CASE STUDY OF “UNVERSITY OF BUSINESS ENGINEERING AND TECHNOLOGY” (HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT

)

BA - 552

AUTHORS OF REPORT:
KHWAJA HABIB JEHANGIR (ROLL # 16) TAIMOOR (ROLL # 34) MBA – III (EVENING) KARACHI UNIVERSITY BUSINESS SCHOOL MUHAMMAD

DATE OF SUBMISSION:
10TH JUNE, 2009

SUBMITTED TO:
MR. AMIR BAIG

EXECUTIVE SUMMARY:
This case study was assigned to us by our HUMAN RESOURCE MANAGEMENT course teacher, Mr. Amir Baig to judge our understanding of the concepts regarding the course. We are very thankful to our teacher who is working very sincerely to improve our concepts and understanding about the prescribed course and has given this assignment to us so that we can deal with real life situations regarding the human resource management of an organization

This is a case study related to the different matters of UNIVERSITY OF BUSINESS ENGNEERING AND TECHNOLOGY, which is one of the reputable business and engineering institutes of Karachi. The main issue described in the case is regarding the management and different aspects of human resources such as recruitment and selection policies and procedures, performance management of employees, compensation management and pay scales, training and development requirements and deficiencies in other peripheral areas like employee motivation, grievance handling, organizational structure etc. In this report, we were required to design a formalized HR system for the university which is responsible for handling the matters of university which include Development of recruitment and selection policies, procedures and tools Development of performance management criteria and tools Compensation management Training and development needs Solution to Problems regarding other peripheral areas of the university.

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TABLE OF CONTENTS:
1. BACKGROUND INFORMATION #4 2. OBJECTIVES OF REPORT #4 3. ABOUT HUMAN RESOURCE MANAGEMENT #4 4. MAJOR ISSUES #5 5. RECOMMENDATIONS #7 6. DESIGN OF PROPOSED HR SYSTEM #8  RECRUITMENT AND SELECTION Page # 8 PERFORMANCE MANAGEMENT Page # 9 Page Page Page Page Page Page Page

 COMPENSATION MANAGEMENT # 11  TRAINING AND DEVELOPMENT Page # 13 OTHER PEROPHERAL ISSUES Page # 14

7. ANNEXURE – 1 # 17 8. ANNEXURE – 2 # 23

Page Page 3

9. ANNEXURE – 3 # 24 10.ANNEXURE – 4 # 26 11.ANNEXURE – 5 # 27 12.REFERENCES # 29

Page Page Page Page

BACKGROUND INFORMATION:
The case study is on a university which is one of a leading business and engineering institute in Karachi. There are many issues which are discussed in the case. The different issues like recruitment and selection, performance management, compensation and pay scales and training and development procedures and policies are discussed in the case.

OBJECTIVES OF THE REPORT:
The main objective of the report is to point out the main issues regarding the human resource management system of the university and to give recommendations for improvement of that system. Also we have to design a formalized HR system for the university to streamline the issues regarding the human resources. Basically, this practice is to judge our concepts gained about HUMAN RESOURCE MANAGEMENT and to deal with real life situations properly.

ABOUT HUMAN RESOURCE MANAGEMENT:
Human resource management (HRM) is the strategic and coherent approach to the management of an organization’s most valued assets - the
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people working there who individually and collectively contributes to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple sense, HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989). The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial engineering, industrial, Legal/Paralegal Studies and organizational psychology, industrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management. One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:[6]
• • • •

Strategic business partner Change management Employee champion Administration

However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.

MAJOR ISSUES IDENTIFIED:
RECRUITMENT AND SELECTION: • The first issue is with the recruitment sources utilized. The university has no internet website and the job advertisement is placed in only one newspaper (Dawn) which is not in the reach of many people of the
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country. Also the job advertisement is placed once in a year. The candidate has to visit the university to collect the information, forms regarding the vacancy which can make the candidate reluctant to apply for the job. • The application forms received for the post of teaching and nonteaching staff (management and non-management cadre) are scrutinized by a clerk who is not so qualified for this work and to judge the applicants’ capabilities for the job. Job descriptions are not prepared which is also a major issue. Number of interviews can make a candidate reluctant for the job in the university. The interview panel develops the questions independently so there is no consistency in the questions. No generalized interview assessment tools are utilized. Vice chancellor is involved in the selection of candidate of nonteaching managerial level position. The hiring is so much discreet that the candidates come to know about the post after the time of joining.

