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HEAD OFFmCE

Mian Tyre & Rubber Co. Ltd.

100-A, Saint John Park, Abid Majeed


Road,
Opposite Fortress Stadium,
Lahore Cantt. - Pakistan.

Tel: +92-42-111-55-4444
Fax: +92-42-36661674

Emails:
panther@miantyre.com
info@miantyre.com

ABOUT MIAN TYRE & RUBBER COMPANY LIMITED

PANTHER, The brand of Mian Tyre & Rubber Co. Ltd. has been a trade mark for quality Tyres &
Tubes since 1983. High standard manufacturing of Tractor, Forklioft, LTV, Motorcycle, Bicycle,
Scooter, Moped, Caravan and Wheel Barrow Tyres & Tubes has made PANTHER a well-
reputed name with millions trusting & relying on the brand.

Committed to Quality

At MIAN TYRE & RUBBER COMPANY LIMITED, they continue to stay committed to enhancing
the quality of our products and upgrading our technologies. It goes without saying thatthey adhere
to the highest standards of safety. Testimony to their endeavours is the fact that we are the first and
only Pakistani Tyre company to be awarded the mSO 9002 certification.

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½ a  q p  t aa t 


 
PANTHER enjoys long s nd ng relations ips with leading ½s   ½
Y   UZUKm
 
m
m  K ½ ad ½  Working closely with our partners' Research and Technology
departments they manufacture scientific highly durable, customized Tyres for all customers  By
creating new business opportunities, reducing costs, getting to market faster and increasing customer
satisfaction, their OE  partners have empowered us to grow exponentially 

sa  & p t

   
ëI  YE  E   ëP Y IëI E ! has established our R & D centre with the vision of
innovating designs that would greatly enhance Tyre performance. Their centre is equipped with the
most modern IT-based tools like, which enable them to create a large number of computer-generated
designs within a short period of time. These superior tools empower them to analyze and test our
designs virtually, enabling them to speed up their manufacturing processes and reduce our time-to-
market.

Their in-house, specialized predictive testing facilities allow them to conduct high-end tests on our
Tyres, making it possible for them to predict performance without subjecting the Tyres to rigorous
on-field tests.

Their research and testing initiatives give them a sharp technological edge over their competitors,
and empower them to manufacture new-generation products that keep pace with the ever-evolving
Global market.

ts

Mian Tyre & Rubber Co. ltd. an illustrious name in Tyre industry is striving hard to expand the scope
of Pakistanƞs Tyres & Tubes exports around the globe. Accreditation from FPCCI, in the form of Export
Trophy Awards, would serve as a milestone in achieving their ambitious objective. They are
determined to continually play their leading role with pride, in order to earn greater respect for their
company and country. They have attained this position by offering high quality product to
international customers.

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D   

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To be the leader in tyre technology by building the Company¶s image through quality
improvement, competitive prices, customers¶ satisfaction and meeting social obligations.

  

y To offer quality products at competitive prices to our customers.

y To endeavour to be the market leader by enhancing market share, consistently improving


efficiency and the quality of our products.

y To improve performance in all operating areas, so that profitability increases thereby


ensuring growth for the company and increasing return to the stakeholders.

y To create a conducive working environment leading to enhanced productivity, job


satisfaction and personal development of our employees.

y To discharge its obligation to society and environment by contributing to social welfare and
adopting environmental friendly practices and processes.

P S

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|  /  y

We have developed a comprehensive range of tyres designed to suit all machines
and applications, providing the definitive response to the farmer's needs.

-   y

We offer wide range of tyres of forklift tyres which are cost effective and
dependable in the long run.

á    J  y

Having a comprehensive infrastructural set up and a pool of technically trained
manpower, we are manufacturing and exporting a comprehensive range of jeep
tyres.

ëy y

The capability of modern motorcycle tyres is extraordinary, with tyre technology
making enormous strides over the last few years. Ordinary road riders can now
buy stock tyres that offer levels of grip and control.

ë  / S  y

Our moped / scooter tyre range excels in terms of grip , durability , strength and
versatility . They're particularly well suited to the latest generation of scooters
and small motorcycles.

