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HRM All Notes PDF
HRM All Notes PDF
1. Introduction to HRM
2. Job Analysis
3. Source of Recruitment
4. Selection Process
5. Career Management
6. Compensation System
7. Performance Appraisal
8. Stress Management in an Organization
9. Employee Rights and Discipline
10. Business Communication
Introduction to HRM
Functions of HRM
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Personal Management to Human Resource Management
Personal Management
The Personal Management is in fact the old concept of HRM which has been used
up to 1970’s. During 1980’s both terms remained under use for the same purpose in an
organization.
Shifting from Personal Management to HRM
Today’s Human Resources management historically known as personal
management deals with formal system for the management of people within the
organization.
Environment Challenges
Environment challenges refer to forces external to the firm that are largely beyond
manager’s control but influence organizational performance. Some important
environment challenges are;
• Rapid change
• Work force
• Globalization
• Legislation
• Technology
• Skill shortage and the rise of the service sector
Organizational Challenges
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Human Resource Planning (HRP)
Planning is a comprehensive framework for making decision in advance.
Human Resource Planning systematically forecasts an organization’s future
demand for and supply of employees. The HR planning is more common in large
organizations because it allows them to:
Importance of HRP
HRP has become more important in recent years for a number of reasons like:
• Globalization of Business
• New Technologies
• The changing skill levels in the workforce
• The changing demographics of the workforce
• Mergers and Acquisitions
• Legal Developments
Requirements for Effective HR Planning
2 Job Analysis
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• Job Specification: A document containing the minimum acceptable qualifications
that a person should possess in order to perform a particular job.
• Job Description: A written statement of what the job holder actually does, how
he or she does it, and under what conditions the job is performed.
The Interview:
Three type of interviews managers use to collect Job Analysis data are individual,
group and supervisor. The interview guidelines are:
• The Job Analysis and supervisor should identify the workers who know the job
best an would be objective
• Establish a rapport with the interviewee
• Follow a structural guide or check list
• List duties in order of importance and frequency of occurrence
• Review and verify the data
Questionnaire:
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Observation:
• Direct observations are useful when Jobs consist of mainly observable
• Reactivity can be a problem with direct observations
• Managers often use direct and interviewing together.
Sources of Data
Main sources of collection of data for Job Analysis are:
• Employees
• Supervisor
• Manager
• Job Analyst
• Outside Consultant
3 RECRUITMENT
• Goals of Recruitment
Mainly there are two recruitment goals
• To Attract Qualified Applicants
• To Discourage Non Qualified Applicants
SOURCE OF RECRUITMENT
Basically organizations are available by the two main sources of recruitment
which are:
I. External Recruitment.
II. Internal Recruitment.
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I. Internal Recruiting Sources
B) Job posting
In the job posting system the organization notifies its present employees about job
openings through the use of bulletin boards, company publications, or personal letters.
An effective job posting system involves the following guidelines:
• Job posting should be prominent.
• Clear job specification should be communicated so that applicants assess
themselves either they are eligible to apply or not.
• Once the decision is made, all applicants should be informed about the decision.
• Job posting systems generally work quite well.
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Disadvantages of Internal Recruitment
• Creates a narrowing thinking and stale ideas
• Creates pressures to compete
• Creates homogeneous workforce
• Chances to miss good outside talent Requires strong management development
programs specially to train for technology.
•
II. External Recruiting Sources
1) ADVERTISING
A way of communicating the employment needs within the firm to the public
through media such as radio, newspaper, television, industry publications, and the
Internet.
Some times organizations can perform the recruitment function through blind
advertisements where in no identification about the company is provided to applicants.
Companies can use blind advertisements for many reasons e.g.
• Company wants to keep the recruitment in low profile so that lesser number of
applicants should apply in order to discourage the irrelevant people.
• Advertisement is made just for the purpose of test marketing for example just to
have knowledge about the supply of applicants in labor market etc.