• • • • • •

PERFORMANCE MANAGEMENT: • • • There is no formal appraisal process adopted. The appraisal process seems to be influenced by biasing as there is only one appraiser. No practice of evaluation of visiting faculty is present.

COMPENSATION MANAGEMENT: • • • No formalized pay structure is present. Mid-term pay increments are done to retain the unsatisfied employees which also cause demotivation in other employees. The pay structure is not competitive to market.

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The security and janitorial personnel are third party employees. There pay structure is not satisfactory.

TRAINING AND DEVELOPMENT: • • There are no formal training and development programs developed for skill enhancement of the employees. The faculty members lack in administration skills because of which serious administrative and disciplinary issues are occurring.

OTHER ISSUES:

The grievances and other disciplinary issues are not handled properly by the Admin. Manager and he wants to solve them without any inquiry and investigation.

Because of above issues the university is not capable of retaining the good employees and despite the job security, the employee turnover is too high.

RECOMMENDATIONS:

More external resources should be utilized so that more competent candidates could be made available. The emphasis should also be on internal resources like university alumni, database of the students who are doing masters so that a proper candidate for the proper post is available. The advertisement should be placed in the leading newspapers and website as soon as there is a vacant position is available. The university should develop its website so that it can be used as an external source of recruitment and also for information.
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• The applications should be reviewed by a management cadre staff member.

Formalized tools and procedures of recruitment and selection should be adopted for recruitment and selection of employees for example application forms, planned questions to be asked in the interview, interview assessment forms etc.

• The hiring process should be made transparent and there should be no chance of outside interference. • The job descriptions for every post should be developed.

Selection authority for selection of employees for posts like lecturer, assistant professors etc. should be transferred to the head of departments as the deans are too busy and don’t have the time to sit in the interviews. Also the selection authority for the selection of nonteaching managerial level positions should be given to head of department / manager – HR / manager administration and director administration. Formalized tools and procedures should be adopted for performance management of both permanent and temporary employees. The process should eliminate biasing. The pay scales should be such developed so that there should be both internal and external equity. It will help to retain good employees and will also motivate them for work. Training needs analysis should be done in parallel with performance management so that the deficiencies like administration skills, communication skills etc. in the work force could be eliminated.

• Proper handling of disciplinary issues is necessary to keep the environment of the university as smooth as possible. • The bottom line is that there should be a proper HR department which should be capable of dealing with the issues discussed above and streamlining the human resources for benefit of the university.

DESIGN OF PROPOSED HR SYSTEM:
RECRUITMENT AND SELECTION:
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While recruitment methods are wide and varied, it is important that the job is described correctly and that any personal specifications are stated. Job recruitment methods can be through job centers, employment agencies/consultants, headhunting, and local/national newspapers. It is important that the correct media is chosen to ensure an appropriate response to the advertised post. Where organizations don't have the internal resource to be able to conduct an effective recruitment exercise this is where they may outsource this to a third party, typically a recruitment or hr consultancy that specializes in the area that the organization requires. Both internal and external sources of recruitment should be used i.e. the alumni and the students who are completing their masters degree should be kept in view for the faculty positions. All external resources will be used for employment purposes for example advertisements are published in all leading news papers and internet website of the university. The procedure to apply is pretty simple. The candidate has to download an application form (ANNEXURE – 1) which will be available on the university website free of cost and the applicant has to return it back duly filled with required documents by post in fife teen days from the date of publication of advertisement. The forms will then be scrutinized by the assistant manager - recruitment and the suitable candidates will be called for interview. The selection panel for hiring of teaching staff will consist of the head of the department in which the vacancy is available, two senior faculty members and manager HR. The selection panel for hiring of non-teaching staff will include the manager – administration of that department and the manager – HR. The selection panel for hiring of faculty members like head of departments, manager – administration etc. will include the director – administration, the manager – HR and the dean of the faculty. Similarly, the selection panel for hiring of deans, directors etc. will include deans of other faculties, the pro-vice chancellor and the manager – HR. The selection criteria are based on the educational qualification and previous experience of the candidate. The interview will be assessed through a prescribed format (ANNEXURE – 2) and then the final decision is made by the panel. If a candidate is selected by the panel, then it is approved by the Director – Administration which is endorsed by the Vice Chancellor.

PERFORMANCE MANAGEMENT:
Performance appraisal, also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part of
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career development. Performance appraisals employee performance within organizations

are

regular

reviews

of

Generally, the aims of a performance appraisal are to:
• • • • • • •

Give feedback on performance to employees. Identify employee training needs. Document criteria used to allocate organizational rewards. Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, etc. Provide the opportunity for organizational diagnosis and development. Facilitate communication between employee and administration. Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.