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 W  
/ 
 y

We are manufacturing economical, durable & innovative Three Wheeler Tyres to
meet the standards of our assemblers and dealers. This reflects our dynamic &
progressive approach backed up with excellent resources.



Butyle and natural rubber tubes of all sizes.

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    *++

Managerial Staff: 120

Workers: 1800

 , + ,  

Executives: Less than 1%

Workers: 5%

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º 
      

Mian Tyre & Rubber Co. Ltd. has a separate department to manage the human resource
of the organization that is responsible to systematically reviewing human resource
requirements to ensure that required number of employees, with the required skills is
available when needed. They prefer the internal employees for the recruitment over the
external recruitment and a forecast for the supply of HR within the organization. They
use skills inventory for middle management and they use replacement charts for
operational level employees.

Functions of HR department:
1. Recruitment
2. Selection
3. Retention
4. Retrenchment (Firing)

1. Recruitment in Mian Tyre & Rubber Co. Ltd.

Mian Tyre & Rubber Co. Ltd. has got very flexible culture and it believe in outsourcing its
recruitment process. Moreover it uses either the electronic media or the print media
advertise its vacancies. However exceptions and they sometimes recruit peoples from
educational institutions.

They are following EEO and AA strictly as they do not discourage in any department. And
exceptionally they use university recruiting as for their external recruitment.
They are following the internal recruitment method and for this purpose they do job
posting.

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Mob Advertisement by Mian Tyre & Rubber Co. Ltd.

   

      
 
         ! 

Company Name: Mian Tyre and Rubber Co Ltd

The Company is looking for young dynamic, result oriented and self-motivated individuals who are
eager to perform in a competitive business environment Current...more

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Company Name: Mian Tyre and Rubber Co Ltd

The Company is looking for young dynamic, result oriented and self-motivated individuals who are
eager to perform in a competitive business environment Current...more

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Company Name: Mian Tyre and Rubber Co Ltd

The Company is looking for young dynamic, result oriented and self-motivated individuals who are
eager to perform in a competitive business environment Current...more

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         ! 

Company Name: Mian Tyre and Rubber Co Ltd

The Company is looking for young dynamic, result oriented and self-motivated individuals who are
eager to perform in a competitive business environment Current...more

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         ! 

Company Name: Mian Tyre and Rubber Co Ltd

The Company is looking for young dynamic, result oriented and self-motivated individuals who are
eager to perform in a competitive business environment Current...more

# #  


         ! 

Company Name: Mian Tyre and Rubber Co Ltd

The Company is looking for young dynamic, result oriented and self-motivated individuals who are
eager to perform in a competitive business environment Current...more

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2. Selection in Mian Tyre & Rubber Co. Ltd.

They select people on the basis of their qualification and skills in order to meet the
strategic business goals of their business. They also strictly follow the EEO and AA
policies during the selection process.

Steps in Selection Process of Mian Tyre & Rubber Co. Ltd.

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3. Retention in Mian Tyre & Rubber Co. Ltd.
Mian Tyre & Rubber Company arranges annual dinners and different sports event and
they have also introduced an award ceremony known as employees performance
awards. They arrange monthly dinners for the middle management staff.

For retaining the employees they have introduced certain bonuses and incentives. Such
that they have provided housing, health insurance, education allowance, maternity
allowance and the company also pay some percentage of the utility bills. The incumbents
are also paid 65 % of the total income earned in three months as quarterly bonuses.
Once in a year they get a free pair of tyres for their vehicle with a fixed price range from
any outlet of Mian Tyre & Rubber Co. Ltd. The mangers are provided with all the up
listed facilities with an exception of a car fuel is financed is financed by the company.

 Retrenchment in Mian Tyre & Rubber Co. Ltd.



Mian Tyre & Rubber Co. Ltd. hire the person who have the skills and ability to do work
for a long time .They mainly fire people on the serious breach of agreement, misconduct,
punctuality and upon not achieving their given targets and once the management has
decided to fire a person they give one month prior notice to the respective employee and
once the employee is fired can never be hired again moreover they do not conduct any
exit interview. They do not believe in extending the outplacement facility to their
employees.

c 8989  I , Uni ersit of Punjab Lahore, Pakistan shahabkhan22@gmai om 0900-323-4019149 Page 12
  
   

      

  
 

The way in which something functions. The efficiency in which something reacts to or competes its¶
intended purpose.