2) EMPLOYMENT AGENCIES
An organization that helps firms recruits employees and, at the same time, aids
individuals in their attempt to locate jobs. There are two types of the employment
agencies i.e.
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Both of these sources provide coordination between the organizations and
applicants who are searching for jobs, for this service they use to charge a fee
.Employment agencies are able to tailor their services to the specific needs of the clients
For example some agencies Specialize in a particular employment areas, such as
engineering, human resource or Computer programming, etc.
3) SPECIAL EVENTS
It is a recruiting method that involves an effort on the part of a single employer or
group of employers to attract a large number of applicants for interviews.
4) INTERNSHIPS
A special form of recruiting that involves placing a student in a temporary job.
There is no obligation on the part of the company to permanently hire the student and no
obligation on the part of the student to accept a permanent position with the firm.
5) PROFESSIONAL ASSOCIATIONS
Associations in many business professions such as finance, marketing,
information technology, and human resources provide recruitment and placement
services for their members. Professional associations and trade organizations provide a
valuable service in bringing together professional and professional job openings. Most
professional organizations have newsletters, annual meetings and trade publications that
advertise job openings.
7) CYBER RECRUITING
Organizations can also use web sites and internet sources to recruit people
application submission test and interview and other recruitment and selection activities
can be performed online.
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ALTERNATIVES TO RECRUITMENT
When an organization decides to add personnel to its staff, it makes a significant
financial investment. Recruitment and selection costs are high, especially for
professionals, technical and managerial employees. Therefore before an organization
decides to recruit new employees, it ought to consider the feasibility of other alternatives.
1) Outsourcing
Out sourcing is the process of transferring responsibility for an area of service and
its objectives to an external service provider instead of internal employee.
2) Contingent Workers
It is also known as part-timers, temporaries, and independent contractors,
comprise the fastest-growing segment of our economy.
4) Overtime
Perhaps the most commonly used method of meeting short-term fluctuations in
work volume is through the use of overtime.
4 SELECTION
“The selection process is a series of specific steps used to decide which recruits
should be hired. The process begins when recruits apply for employment and ends with
the hiring decision.”
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Employment Function
Recruiting and selection are combined and called the employment function in
many HR departments. In large HR department, the employment function is the
responsibility of the employment manager. In a smaller department, the HR manager
handles these duties.
Selection Criteria
1. EDUCATION
2. COMPETENCIES
3. EXPERIENCE
4. SKILLS AND ABILITIES
5. PERSONNAL CHARECTRISTICS
Applicant who is best fit should be hired instead of hiring a person with extra
ordinary skills it means right person for right job should be hired. Person who is over or
under qualified for the particular job will not be able to adjust in the organization.
SELECTION TESTS
A. EMPLOYMENT TESTS
B. JOB INTERVIEWS
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EMPLOYMENT TESTS
I. Administration of selection tests
4. Reliability: The extent to which a selection test provides consistent results. If a test has
low reliability, its validity as a predictor will also be low. To validate reliability, a test
must be verified.
5. Validity: The extent to which a test measures what it purports to measure. If a test
cannot indicate ability to perform the job, it has no value as a predictor.
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c. Job Knowledge Tests
This sort of test is designed to measure a candidate’s knowledge of the duties of
the position for which he or she is applying.
B JOB INTERVIEWS
THE EMPLOYMENT INTERVIEW:
I. Interview Planning:
3. Interpersonal skills: If an individual cannot work well with other employees, chances
for success are slim. This is especially true in today’s world with increasing emphasis
being placed on the use of teams.
4. Personal qualities: Personal qualities normally observed during the interview include
physical appearance, speaking ability, vocabulary, poise and adaptability.