The performance management of the faculty members is done by using a prescribed format (ANNEXURE – 3) which is a STUDENT FEEDBACK FORM. It is a highly reliable technique for judging a teacher’s performance by keeping in view the opinion of the students whom they teach. Although it can involve biases but still it is a good tool for performance evaluation of the faculty members. The performance management of the non-teaching staff is done on a prescribed format (ANNEXURE – 4). It is done by manager – administration of each department in coordination with assistant manager – performance management and it involves the interview of the appraisee by the appraiser. Then the ratings given by the manager – administration are endorsed by the head of the department. It is an annual process.

COMPENSATION MANAGEMENT:
Compensation management is one of the important aspects of human resource management. The employees even get motivated when there external as well as internal equity. There are different compensation elements which can be combined to form a pay structure for different positions. The compensation elements which we have selected for teaching staff are base pay, convience allowance (10% of base pay), utility allowance (10% of base pay), house rent (20% of base pay), responsibility allowance (10% of base pay for lecturer, 20% of base pay for assistant professor, 30% of base pay for associate professor, 40% of base pay for professor / head of department), health allowance (50% of base pay). The compensation elements which we have selected for non - teaching staff are base pay, convience allowance (10% of base pay), utility allowance (10%
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of base pay), house rent (20% of base pay), health allowance (50% of base pay). The base pay is determined after market survey and keeping in view the inflation rate of the economy. There is also other facility which is provident fund. The employees’ contribution is 15% of the basic pay which is deducted every month. The income tax rate is 2.75% of the gross pay which is deducted. The minimum taxable income is Rs. 200,000 per year. Other benefits like Car with driver, mobile phone are provided at the professor level. The grades are assigned according to the qualification, experience, seniority and through performance management criteria. The sample compensation package for teaching staff of a department is as follows.

SAMPLE COMPENSATION PLAN FOR TEACHING STAFF

SAMPLE COMPENSATION PLAN FOR NON – TEACHING STAFF
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TRAINING AND CAREER DEVELOPMENT:
As part of the HR Strategy the Training & Development (T&D) Team is required to evaluate activity provided by the Corporate Training & Development Programme in order to demonstrate the effectiveness and impact of T&D on the achievement of the University’s objectives and priorities. Training evaluation is the process of identifying the need for and assessing the effect of a T&D activity (e.g. workshop, coaching, and teambuilding exercises) on the performance of individuals, teams and the organization. There are many models and frameworks of evaluation. The CIRO model is the one we have chosen to use as the basis for our process. It questions how needs have come about as well as what the outcomes are, fits easily with the University’s procedures like the appraisal scheme and builds on the current good practice guidelines for determining the allocation of staff development funds. C ontext – what needs to be addressed? I nput – what is likely to bring about the change required? R eaction – how did participants react to the T&D? O utcome – what are the immediate and longer term outcomes? This approach can be applied to all development and will assist staff and their managers in identifying and evaluating any T&D activity either from the Corporate Programme or locally arranged (e.g. mentoring, local training programmes etc.). These guidelines aim to:
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help you understand the process and your role in it Ensure consistency of practice in identifying the need for and evaluating the benefits of T&D activities.

The training needs analysis is done on the prescribed format (ANNEXURE – 5) along with the performance appraisal process. Also, the faculty members are sent on Ph. D from foreign universities so that they can be more beneficial for the university and can add in the reputation of the university. This is also a part of career development and succession planning because if a Ph. D teacher / faculty member retires or quits the job, the replacement should be available instantly. The training needs of non-teaching staff are identified by the Manager – Administration of the department and are sent for analysis to the assistant manager – training and development. Certain courses for enhancing teaching and student counseling skills are recommended so that the complain of students about lack of teaching skills in teachers could be rectified. Also the need of training to enhance the administration skills of the heads of departments is there.

OTHER PERIPHERAL AREAS:
HR PLANNING:
The HR department will be lead by a MANAGER who will report directly to Director – Administration. The subordinates of the manager will be four Assistant Managers who will work on different aspects like recruitment and selection, performance management and disciplinary matters, payroll and compensation management and training and development.