Performance can be defined as the success in meeting pre-defined objectives, targets and goals.

  


Management isthe act of managing something.

Organization and coordination of the activities of an enterprise in accordance with


certain policies and in achievement of clearly defined objectives. 

  
   
 

Performance Management is a goal-oriented process directed toward ensuring that organizational


processes are in place to maximize productivity of employees, teams, and ultimately the
organization.

 The field of performance management can comprise two separate types of management.
In one aspect of performance management, an analyst may view the performance of a
company as a whole, and also evaluate the effectiveness of the managers and heads of
companies in reaching goals. In another sense, performance management may be a
system of evaluating employees to help them reach reasonable goals and thus ensure that
the company performs better. This discussion will focus on the latter definition.

 The larger process of defining what employees should be doing, ongoing communication
during the year, linking of individual performance to organization needs, and the
evaluating of appraising of performance.

      
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 The assessment of an employee's effectiveness, usually as undertaken at regular intervals.



   
  ""   is the process of obtaining, analyzing and recording information
about the relative worth of an employee. The focus of the performance appraisal is

  
")  the actual performance of the employee and also the future
potential of the employee. Its aim is to measure what an employee does.


c :;:;  I , Uni ersit of Punjab Lahore, Pakistan shahabkhan22@gmai om 0900-323-4019149 Page 13
 A Process by which a manager or consultant (1) examines and evaluates an employee's
work behavior by comparing it with preset standards, (2) documents the results of the
comparison, and (3) uses the results to provide feedback to the employee to show where
improvements are needed and why. Performance appraisals are employed to determine
who needs what training, and who will be promoted, demoted, retained, or fired.

 The regular (usual annual) process where an employee¶s performance for the year is
assessed by manager and/or employee. It is only one part of the performance
management approach. Usually means the same as "performance review".

 Personnel evaluation method seeking the measurement of employee work effectiveness


using objective criteria. Performance appraisal systems hope to achieve higher productivity
outcomes by delineating how employees meet job specifications. A major challenge for
performance appraisal systems is to define performance standards while maintaining
objectivity.

Performance appraisal (PA) is one of the important components in the rational and systemic
process of human resource management. The information obtained through performance appraisal
provides foundations for recruiting and selecting new hires, training and development of existing
staff, and motivating and maintaining a quality work force by adequately and properly rewarding
their performance. Without a reliable performance appraisal system, a human resource
management system falls apart, resulting in the total waste of the valuable human assets a
company has.

!    *"
""  "  
  ""  

1. Evaluative
2. Developmental

 Ô   
 is intended to inform people of their performance standing.
The collected performance data are frequently used to reward high performance and to
punish poor performance.

 Ô    
 is intended to identify problems in employees
performing the assigned task. The collected performance data are used to provide
necessary skill training or professional development.

!  ""    "  
  ""   must be clearly communicated both to raters and
ratees, because their reactions to the appraisal process are significantly different depending on the
intended purpose. Failure to inform about the purpose or misleading information about the
purpose may result in inaccurate and biased appraisal reports.

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        ) "  #




In order for performance appraisal information to be useful, the PA system must be able to
consistently produce reliable and valid results. Measurement items in the performance appraisal
system must be designed in such a way that the results of rating are consistent regardless of the
raters and the timing of the assessment.

Another critical criterion in developing a PA system is the validity of the measurements. It is


important to make sure that the appraisal items are really measuring the intended performance or
target behavior. If they are not, the PA system encourages the wrong kind of work behaviors and
produces unintended, frequently negative, organizational outcomes. For instance, if the number of
traffic violation tickets issued is an item in performance appraisal of police officers, it encourages
them to sit on a corner of a street and pull over as many violators as possible during heavy traffic
hours. The true purpose of a police force, which is public safety, may become secondary to issuing
a large number of tickets for many officers.

+! ,)    "  
 #""   

The first important step in developing a PA system is to determine which aspects of performance
to evaluate. The most frequently used appraisal criteria are traits, behaviors, and task outcomes.