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2) Behavior Description Interviewing
A structured interview that uses questions designed to probe the candidate’s past
behavior in specific situations. It avoids making judgments about applicants’
personalities and avoids hypothetical and self-evaluative questions. Benchmark answers
derived from behaviors of successful employees are prepared for use in rating applicant
responses. Questions asked in behavior description interviewing are legally safe because
they are job related.
a. One-On-One Interview
In a typical employment interview, the applicant meets one-on-one with an
interviewer. As the interview may be a highly emotional occasion for the applicant,
meeting alone with the interviewer is often less threatening.
b. Group Interview
Several applicants interact in the presence of one or more company
representatives.
c. Board Interview
One candidate is interviewed by several representatives of the firm.
d. Stress Interview
Intentionally creates anxiety to determine how an applicant will react to stress on
the job.
a. Snap Judgments:
This is where the interviewer jumps to a conclusion about the candidate during
the first few minutes of the interview. Using a structured interview is one way to help
avoid this, as well as properly training the interviewers.
b. Negative Emphasis:
When an interviewer has received negative information about the candidate,
through references or other sources, he or she will almost always view the candidate
negatively. The best way to avoid this is to keep references or other information from the
interviewer. If possible, have different people do the reference checks and the interviews
and not share the information until afterwards.
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c. Poor Knowledge of Job:
When interviewers do not have a good understanding of the job requirements,
they do not make good selections of candidates. All interviewers should clearly
understand the jobs and know what is needed for success in those jobs.
d. Pressure to Hire:
Anytime an interviewer is told that he or she must hire a certain number of people
within a short time frame, poor selection decisions may be made. This type of pressure
should be avoided whenever possible.
5 CAREER MANAGEMENT
Career can be defined as a general course of action a person chooses to pursue throughout
his or her working life
I. Career planning
Career planning is an ongoing process through which an individual sets career goals
and identifies the means to achieve them. The process by which individuals plan their
life’s work is referred to as career planning.
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II. Career Development
A formal approach taken by an organization to help its employees acquire the
skills and experiences needed to perform current and future jobs is termed as
career development.
Career development differs from training .It has a wider focus, longer time frame,
and broader scope. The goal of training is improvement in performance; the goal
of development is enrichment and more capable workers.
In a formal discussion, the superior and subordinate may jointly agree on what
type of career planning and development activities are best.
In other instances, psychologists and guidance counselors provide this service.
In an academic setting, colleges and universities often provide career planning
and development information to students.
Students often go to their professors for career advice.
b) Company Material
The firm’s performance appraisal system can also be a valuable tool in career
planning and development.
Noting and discussing an employee’s strengths and weaknesses with his or her
supervisor can uncover developmental needs.
If overcoming a particularweakness seems difficult or even impossible, an
alternate career path may be the solution.
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d) Workshops
Some organizations conduct workshops lasting two or three days for the purpose
of helping workers develop careers within the company.
Employees define and match their specific career objectives with the needs of the
company.
At other times, workshops are available in the community that the company may
send the worker to or workers may initiate the visit themselves.
f) Software Packages
Some software packages assist employees in navigating their careers.
There are numerous Web sites available that provide career planning and career
counseling as well as career testing and assessment.
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6 COMPENSATION SYSTEM
PAY
Pay is a statement of an employees worth by an employer.
Pay is a perception of worth by an employee.
COMPENSATION An overview
COMPENSATION
The total of all rewards provided to employees in return for their services.
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EMPLOYEE EQUITY
Employee equity exists when individuals performing similar jobs for the same
firm are paid according to factors unique to the employee, such as performance level or
seniority.
TEAM EQUITY
Team equity achieved when more productive teams are rewarded more than less
productive teams.
COMPENSATION POLICIES
An organization often establishes compensation policies that determine whether it
will be a pay leader, a pay follower, or strive for an average position in the labor market.
PAY LEADERS
Pay leaders are those organizations that pay higher wages and salaries than
competing firms.
PAY FOLLOWERS
Companies that choose to pay below the market rate because of poor financial
condition or a belief that they simply do not require highly capable employees.
ORGANIZATIONAL POLITICS
Political consideration may also enter into the equation. A sound, objective
compensation system can be destroyed by organizational politics.
Managers should become aware of this possibility and take appropriate action.