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ORGANOGRAM:
The revised organogram of the university will be as following:
VICE CHANCELLOR

PRO-VICE

MANAGER ACCOUNTS AND FINANCE

DEAN – BUSINESS HEAD OF DEPTT – BUSINESS DEPARTMENT OF SOCIAL SCIENCES

DEAN – ENGINEERING AND

DIRECTOR ADMINISTRATIO N

REGISTRAR ACADEMICS CONTROLLER EXAMINATIO CONTROLLER – STUDENT AFFAIRS

MANAGER HR

MANAGER ADMINISTRATIO N (SEPARATE FOR EACH DEPTT.)

HEAD OF DEPTT – MECHANICAL

HEAD OF DEPTT – ELECTRONICS

HEAD OF DEPTT – INFORMATION

HEAD OF DEPTT –

HEAD OF DEPTT – PHYSICAL SCIENCES

MANAGER – HUMAN

ASSTT. MANAGER -

ASSTT. MANAGER -

ASSTT. MANAGER PAYROLL AND COMPENSATION HEAD OF DEPTT (PROFESSOR –

ASSTT. MANAGER – PERFORMANCE MANAGEMENT AND DISCIPLINARY MATTERS

PROFESSOR - I PROFESSOR - II

PROFESSOR - II

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ASSOCIATE PROFESSOR - I

ASSOCIATE PROFESSOR - II

ASSISTANT PROFESSOR - I

ASSISTANT PROFESSOR - II

ASSISTANT PROFESSOR -

LECTURER – I

LECTURER - II

LECTURER - III

LECTURER - IV

JOB DESCRIPTION SAMPLE: • TEACHING STAFF (ASSISTANT PROFESSOR)
JOB SUMMARY: The position is for a full-time instructor who will be required to teach courses in PLC programming, process control, robotics, pneumatics, and the standard courses found in as AAS degree in electronic engineering. The position also requires the maintenance and upkeep of a small manufacturing system used for student training. This is a tenure track position meaning that after a three year trial period a continuing contract would be awarded based on performance. The teaching contract is for ten months. University of business engineering and technology offers an excellent benefits package which includes: provident fund, medical coverage etc. QUALIFICATIONS: The qualifications and skill requirements for this position include a Master's degree in Electronics or Electrical Engineering with proven industrial experience in one or more of the following fields: Photonics, electronics, robotics, industrial automation, advanced manufacturing, and/or telecommunications; and a proven track record of effective instruction. All instructors must meet the appropriate credentialing requirements for the Pakistan engineering council.
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ESSENTIAL JOB FUNCTIONS: The essential job functions and responsibilities for this position include, but are not limited to: instructing, preparing, and grading courses in the Electronics Department; maintaining regularly scheduled office hours to meet with students; maintaining industry contacts; providing leadership for an advisory committee and public school systems of the service district; promoting the Electronics Engineering Technology Program; and serving as an advisor to student organizations.

• NON - TEACHING STAFF (DIRECTOR ADMINISTRATION)
Job Summary: Directs the operations and strategic planning of customer/patient services, human resource, and financial management in support of the goals and mission of the University. Qualifications Bachelor's degree in Business Administration, Health Care Administration, clinical field, or related area, or equivalency; nine years of progressively more responsible management experience; and demonstrated leadership, human relations, and effective communications skills required. Masters degree in Business Administration or related Area preferred. Applicants must demonstrate the potential ability to perform the essential functions of the job as outlined in the position description. Essential Functions 1. Directs the development and implementation of human resource and financial goals as well as providing quality service to a diverse population. 2. Provides strategic direction for assigned units by setting short and long-term goals, estimating budgetary requirements for space and equipment, and planning and implementing special projects and policies. 3. Forecasts capital and operating budget needs in evaluating and reporting on the units market sensitivity, financial analysis, space
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utilization review, staff performance evaluation, etc. 4. Maintains effective control of the unit’s budget while ensuring that funds are used to meet the goals and mission of the university and department. 5. Directs special interdisciplinary projects having impact on the overall operation and strategic direction of the department including developing strategies consistent with the Universities continuous quality improvement program. 6. Oversees all aspects of human resource management including recruitment and retention of assigned staff. 7. Oversees the analysis and determination of appropriate staff mix to support patient/customer needs. 8. Ensures competency of unit management/supervisory staff through the development and/or presentation of educational programs and through on-going staff performance evaluation. 9. Facilitates cooperative and institutional relationships. Problem Solving: Incumbents in this position have the authority to manage assigned units and designated programs and services. Directs the planning and administration of the unit’s budget and makes spending decisions within budget guidelines. Oversees program development for assigned units and ensures that policies and procedures are followed. collaborative community and

GRIEVANCE HANDLING AND DISCIPLINARY MATTERS:
The grievance among the employees can cause a huge damage to the environment of the university, if this issue is not properly addressed. These issues and other disciplinary matters will be solved by Assistant Manager – performance management and disciplinary matters according to the policies of the university and will be responsible to develop such an environment in the premises of the university so that the employees could work as a team.

