT ANALYSIS OF PBC

STRENGTHS:
1. Coverage of remote areas.
2. Skilled & qualified Engineering and Programme Staff.
3. Training Academy.
4. Reply of anti Pakistan Propaganda.
5. Better Pay and allowances structure.
6. New broadcast technology.
7. Educational and informational programme.

WEAKNESSES:
1. Members of Board of Directors are not employee of Corporation.
2. Mostly Directors are serving in PBC on deputation.
3. Political influence.
4. Poor Planning regarding the recruitment of contract employees
5. Bad labor management relations.
6. A Promotion criteria is not excellent.
7. Lack of communication between staff and Management.
8. Ideas and suggestion are not encouraged. There is no concept of creativity.

OPPORTUNITIES:
1. Development of information system.
2. Improve news collection system.
3. Highly qualified and trained labor in open market.

53

THREATS:
1. Government policies.
2. Competitors.
3. Reduction in the number of listener.
4. New mode of entertainment and dissemination information and news like TV,
Newspapers etc.
5. Change in technology.
H 3.

SWOT MATRIX:

SWOT Matrix.

Current State

Proposed
State

Future Need for Change

1. PBC acceptable world 1.

Internationally
wide.
acceptance up to the
Opportunities.
mark.
2.
Listener/Customer
friendly environment.
2. Environment can
be further improved.
3. Market acceptability.
3.
Satisfactory
4. Speedy compliance.
training standards.
Strengths/

1. Customer/Listener
relationship should
be
more
strengthened.
2. Enhanced generic
job descriptions for
all fields' positions.

Expansion
to
employees 4. Further expansion 3.
further penetrate in
required.
the market.
6. Paidup capital.
5. Management vs. 4. Special emphasis
staff
coordination to
7. Vast network.
improve
the
required.
coordination.
8. Expansion.
6.
Promotion 5. Management and
9. Loan policies.
standards enhanced staff
promotion
as
per
future criteria
to
be
10. Skilled management.
requirements.
reviewed.
12. Midterm promotions.
5. Superior
training.

54

Weaknesses/
Threats

1. Contract restriction
policies on employees.
2. Less profit rate.
3. Employees demotivation due to less
pay.
4. Old employees not
comfortable.
5. Lack of coordination.
6. World recession.

55

1. Restriction policy
will de-motivate
employees.

1. Erase restriction
policy on employees

2. Profit rate needs

review.

2. Profit rate must be

improved through
advertisement policy.

3. Employees
benefits to be
reviewed.

3. Employees
benefits should be
enhanced.

4. Employees will
loose interest in the
organization.

4. Special emphasis
to improve the
coordination.

5. Lack of
coordination affects
the organization.

5. Need to educate
and motivate the
staff.

H 4.

RECOMMENDATIONS:

1.

Members of Board of Directors must be employees of PBCs. If members

are selected from outside the department they cannot ascertain the
difficulties of employees and department. There is need to select Board of
Directors members form inside the organization.

2.

Management position like (Director Administration, Director Finance, etc)

is fulfilling on deputation by Ministry of I&B, Ministry select people from
other department for these position and they perform their duties in PBC.
They are not aware from working methodology of PBC, have no relations
with subordinates, problems of employees, difficulties of department.
Ministry wants to promote the internal capable employees on these
management positions. Give them training if necessary, it would be
beneficial for the organization.

3.

Being Government institute there is lot of political pressure on

management and their influence in the operational matters. Therefore
management cannot make decision with its own consent. Management has
fear of Government and trying to follow their instruction. Political
influence destroyed the department performance, goodwill. Management
want to make polices to abolish the Government influence, utilize its
powers and make decision in the interest of the organization.

4.

Former Department of Radio Pakistan was Converted into Corporation on

20/12/1972. Since then PBC has not formed its own rules & regulations
which may be formed.

56

5.

Up gradation in pay scales allowed to federal/provincial employees must

be extended/awarded to PBC employees (clerical staff) as a matter of
principle.

6.

PBC have appointed a large number of employees on contract basis to

meet the acute shortage of staff. These contract/daily wages employees are
aggrieved for denial of regularization of their services despite being in
services of the PBC ranging 3 to 10 years against the regular vacancies
and also being paid less wages than prescribed despite clear cut policy of
the Government that such employees should be regularized. These
employees must be regularized without any delay to meet the ends of
justice.

7.

Management and labour relation are not good. Bad relation between
management and labor affect the performance of organization, its
reputation. Make cause of decline in the working efficiency, capacity of
employees. There is need to improve labor and management relations.

8.

Promotion criteria are no well. Employees take a huge time to get

promotion to the next scale. There is need to make new channel of
promotion, enhance Nos of post in all cadres and fix reasonable time for
promotion (3 years, 4years) form one scale to next scale.