ABILITY TO PAY
An organizations assessment of its ability to pay is also an important factor in
determining pay levels.
Financially successful firms tend to provide higher than average compensation. However,
an organization financial strength establishes only the upper limit of what it will pay.
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LABOR MARKET AS DETERMINANT OF FINANCIAL COMPENSTION
COMPENSATION SURVEYS
Large organizations routinely conduct compensations surveys to determine
prevailing pay rates within labor markets.
Provide information for establishing both direct and indirect compensation.
COST OF LIVING
A pay increase must be roughly the equivalent to the cost of living increase if a
person is to maintain a pervious level of real wages.
LABOR UNIONS
When a union uses comparable pay as a standard for making compensation
demands, the employer must obtain accurate labor market data. When union emphasizes
cost of living, management may be pressured to include a cots of living allowance.
[COLA]
ECONOMY
In most cases, the cost of living will rise in an expanding economy. Thus, the
economy s health exerts a major impact on pay decisions.
LEGISLATION
The amount of compensation a person receives can also be affected by certain
federal and state legislation.
JOB EVALUATION
That part of a compensation system in which a firm determines the relative value
of one job compared with that of another.
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1……….PERFOMANCE BASED PAY
PA data provide the pay, skill based pay, and competency based pay.
[1]MERIT PAY
A pay increase given to employees based on their level of performance as
indicated in the appraisal.
[2] BONUS
The most common type of variable pay for performance and is a one time
award that is not added t o employees base pay.
[3] SKILL BASED PAY
A system that compensates employees on the basis of job related skills and
knowledge they possess, not for their job titles.
[4] COMPETENCY BASED PAY
A compensation plan that is rewards employees for their demonstrated
expertise.
2……..SENIORITY
The length of time an employee has been associated with the company, division,
department, or job is referred to as seniority.
3………EXPERIENCE
Regardless of the nature of the task, very few factors have a more significant impact
on performance than experience.
5………POTENTIAL
Organizations do pay some individuals based on their potential.
People in professional jobs are initially compensated primarily for the knowledge
they bring to the organization.
Many professional employees eventually become managers. The dual track provides a
separate pay structure for professional, which may overlap a portion of the managerial
pay structure.
Line managers perform the function of job evaluation that is based for the
compensation systems.
Basic compensation packages are mostly recommended by the line managers in the
organizations.
All these information is communicated to the employees by HRM department.
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Beside communicating this information HRM department also facilitates the
departments in establishing rates of pay, monitoring in job evaluation process, and
conducting salary surveys in order to establish procedures for administering pay plans,
and to ensure compliance with antidiscrimination laws.
TOTAL COMPENSATION
Total compensations constitutes of two types of the rewards which are direct
rewards and indirect reward.
Direct rewards include the salaries, wages, commission, bonuses and gain sharing
all of these rewards are directly paid to employees in monetary or financial terms, second
type of the rewards are benefits provided by organization.
Benefits are not direct payments in financial terms.
7 PERFORMANCE APPRAISAL
Many of the external and internal environmental factors can influence the appraisal
process.
Legislation requires that the appraisal systems be nondiscriminatory.
The labor union might affect the appraisal process by stressing seniority as the basis for
promotions and pay increases.
Factors within the internal environment can also affect the performance appraisal process.
The type of corporate culture can serve to help or hinder the process.
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USES OF PERFORMANCE APPRAISAL PROCESS
1.Lack of Objectivity:
•A potential weakness of traditional methods of performance appraisal is that they lack
objectivity.
2.Halo Error:
Occurs when the evaluator perceives one factor as being of paramount importance and
gives a good or bad overall rating to an employee based on this factor.
3.Leniency/Strictness:
The giving of undeserved high or low ratings.
4.Central Tendency:
•Occurs when employees are incorrectly rated near the average or middle of the scale.
6.Personal Bias:
•Supervisors doing performance appraisals may have biases related to their employees’
personal characteristics such as race, religion, gender, disability, or age group.