  Many employees are assessed according to their traits, such as personality, aptitudes,
attitudes, skills, and abilities. Traits are relatively easy to assess once a rater gets to know ratees.
But traits are not always directly related to job performance. Trait-based assessment lacks validity
and thus frequently raises legal questions.

- ! )  For many jobs, performance is so broadly defined or so conceptual in nature² such as
ensuring public safety in the police department²that it is hard to come up with reliable
performance measures. In such cases, desirable behaviors can be identified and assessed in the
belief that such behaviors lead to successful performance. Such behavior- focused assessment
encourages employees to adopt desirable behavioral patterns in the workplace.

. 
 When information about task outcomes is readily available, it is the most
appropriate factor to use in evaluating performance. When an organization has a clear and
measurable goal as in the case of a sales force, this approach is recommended. However, it has its
own pitfalls. There is a problem if employee behaviors are not directly related to the task out-
come. Too narrow a focus on measuring out-come only sometimes results in unintended negative
consequences. When sales staff narrowly focuses on target sales figures to increase their
performance measure, for example, they are encouraged to help a few large-volume customers
and to ignore many smaller buyers. This may result in poor customer service on the floor.

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+!,)   /

The most common raters of performance are employees' immediate supervisors, who are usually
in the best position to know and observe the employees' job performance. They are also
responsible for employees' work. Their evaluation is a powerful tool in motivating employees to
achieve successful and timely completion of tasks. However, as a result of working together over a
long time with the same employees, the immediate supervisor may build up a fixed impression
about each employee and use it every time he or she has to evaluate performance.

Some companies find that subordinates are in an excellent position to observe and evaluate their
managers' performance, especially when it comes to measuring effective management of their
department. While there is merit in asking subordinates to evaluate how they are managed, such
evaluation may turn into a popularity contest. Accurate and objective assessment may not be
obtained if employees are fearful of possible retaliation from their supervisors. Anonymity of the
evaluators is key to the successful use of subordinates for objective evaluation.

Other raters who are frequently used in some companies include peers, customers, and the
employees themselves. Peer evaluation is particularly useful when teamwork and collegiality are
important to successful task performance. Peer pressure is sometimes a powerful motivator in
encouraging teamwork among members. Customer satisfaction is vital to a company's success and
can be used in performance appraisal. Many companies systematically collect performance
information from customers, typically through anonymous surveys and interviews. Self-
assessment is also a useful means, especially when the performance appraisal is intended to
identify the training and development needs of potential employees.

Each of these raters contributes to assessing certain aspects of performance. Since job
performance is multidimensional in nature, it is important to use different raters or a combination
of multiple raters depending on the goal of a performance appraisal system. This multi-rater
evaluation, or so-called 360-degree feedback system, is becoming increasingly popular among
many American corporations, including General Electric, AT&T, Warner Lambert, and Mobil Oil.

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Mian tyre & Rubber Company Limited believes that in order to ensure the reliability and validity of
a PA system, a company must design the evaluation process carefully and develop appropriate
measuring scales. Among the many assessment methods developed by Human Resource
Management experts, commonly used ones include the

y MBO ± Management By Objective Method


y 360-degree Performance Appraisal Method
y Graphic Rating Scale,
y Behaviorally Anchored Rating Scale,
y Narrative Technique,
y Critical-Incident Method,
y Multi-person Comparison Method,
y Forced Distribution Method

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± Specifying the performance goals that an individual and his or her manager agree
the employee will to try to attain within an appropriate length of time.

2 -0$ 

± Employee involvement creates higher levels of commitment and performance.


± Employees are encouraged to work effectively toward achieving desired results.
± Performance measures should be measurable and should define results.

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!  3 "!      is the simplest and most popular method for performance appraisal.
As shown on Figure 1, the Graphic Rating Scale offers a list of areas related to job performance. A
manager rates each employee on the listed areas according to a numerical score. Although this
method is relatively simple and quick to complete, some experts question its validity and
reliability. Without elaborate description, appraisal items and scores are subject to various
interpretations of raters.

