Evolution dynamics of digital HR system

at Pak Elektron Ltd (PEL)

Shumaila Naz and Shabnam Khan

Gentlemen, we have an appreciated business history of more than half a century, and the Shumaila Naz is PhD
business world around us is changing day by day. To survive in this cut-throat competition, Scholar at the
we must discard our traditional approach and update ourselves in line with the best Department of
contemporary management practices to gain sustainable competitive advantage. It is Management Science
and Engineering, Jiangsu
imperative to ascertain a digital HR system for managing our human capital and hence
University, Zhenjiang,
optimize the performance of our executives and managers to meet the intensifying
China. Shabnam Khan is
demands of today’s technology era. This would be a disruptive change with respect to our
Assistant Professor at the
legacy system, but we have to decide whether we are ready to change or face the Department of
consequences of complacency with our traditional operating system. Management Science,
On 30 June 2010, Mr M. Saigol (Director Operations) Pak Elektron Ltd (PEL) held a meeting Superior Group of
Colleges, Lahore,
with the top officials of PEL to discuss the HR consultant’s evaluation report about the
Pakistan.
company. He was convinced that the twenty-first century’s business environment moved
towards the survival of the fittest. He was making a comparison of the traditional
administrative management style and formal manual HR system being followed in the
company versus a centrally monitored and controlled intelligent digital HR system while
benchmarking with the contemporary international practices of emerging markets.
However, he was concerned about how to manage and deploy this disruptive change
companywide. “Would it be worthwhile? Is it the right time or can we defer the decision to
some later point in time? How to bring about or settle this huge organizational
transformation?”

Introduction of the company

Pak Elektron Ltd. (PEL) was renowned for being a pioneer and the leading manufacturer of
electrical power equipment and home appliances in Pakistan. It was established in 1956
with the technical collaboration of AEG of Germany. The company’s key focus was on
power distribution products including distributing transformers, electric switchgears,
electric motors and energy meters. AEG relinquished their share of PEL to Malik brothers
in the late 1960s, which was subsequently acquired by the Saigol Group of Companies in
1978 and Mr Naseem Saigol acquired the position of the chief executive officer (CEO) of
the company. Since its inception, the company had continually contributed towards the
advancement and development of the engineering sector in Pakistan by introducing a Disclaimer. This case is written
solely for educational
range of quality electrical equipment and home appliances and by producing hundreds of purposes and is not intended
engineers, skilled workers and technicians through its apprenticeship schemes and to represent successful or
unsuccessful managerial
training programs each year. Until the acquisition by the Saigol Group, PEL was solely decision-making. The authors
leading the power equipment market. The company ventured into the home appliances may have disguised names;
financial and other
market in 1981, acquiring it as part of the Group’s long-term strategy of diversification recognizable information to
(http://pel.com.pk/index.php/about-us/). Presently, it has two major business divisions: protect confidentiality.