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8 STRESS MANAGEMENT IN AN ORGANIZATION
STRESS MANAGEMENT
Stress is the body’s nonspecific reaction to any demand made on it. For various reasons,
programs dealing with stress and its related problems are becoming increasingly popular.
Personal Factors
Stress factors outside the job and job environment also may affect job
performance. Factors in this category include the family, financial problems, and living
conditions.
SYMPTOMS OF STRESS
Internal Symptoms
Internal symptoms include Worry or anxiety, Confusion, and an inability to
concentrate or make decisions, Feeling ill, Feeling out of control or overwhelmed by
events, Mood changes, Depression, Frustration, Helplessness, Restlessness, Being more
lethargic, Difficulty sleeping, drinking more alcohol and smoking more, Changing eating
habits, relying more on medication.
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Behavioral Symptoms
Behavioral Symptoms include, talking too fast or, too loud Bad moods being
irritable Defensiveness Being critical Aggression, Irrationality, Overreaction and reacting
emotionally, Making more mistakes, Changing work habits, Increased absenteeism,
neglect of personal appearance, etc
MANAGING STRESS
Experts emphasize that some stress is healthy and moderate stress is the key to survival.
1. Individual coping approaches
2. Organizational coping approaches
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9 EMPLOYEE RIGHTS AND DISCIPLINE
EMPLOYEE RIGHTS
1. Federal and state government has enacted laws giving employees specific
protection in their relationship with their employer.
2. The courts have also been willing to protect workers from wrongful discharge.
4. There are many laws and regulations governing human resource management that
have been created to help define, maintain, and preserve employee rights.
5. Discrimination have essentially give people the rights to work without being
evaluated on the basis of non job relevant factors such as religion, origins, sex or
race.
6. Minimum wages legislation gives people the right to expect a certain base level of
compensation for their work.
7. Labor laws give employees the right to organize and join a labor union ender
certain prescribed circumstances.
8. Employee rights allow them to engage in conduct protected by laws and social
sanctions.
9. Federal and state governments have enacted laws giving employees specific
protection in their relationship with their employer.
10. The courts have also been willing to protect workers from wrongful discharge.
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CATEGORIES EMPLOYEE RIGHTS
STATUTORY RIGHTS
The key statutory rights can be found in laws such in civil rights acts, the
occupational safety and health act (OSHA), and the National Labor Relations Act
(NLRA). These rights protect employees from discrimination, safe working conditions,
right to from unions.
CONTRACTUAL RIGHTS
A written employment contract details the terms of the employment relationship.
These contracts usually address such issues as seniority, due process, and wrongful
discharge.
Besides written contracts, there are implied contracts. Employee handbooks,
employment policies, and statements made by an interviewer or manager may be
interpreted by the courts as implied contracts.
OTHER RIGHTS
Beyond statutory and contract rights, employees may have rights to ethical
treatment, limited free speech, and limited privacy.
MANAGEMENT RIGHTS
Management rights are the rights to run the business and to retain any profits generated.
This includes the right t direct the work force (i.e., to hire employees and set pay levels).
Often, these rights are residual.
Residual rights are those remaining that are not affected by contracts or other (i.e., EEO)
Laws.
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EMPLOYEE AT WILL
A common law doctrine stating that employers have the right to hire, fire, demote, or
promote whomever they choose, unless there is a law or contract to the contrary and
Employees have the right to quit and got another job under the same constraints.
The employment-at-will rule was adopted in the
nineteenth century.
Workers were free to terminate their relationship (employment) for any reason, so the
courts deemed it fair for employers to be able to do the same.
Such a rule has stacked the deck in favor of the employer, giving wrongfully
discharged employees little legal recourse.
Nevertheless, employment-at-will is limited in certain situations.
These include cases of public policy exceptions, implied contracts, and lack of good
faith and fair dealing.
DISCIPLINING EMPLOYEES
Employee discipline is a tool that managers use to communicate a need to change
behavior. Traditionally, such discipline is performed by supervisors. But, when teams are
used, it may be the team's responsibility.