EMPLOYEE MOTIVATION:
Employee gets motivated when he feels that the organization owns him. This can be done by applying certain rules and regulations to improve the working environment of the organization. The organizations’ performance management system, recruitment system, training and development, career planning system etc. should promote equity and transparency which motivates the employees to work and in this way good employees can be retained. 17

ANNEXURE – 1
F/SOP/REG 01/14/03

UNIVERSITY OF BUSINESS ENGINEERING & TECHNOLOGY, KARACHI
APPLICATION FORM FOR EMPLOYMENT (Please Type out the Replies/Entries) Paste Recent Photograph

Post applied for ______________________________________________________ Department __________________________________________________________

BPS Advertisement Date:

Name:

Father’s Name: Husband’s Name:

Present Address: ________________________________________________ ________________________________________________

Permanent Address: __________________________________________________________

__________________________________________________________ ______________________Tele: _____________________ ____________________Tele: _________________________________

E-mail: ________________________________________ Nationality: ______________________ Religion: _________________________

E-mail: ___________________________________________________

N.I.C. NO:

-

-

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Date of Birth

Place of Birth

Province of Domicile:

Single / Married

Notice period required for joining

Registration No. PEC / PMDC / PCATP

Academic Qualifications (in chronological order)
Certificate / Diploma / Degree Main Subjects Name of School / College / University Year of Passing Grade / Division

F/SOP/REG 01/14/03 Research: If yes, please give details of the postgraduate research done, name of supervisor and institution, on a separate sheet. Publications: If yes, please give the details of research publications on a separate sheet (Do not attach any publication). Yes No Yes No

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Honours and Activities: (Scholastic honours, Seminars and Conferences etc.) If yes, please give the details on a separate sheet. Yes No

Employment Record and Job Experience (in chronological order)
Use separate sheet if required.

Department / organization

Name of post

Grade

Date From To

Total period

Brief description of Job

1. Whether applied previously? If yes, please give date.___________________________________________________________. particulars and

2. Particulars of family members, i.e spouse, father, mother, brother, sister and children, if any, working in the University must be correctly given. _________________________________________________________________________________________________. 3. I certify that all the entries in this application and enclosures are true to the best of my knowledge and belief, I have never been convicted due to any criminal or political activity.

Date: ______________

Signature of Applicant: ____________________

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REFERENCES: 1. Name: Address:
Contract Nos:

_____________________________________________________________________ _____________________________________________________________________

E. Mail:

2.

Name: Address: Contact Nos: E. Mail:

_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________

F/SOP/REG 01/14/03
INSTRUCTIONS: (Please read carefully) 1. Cost of application form in cash is Rs. 200/- and cost by sending it by post is Rs. 235/- in the shape of pay order in favor of Manager - Finance, University of Business Engineering and Technology, Karachi and or down load from our Website: http://www.ubet.edu.pk. and send pay order for Rs. 200/- in favor of Director Finance. Applications for the posts of Professors and Associate Professors etc. Where research publications are required shall not be entertained unless accompanied with the copies of required number of publications. (4 sets). All entries should be typed. Only one copy of this form is supplied against payment. After typing in the replies, candidates should get the extra required copies Photostat. All replies must be supported with documentary proof. Application whether received in person or by post after the prescribed date shall be summarily rejected. Employees of this University or of the Government and Autonomous bodies should apply through proper channel. They must however deliver 6 copies of their application in advance, so as to reach positively by the last prescribed date. Only one set of supporting documents duly attested by an officer of BPS-17 and above should be furnished. Attested copies of following documents are essential failing which application shall be rejected

2.

3. 4. 5. 6. 7.

8. 9.

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summarily: i) ii) iii) iv) v) vi) vii) 10. 11. 12. 13. 14. Date of Birth Domicile All Educational Certificates. Copy of PEC / PMDC / PCATP Registration (Where applicable). Copies of Research Papers or Publications, if any (4 sets). Character Certificates of two officers, of BPS-17 and above other than relatives bearing their name and full address. Four envelopes (size 9”x4”) containing the complete name and address of applicant(s).