DOI 10.1108/EEMCS-10-2014-0251 VOL. 8 NO. 1 2018, pp. 1-23, © Emerald Publishing Limited, ISSN 2045-0621 EMERALD EMERGING MARKETS CASE STUDIES PAGE 1
 1. Power division: Since 1956, the company had manufactured a great number of
transformers, energy meters, switchgears, kiosks, compact stations and shunt
capacitor banks. PEL continually contributed towards the advancement and
development of the engineering sector in Pakistan. The PEL Power division was one of
the major electrical equipment suppliers for utility and industry.
2. Appliances division: The company ventured into the home appliances market in 1981
as one of the leading manufacturers of refrigerators, air conditioners, deep freezers
and similar products. Their products received a great response from the local market,
which encouraged the company to multiply its production in the subsequent years.
Today, PEL had become a preferred choice for household items. Its products were not
only in great demand in the local market but the company had also started exporting
its appliances overseas.
In 2010, the manufacturing units of PEL were situated at two facilities in Lahore, Pakistan
with an area of 1,033200 sq ft at 14-km Ferozepur road Lahore and 614,252 sq ft at 34-km
Ferozepur road Lahore. PEL also had the privilege of getting its equipment approved and
certified from well-reputed international accreditation bodies including, ISO 9,001:2008
(Quality Management System Certification), ISO 14,001: 2004 (Environmental Management
System Certification), OHSAS 18,001: 2007 (Health & Safety Management System
Certification), CE Mark (Product Certification) (http://pel.com.pk/index.php/about-us/). The
CE Mark for power products enabled PEL to export their products to the European Union
and other developed countries. PEL had made various agreements/collaborations with
recognized brands to achieve tremendous growth and manufacture high-quality products
(Exhibit 1) (http://pel.com.pk). Despite the economic recession at both micro and macro
levels and the rapid shortfall in electrical energy resources in the country, the annual
turnover of the company had been growing consistently at a cumulative average growth
rate of more than 18 per cent annually for the past 12 years. The company’s business had
grown substantially from PKR 3.16 billion in 2001-2002 to PKR 20.29 billion in 2012
(Exhibit 2). PEL was successful in attaining a high market share in both the Appliances and
Power division (Exhibit 3). PEL had a large dealer network throughout Pakistan with more
than 1,600 dealers spread across the country.
PEL received the 4th Health and Environmental National Excellence Award 2008 for
effective Health, Safety & Environmental performance. The award was offered by “Help
International Welfare Trust, Pakistan” in collaboration with the Corporate Social
Responsibility Association of Pakistan (ACCA-WWF PERA, 2008). In 2009, PEL received
the 4th CSR National Excellence Award and the 6th Annual Environmental Excellence
Award. In 2010, it was awarded the 5th CSR National Excellence Award (Annual report of
PEL, 2013). Engineer day, consisting of 500 members, was celebrated by the institution of
engineers as a way of recognizing the importance of engineers’ contribution to society. At
this occasion, the company was awarded for its excellent contribution to the power industry
(Hamara Pel, 2016).
The company began with 250 employees in 1956, and this increased to more than 5,500
employees in 2012. Since 1956, PEL had adopted a functional organizational structure.
When it ventured into the home appliances market in 1981, PEL redesigned its
organizational structure into a divisional structure (Exhibit 4). The present PEL workforce
could be classified into three broad categories:
Non-executive grades ⫽ 4,000 approx
Executive grades ⫽ 1,200 approx
Managerial grades ⫽ 250 approx
Total strength ⫽ 5,500 approx

PAGE 2 EMERALD EMERGING MARKETS CASE STUDIES VOL. 8 NO. 1 2018

Legacy of traditional administrative system
Since the inception of the company, the administration department which PEL referred to
as Industrial Relations and Administration (IR&A) had been working under a senior
manager (Admin.), who was responsible for managing all employee-related matters such
as security, maintenance, civil works, legal affairs, cleaning and cafeteria. There were a few
multifunctional administrative executives who reported directly to the senior manager
(Admin.) who received and operated on both written and verbal instructions concerning
functional activities. Individual job duties and responsibilities were not clearly defined in job
descriptions, rather assignments were given to each executive on a daily basis. The
employee management system was based upon the paper work or file records of each
individual. The administration department maintained and updated employee personal files
manually and kept their records for retrieval whenever required. Mr Haziq (Asst. Manager
Admin) reported that it was quite common to misplace employee documents such as
updated academic achievements, professional certificates, career development and
growth transcripts which could not be properly placed into the relevant personal files due
to procrastination by the staff. Sometimes, it would take up to a week to retrieve a specific
employee file just to track the employee’s record and take any management decisions
about that employee. In such a scenario, any anomaly could easily be overlooked due to
the paper and file system malfunctioning. He further shared a critical example of one of the
employees, named as Mr Muhammad Aslam (DTR After Sales Support Executive), who
should have retired from his job at 60 years of age on 19 January 2005. However, this date
went unnoticed, and the gentleman continued serving the company and drawing his salary
till the next set of appraisals at the end of 2005. When he was asked about this issue, he
argued that “this was not my job to go and inform my company as to when I have to be
retired”. This and similar incidents which occurred over time emphasized the need for an
intelligent formal system to be established.
An autocratic culture had emerged in the departmental proceedings where all issues and
affairs were to be routed through the head of department. Administration at PEL adhered
to rigid rules, and the administration manager did not appreciate employees who directly
contacted him for HR-related issues. Consequently, the departmental hierarchy became
vertical and bureaucratic in structure. Good personal relations with the senior management
(Admin.) supported the process of problem resolution on a priority basis. Whereas, those
who were not in direct liaison with the senior manager (Admin.) could face many obstacles.
Overall, a dictatorship culture was prevalent in this particular department.
Appraisals and increments were performed on a yearly basis. This was done by sending
employee personal files (comprising employment records and company service history) to
concerned departmental heads and appraisal forms were filled in manually by the HOD
(head of department) for all direct and indirect subordinates. To reduce the workload,
managers often forwarded appraisal forms to their subordinates to write their appraisals
personal profile, tasks achievements and performance. It was more convenient for them to
review, add comments and sign each appraisal form for their juniors. The adjective trait
method was used for appraisals and performance was rated on a Likert scale using three
categories of excellent, good and need improvement parameters. No or little employee
involvement was present in the whole appraisal process, i.e. defining performance roles
and feedback meeting. Afterwards, the files were sent back to administration where payroll
records were updated and increment letters issued. This rigorous process usually took
three to four months to complete.
The flow of said administrative activities was highly disturbed and could not cope with the
growth of PEL when another unit was established. PEL set up Unit 2 at 34-km Ferozepur
Road Lahore for the distribution of transformer manufacturing. Since, the HR executives
faced great difficulty in communicating between the two units due to the large distance of
20 km, Clerks were sent from one unit to another to retrieve employee data (for maintaining