! - ! )  #!      &-# 

In order to overcome pitfalls of the Graphic Rating Scale, numerous other methods have been
developed. !  - ! )   #!       &-# ', illustrated in Figure 2, offers
rating scales for actual behaviors that exemplify various levels of performance. Because raters
check off specific behavior patterns of a ratee, PA results of BARS are more reliable and valid than
those of the Graphic Rating Scale. Human resource managers must carefully analyze each job and
develop behavior patterns pertinent to various levels of performance for the job before they use
the BARS.

! 4   )  ! 5 is a written essay about an employee's job performance prepared by a


rater. The essay typically describes the rate's job-related behaviors and performance. Without
standard performance description, it is a cumbersome task for raters to write an essay for several
employees. For example, a rater can be asked to describe the activities, achievements, and level
of performance of the employee in a completely open-ended format (unstructured narration).
Alternatively, the rater can be provided with some structure to use in the evaluation; for example,
"Describe briefly the activities, achievements, and level of performance of the staff member in the

c DEDE  I , Uni ersit of Punjab Lahore, Pakistan shahabkhan22@gmai om 0900-323-4019149 Page 18
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c   IAS, University of Punjab Lahore, Pakistan shahabkhan22@gmail.com 0900-323-4019149 Page 19



(  Forced Distribution on a Bell-Shaped Curve

  )  0  )  

Accuracy is critical to performance appraisal. In order to obtain accurate performance information,


raters must provide objective and unbiased ratings of employees. But, because it is almost
impossible to develop a perfectly accurate performance checklist, managers' subjective opinions
are frequently called for. Many companies use some combination of subjective and objective
assessment for actual performance appraisal.

Yet there are numerous problems in the actual assessment of employee performance, mainly due
to rater bias. Some raters tend to rate all employees at the positive end rather than to spread
them throughout the performance scale; this is called "leniency." Alternatively, "central tendency",
which places most employees in the middle of the scale, also raises concern about possible
appraisal error.

Another common error in performance appraisal is the halo effect. This occurs when a manager's
general impression of an employee, after observing one aspect of performance, influences his/her
judgment on other aspects of the employee's performance.

Researchers have found that personal preferences, prejudices, appearances, first impressions,
race, and gender can influence many performance appraisals. Sometimes raters' personal opinions
or political motives creep into the performance appraisal process. They intentionally inflate or

c Z[Z[  I , Uni ersit of Punjab Lahore, Pakistan shahabkhan22@gmai om 0900-323-4019149 Page 20
deflate performance ratings of certain employees as a way to punish them or promote them out of
the department.

Using unreliable and invalidated performance appraisals may cause a legal problem. A number of
court cases have ruled that the performance appraisal systems used by many companies were
discriminatory and in violation of Title VII of the Civil Rights Act.

In order to avoid legal problems, companies must develop an appraisal system based on careful
job analysis and establish its reliability and validity. They must give clear written instructions to
raters for completing evaluations and provide them adequate training if necessary. The company
must allow employees to review the results of the appraisals. Human resources departments must
play a key role in the development and implementation of an effective performance appraisal
system. (http://appraisals.naukrihub.com/definition-concept.html)

„ &-  '   
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If appraisal is to be effective, staff must see the process attempting to meet their needs;
otherwise the system will not work. This means Heads of Department do need to form an overview
of the issues raised by their staff and if appropriate feed these into the planning process. Appraisal
should result in: Benefits for the individual:

‡ Gaining a better understanding of their role

‡ Understanding more clearly how and where they fit in within the wider picture

‡ A better understanding of how performance is assessed and monitored

‡ Getting an insight into how their performance is perceived

‡ Improving understanding of their strengths and weaknesses and developmental needs

‡ Identifying ways in which they can improve performance

‡ Providing an opportunity to discuss and clarify developmental and training needs ‡


Understanding and agreeing their objectives for the next year.

‡ An opportunity to discuss career direction and prospects.

„,&-  '!   
  " ) 
   

‡ Opportunities to hear and exchange views and opinions away from the normal pressure of work

‡ An opportunity to identify any potential difficulties or weaknesses

‡ An improved understanding of the resources available

‡ An opportunity to plan for and set objectives for the next period

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‡ An opportunity to think about and clarify their own role

‡ An opportunity to plan for achieving improved performance

‡ An opportunity to plan for further delegation and coaching

‡ An opportunity to motivate members of the team.