Progressive Discipline
The most commonly used form of discipline, progressive discipline, consists of a series
of management interventions that gives employees opportunities to correct their behavior
before being discharged.
Positive Discipline
Encouraging employees to monitor their own behaviors and assume responsibility for
their own actions is called positive discipline. Management still intervenes, but with
counseling sessions as opposed to punishment.
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10 EFFECTIVE COMMUNICATION ANDOFFICIAL CORRESPONDENCE
COMMUNICATION
•“You are not only responsible for what you say, but also for what you do not say”
Martin Luther
COMMUNICATION
•“Perhaps you will forget tomorrow the kind words you say today, but the recipient
may cherish them over a lifetime”
Dale Carnegie
•“A single conversation with a wise man is better than ten years of study”
Chinese Proverb
COMMUNICATION
•A Process in which, one person or group transmits some type of information to
another person or group.
•Communication is a process through which Managers coordinate, lead, &
influence their subordinates.
EFFECTIVE COMMUNICATION
•It is process of sending message in such a way that message received is as close in
meaning as possible to message intended.
•“Effective Communication starts with listening”
•Communication skills can make or break Career of an Organization.
TOWARD EFFECTIVE COMMUNICATIONTEN COMMANDMENTS OF
LISTENING
•Stop talking
•Put talker at ease
•Show talker you want to listen
•Remove distractions
•Empathize with talker
•Be patient
•Hold your temper
•Go easy on argument and criticism
•Ask questions
•Stop talking
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EIGHT KEYS TO ACHIEVE COMMUNICATION
•Communicate a clear vision.
•Focus “Attention on the customer”.
•Reinforce the Vision by taking action.
•Bring in “Competent Skilled People”.
•Move Information Quickly.
•Focus on the “Right things”.
•Check all organizational system.
•Invite involvement for clarification.
TECHNIQUES TO IMPROVE ORGANIZATIONAL COMMUNICATION
•Emphasis on Teamwork
•Improve Reporting System
•Focus on Employees Participation & Involvement.
•Improve Management System
•Change the Organizational Culture.
•Flatter Hierarchy.
•Cross Functional Teams.
COMMUNICATION ACTIVITIES SOME BASIC TRUTHS ABOUT
COMMUNICATION
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•Use short & familiar words
•Use personal pronouns (such as “you”) whenever appropriate.
•Give illustrations & examples; use charts.
•Use short sentences & paragraphs.
•Use active verbs, as in “Mgr plan…”
•Avoid unnecessary words.
FORMS OF OFFICIAL CORRESPONDENCE
1. Letter
2. Memorandum
3. Office Memorandum
4. Demi – Official letter
5. Un – Official Note
6. Endorsement
7. Summary for the President/Prime Minister and Cabinet
8. Office Order
1 LETTER
Letter form is used to issue all formal sanctions to provincial governments,
public bodies and individuals etc.
Government of Pakistan,
Federal Public Service Commission
No.F.4-4/75-Admn. Aga Khan Road, Ramna F-5/1,
30
It has been observed by the undersigned that Mr. Abdul Rashid, Assistant is
in a habit of leaving office without permission. Last week he left station and availed
4 days Casual Leave without prior permission. Today he left office and went to
A.G.P.R., without taking permission.
•2 He is, therefore, advised that in future, he will not leave office without taking
prior written permission even for short leaves.
Sd/-
(S.S.MOMIN)
Assistant Director
Mr.Abdul Rashid,
Assistant, FPSC,
Islamabad.
3 OFFICE MEMORANDUM
OFFICE MEMORANDUM
No.F.19/46/57-R.W
Government of Pakistan,
Establishment Division,
OFFICE MEMORANDUM
The undersigned is directed to say that it has been decided that Government
servants who are deputed to undergo training at Training Institutions at a station
other than their headquarters will be entitled to draw T.A. & D.A as below:
1. Traveling Allowance as admissible on tour; and
2. Daily Allowance at usual rates as admissible under the rules.
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Sd/-
(M. Arif)
Deputy Secretary(Regulation)
Telephone……………
All Ministries/Divisions of the
Government of Pakistan
4 D.O.LETTER
This form is used for correspondence between two officers when personal
attention is required in a matter.