In service applicants are required to bring, at the time of interview an evidence that their application has or was forwarded by their Departments, failing which they will not be interviewed. At the time of interview, all certificates in original must be brought. Additional Sheets may be used where necessary for detailed replies. Canvassing in any form or suppression of any material fact will disqualify the applicant. Candidate who have done their Doctorate should give full particulars of research done, mention name of Institute, name of Professor under whose guidance research was completed and attach 4 copies of their research publications, with dates of publications.

Page 3 of 3

ANNEXURE - 2
UNIVERSITY OF BUSINESS ENGINEERING AND TECHNOLOGY, KARACHI. Interview Assessment Form Name of candidate: Name of interviewer: Name of Department: _________________________ _________________________ __________________________ 22

For each candidate, please mark under each heading from 1-5 (5 = very strong in this area, 4 = quite strong, 3 = satisfactory, 2 = not very strong, 1 = weak in this area. If relevant information is not provided, please mark ‘N/A’)

PARAMETERS TO BE MEASURED
Knowledge / experience of position and role Relevant work experience, paid or unpaid Group work skills / communication skills Relevant educational qualifications Knowledge / experience of project work; voluntary work; management etc.

NOTES / COMMENTS

MARKS

General suitability (including personal attributes, work experience and career path)
Total Marks

ANNEXURE - 3
UNIVERSITY OF BUSINESS ENGINEERING AND TECHNOLOGY , KARACHI. Student Feedback Form
COURSE DELIVERY FEEDBACK FORM FILLED BY STUDENTS

Module Title / Teaching or Training Topic: ____________________
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Tutor / Lecturer Name: ________________________

TICK THE APPROPRIATE ANSWER IN YOUR OPINION FOR THE QUESTION  Structure: Excellent ; Very Good ; Good ; Average Bad  Style: Excellent ; Very Good ; Good ; Average Bad  Presentation: Excellent ; Very Good ; Good ; Average Bad  Depth of understanding of issues related to the question: Excellent ; Very Good ; Good ; Average Bad  Depth of discussion: Excellent ; Very Good ; Good ; Average Bad  Depth of analysis: Excellent ; Very Good ; Good ; Average Bad  Understanding word limits: Excellent ; Very Good ; Good ; Average Bad

 Quality of research: Excellent ; Very Good ; Good ; Average Bad  Use of resources: Excellent ; Very Good ; Good ; Average Bad  Overall: Excellent ; Very Good ; Good ; Average Bad
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Additional Comments:

ANNEXURE - 4
UNIVERSITY OF BUSINESS ENGINEERING AND TECHNOLOGY, KARACHI. PERFORMANCE MANAGEMENT (NON-TEACHING STAFF)

Annual Review at _________(time) on _________2009 (date)

How has the staff member performed against personal
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objectives/performance target previously set? What has the staff member achieved over and above the minimum requirements of his/her job description during the period under review? What are the strengths of the staff member as regards his/her job? What are the areas for personal action of the staff member as regards his/her job? Are there any training requirements that need to be addressed? How could the job be improved? Any other relevant comments?

ADDITIONAL COMMENTS

_________________________ Manager - Administration. Department.

__________________________ Head of

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ANNEXURE - 5 UNIVERSITY OF BUSINESS ENGINEERING AND TECHNOLOGY – TRAINING & DEVELOPMENT NEEDS ANALYSIS
Please complete this form to reserve a place on any Training & Development (T&D) programme.

You will find this form and the attached guidelines helpful when used in conjunction with induction/probation reviews, appraisals, performance reviews and/or any other discussions where staff T&D needs are identified. Please read the guidance notes attached to this form which explain the process from identification of a T&D need to the evaluation of the T&D received. Name: …………………………………………………………..……………………….…………............ Date: ………… ………......… Ext: ………………….………..

Job Title …………………………………………………..…………………………………………. Grade: ……… ……………… Name of training you wish to attend: ………………………………………………………………………………………….. Duration of training: …………………………………… ………..…………………. What objective(s) will this help you to achieve?

How will this benefit you/the team/the University/Service? 27

In submitting this form it is expected that you have discussed the above with your Manager and have their support to attend.

Please provide the name of your Manager: ………………….……………………………………………………………….. Manager’s Signature: ………………………………………………………………………………………………………………

REFERENCES:
 http://en.wikipedia.org 28

 www.unsystem.edu  www.neduet.edu.pk  www.higheredjobs.com  www.napier.co.uk

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