57

9.

There is communication gap between the management and employees.

This communication gap is the result of hiring people on deputation for
management position. Employees have no relations with those officers an
they also have no concern from them. Employees feel hesitation to discuss
their problems with them. There is need to reduce this communication gap
between management and staff to improve the performance of department.

10.

The contractual staff of PBC should be regularized in lieu of the

Notification of Government of Pakistan.

58

11.

In this era of terrorism PBC employees should be trained against fire

hazards and disaster management through Civil Defence Department of
Pakistan who is conducting training of fire fighting and disaster
management through out the year.

12.

Housing scheme should be developed for the employees of PBC.

13.

Hiring amount should be included in salary packages until employees have

been accommodated.

14.

Payments of houses hired by employees should be given to their owners as

early as possible after completing all requirements so that employees may
perform their jobs effectively without any stress.

15.

There should be proper selection criteria in order to train employees.

16.

Management training should be extended to Producers, Admn/Accounts

Officers, News Editors, Senior Broadcast Engineers and other managerial
staff.

17.

Ideas, suggestions, recommendations should be encouraged in public

sector as is done in Private Broadcast channels.

18.

Lower level employees should be included in hajj policies because Naib

Qasids, Chowkidars and drivers cannot afford Hajj expenses as compared
to upper level employees.

19.

Quality of Work Life (QWL) should be improved by providing Hygiene in

each sub-Office and branch of PBC, Islamabad. Proper measures should
be adopted to avoid accumulation of dust.

20.

Labour management relations should be increased; it will definitely

increase the output of the organization.

21.

Sanitary and disposal system should be up to the mark.

22.

The amount of scholarship being paid to the children of PBC employees

once in a year is insufficient and needs to be enhanced.

23.

Quota should be fixed in recruitment in PBC Scale No.1 to 5 for the

children of PBC employees.

59

H 5.

CONCLUSIONS:

In Pakistan radio has played a significant role in bringing awareness and

technological change in rural areas through the introduction of special programmes.
Radio Pakistan through its 31 stations located at as many places in the
country as on air for more than 300 hours daily in the Home Service using 21 languages
and reaches 80% of the area and 96.5% of the population of the country. Nearly half the
time is devoted to information and education and remaining half to entertainment. In its
programme-fare PBC makes use of all the formats in order to reach its listeners by
catering to their interests. Programme fare is a balanced combination of information
entertainment specially music and education. General programme categories are music
(48%), religious (12.5%), News and current affairs (25%), Women Children and Labour
(5%), Youth-Students (3%), Forces (2%), Rural & Farm (10%),Drama/Features (2%),
Publicity Campaigns (2%) and Science, Technology, Health (2%) and Sports (2.5%).
Radio gives special attention to sports because in games like Cricket and Squash.

Pakistan Broadcasting Corporation plays a very important roll in media.

According to the gallop survey 15.88million people are listening to
Pakiatan Broadcasting Corporation which is 22% of the total population of Pakistan out
of which 24% are the male listeners and 20% are the female listeners.
Regarding HRM proper attention given to regularize the services of
contractual staff; it shall bring smart working change in the environment and above
recommendations should be considered to execute; it will beneficiation for the employees
and also for the organization. The revolutionary change in the field of HRM is the use of
information technology, now the old mind set of personal management where
maintenance of personal files, pay bills, promotions, efficiency bar, leave matter; should
be changed and use of information technology should be applied. It should be used to be
considering Human resource principles.
The globalization of the economy is accelerating as a result of the advance
of the information technology revolution. In order to respond to international
competition, there is a clear tendency for Pakistan Broadcasting Corporation to pursue
strategies for making viable investment decisions on a global scale. The societies,
economies, and cultures of countries are being heavily impacted. PBC is passing through
the phase of transition towards HRM wings, and when the HRM department will fully

60

functioning with the use of information technology; there will be notified improvement in
HRM function and redundancy being replaced with competency and skill.
The relationship between HR and management is becoming more
collaborative. HR executives are beginning to earn a seat at the management table. HR
offices are becoming more consultative and involved in day-to-day line management
activities. Nevertheless, there is still a long way to go if HR is to become a strategic
partner at all levels. To do so, HR needs to build its own internal competencies to deal
with organizational issues, educate itself on agency and program missions, and find ways
to offer creative and innovative solutions to organization wide issues.

61

References:
Wayne F Cascio. Managing Human Resource 5th Edition.
Stephens Robbins, Coulter. Management 7th Edition.
Fred R. David Strategic Management 11th Edition.

PBC Act and the Service Regulations Vol-1 Regulations cell PBC,
Headquarters Islamabad 1983.
Admn. Records of Pakistan Broadcasting Corporation.

http://www.radio.gov.pk
http://www.pbcfw.org
http://www.abouthr.com

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