It is addressed to an officer by name as
“My dear” or “Dear Mr.”
“My dear” is usually used for an officer of equal status, while for a senior officer
“Dear Mr.” should be used.
Name & Designation along with telephone number of sender is given under the
crest.
DEMI-OFFICIAL LETTER
D.O.No.2-3/2004-Admn.
Government of Pakistan
Establishment Division
Secretariat Training Institute
Plot No.7, Sector H-9,
Islamabad, the 30th November, 2008.
Kindly refer to our O.M. of even number dated the 8th August, 2004 regarding
training schedule of the newly recruited officers BPS-17.
I shall be grateful if you could look into the matter personally with a view to
finalizing it at an early date.
With profound regards. Yours sincerely,
Sd/-
(MUHAMMAD TARIQ)
Mr. Javed Iqbal,
Deputy Secretary.
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5 UN-OFFICIAL NOTE
This form is used for consultation between:
–Ministries/Divisions.
–Ministries/Divisions and Attached Departments.
–Also used for submission of summaries to the Prime Minister/President etc.
Method of consultation:
UN-OFFICIAL NOTE
SECRETARIAT TRAINING INSTITUTE
ISLAMABAD
Mr. Jamil Ahmed, Director, Federal Public Service Commission
telephoned me today. They want to see the Establishment Division file containing their
agreement to the Draft Recruitment Rules for the post of Instructor, Urdu (BPS_17). File
No.3(6)/81-T.I. is herewith forwarded to the Commission, with the request that if may be
returned to us as early as possible.
Sd/-
(ASIF ALI)
Deputy Director
Federal Public Service Commission (Mr. Jamil Ahmed, Director) Islamabad.
S.T.I u.o. No.3-1/2008(Admn), dated 25-11-2008.
6 ENDORSEMENT
•This form is used for forwarding a copy of document for information and further
necessary action in the matter to:
a) Another Ministry/Division.
b) Attached Departments.
c) Subordinate Offices.
•This form may also be used for sending copies of routine matters such as tour
programmes to provincial governments.
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7 SUMMARY SPECIMENSECRET
Government of Pakistan
Ministry of Law & Justice and Parliamentary Affairs
(Parliamentary Affairs Division)
***********
SUMMARYU FOR THE PRESIDENT/PRIME MINISTER
Subject: APPOINTMEN T OF CHIEF ELECTION COMMISSIONER
2. The following names are suggested for consideration for appointment to this post:
a) Mr. A
b) Mr. B
c) Mr. C
All the three persons fulfill requirements necessary for appointment to this post.
Bio-data of all these persons is placed at annexure-I to III for perusal.
4. The Minister for Law and Parliamentary Affairs has seen and approved
submission of this summary.
Sd/-
Secretary
Ministry of Law & Parliamentary Affairs
Secretary to the President
President's Secretariat (Public), Islamabad.
Ministry of Law & Parliamentary Affairs U.O. No.2-3/2004-Admn,
Dated: 28-11-2008
8 OFFICE ORDER
This form is used for conveying instructions to be followed in an office and
for notifying (not in the gazette) appointments, transfer, promotions, leave etc. of
the non-gazatted staff (BPS-1-15)
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OFFICE ORDER SPECIMEN
Government of Pakistan
(Establishment Division)
SECRETARIAT TRAINING INSTITUTE
**********
No.8-15/81-Admn. Islamabad, the 29th November
2008
OFFICE ORDER NO.40/2008
Sd/-
(M.NASEERUDDIN)
Assistant Director
DISTRIBUTION:
All Officers/Staff members of the S.T.I. Islamabad.
Office Order File
Office Order Register
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