„ &-  '!   7  

‡ A structured means of identifying and assessing potential

‡ Up-to-date information regarding the expectations and aspirations of employees

‡ Information on which to base decisions about promotions and motivation

‡ An opportunity to review succession planning

‡ Information about training needs which can act as a basis for developing training plans

‡ Updating of employee records (achievements, new competencies etc)

‡ Career counselling

‡ Communication of information






















c ^_^_  I , Uni ersit of Punjab Lahore, Pakistan shahabkhan22@gmai om 0900-323-4019149 Page 22

$  ) 
      

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A scheme in which rewards are offered to managers or other employees conditional on certain
performance targets being met. Apart from cash bonuses, such rewards may include shares or
share options, health insurance, gym membership, or corporate entertainment.

   - *   $  ) 

Salary is the fixed amount paid by the firm, whereas incentive is other than salary.

,%
"  Providing free education to the children of the workers, providing free health care
facilities for their family, etc. it is often in case of mine workers.




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c `a`a  I , Uni ersit of Punjab Lahore, Pakistan shahabkhan22@gmai om 0900-323-4019149 Page 23
   #  º 
      

The main purpose of the survey that was conducted at the Mian Tyre & Rubber Co. Ltd. was just to
analyze how the HR system and the Incentive System is being managed within the organization.
Mian Tyre & Rubber Co. Ltd. is following stringent policies for its HR system and it has not been
revised for years. I conducted the survey by using the following methods.

$ ) *
8   
0 )   !


I conducted the interviews with the middle management and the low level management. I used
the structured interview method while interviewing both the middle as well as the low level
management. As far as the middle management is concerned we interviewed all the relevant
employees that are included in the HR tribunal. My main purpose for conducting the interviews
was just to examine that how actually the HR department is managing the human resource of the
organization and what are the tools and the policies that are being implemented in order to
achieve the organization¶s strategic objectives. On some similar questions that asked from both of
the levels i was having conflicts e-g as per the interview with the HR manager we were told that all
the employees that are working directly on the machines are qualified with the matriculation
certificate but when i asked the same questions from the workers, i found that the statement of
the HR manager was totally conflicting the words that were said by the workers because almost
half of the total population of the workers in the production area have not been passed the
matriculation level. We also came to know about the turnover rate of employees that was 8 % per
annum. As per the interview with the HR manager of Mian Tyre & Rubber Co. Ltd. i came to know
that the organization has strong retention policy and they go into the bargaining with the workers
and employees for their retention and it is favourable for the organization.

We distributed few questioners among which half of the questioners were distributed among the
middle level employees and half were distributed to the low level employees. Only the close ended
questions were asked form both levels of management so that they can easily answer the question
and i can easily conclude the statistics without any ambiguity. The questioner method helped me a
lot to gather the real facts and figures regarding the management of Human resource within the
organization e-g through using the questioner method i came to know about whether the
incumbents are satisfied by the HR system of the organization or not and more than 80% of the
workers were satisfied with the current HR system working in the organization. Through the

c bcbc  I , Uni ersit of Punjab Lahore, Pakistan shahabkhan22@gmai om 0900-323-4019149 Page 24
questioner method i also came to know that on some questions the low level employee¶s answers
were being conflicted with the middle level employee¶s answers as. By this we can easily have an
idea that how far the HR system is being working properly within the organization. By analyzing
the statistics of the low level employees we can critically analyze the HR system of the
organization.

   #  #


 $  ) 
    
 

1. 2erformance Management is no properly implemented.


2. There is no consistency in 2erformance Appraisal System.
3. There are no strict rules for Incentives. Employees are granted incentives on the basis of
͚Tenure͛ and ͚2erformance͛ both.

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c   IAS, University of Punjab Lahore, Pakistan shahabkhan22@gmail.com 0900-323-4019149 Page 28



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c   IAS, University of Punjab Lahore, Pakistan shahabkhan22@gmail.com 0900-323-4019149 Page 32



   
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