VOL. 8 NO. 1 2018 EMERALD EMERGING MARKETS CASE STUDIES PAGE 3

 employee-related records, leave and attendance, etc.). This system worked for more than
50 years until managers realized that the system might no longer be adequate to meet a
constantly changing work environment. As the director of operations, Mr Saigol had been
receiving a number of unaddressed complaints from senior managers regarding
dissatisfaction of employees with the traditional system. Lt. Col (Retd.) Taha Azhar (Sr.
Manager Admn.) once shared the following views: “I have found the existing administrative
system as a hectic system prone to errors and omissions. Moreover, the time required to
retrieve a single document from the records of thousands of people, resulted in loss of
precious company resources both in terms of time and efforts”.
Mr Alyan, General Manager (GM), raised serious concerns regarding the solution of HR
issues and management challenges. He was worried that it was almost impossible to get
consolidated reports of companywide employee data such as pay grades, departmental
organograms, employee service records, leave records, attendance records, pay slips and
training records for comparison. This made it really difficult to make efficient administrative
decisions such as establishing internal equity during the appraisals, promotions, layoffs
and allocation of remunerations and benefits.

Initiative of an innovative formal HR system

The panic among management personnel led to the decision to make a drastic change in
the HR system. Under the direction of Mr Saigol (Director Operations), the decision was
made, in 2006, to set up an innovative Human Resource (HR) department benchmarked
with international practices. This new formalized HR department was supposed to be
responsible for all white-collar employee affairs. Whereas, the IR&A department was liable
to manage all the blue-collar employees in the company. The PEL HR department now
consisted of a team of HR specialists supervised by a HR Manager (later being referred to
as Head HR). Four different sub teams were developed under the dedicated team leaders.
Young, talented and energetic professionals with excellent academic qualifications and a
background in human resources management, and business studies were hired in these
teams. They were assigned clearly defined job descriptions with a clear hierarchy
(Exhibit 5). These teams were responsible for performing the following key functions of HR
department:

1. Recruitment and selection team (R&S);

2. Performance management team (PM);
3. Learning and development team (L&D); and
4. General administration team (HR Admin.).
The R&S team was responsible for recruitment and selection activities such as forecasting
the skill set demand for different departments in the coming years, generating an adequate
pool of potential candidates through internal and external sources, scheduling interviews,
induction, placement and orientation of new inducts. Under this system, the recruitment
process was initiated after receiving a request from the relevant department. To fill vacant
positions, the concerned department had to complete a recognition slip. These slips
consisted of the following requirements, i.e. employee age, when and why employee is
required and experience required. Hiring was made through two recruitment sources for
example internal sources and external sources. Internal sources included job posting for
inviting employees to provide them with equal opportunities for advancement and
promotion within the company and employee referral. An employee referral scheme
motivated current employees to identify and recruit the right candidates from their formal
and informal networks. External sources consisted of newspaper and electronic
advertisements. After receiving an adequate pool of potential candidates, the selection
procedure was followed. Applicants who matched the JD and JS criteria were shortlisted
and called for a test. Individuals who obtained high scores were contacted for interviews.

PAGE 4 EMERALD EMERGING MARKETS CASE STUDIES VOL. 8 NO. 1 2018

A panel of four to five people were selected for interview on the basis of the selection
criteria (education, experience, industry knowledge, confidence and professional skills).
Although, research indicated that practitioners used different criteria in practice than they
verbalized and held implicit criteria to select potential candidates (Posthumus et al., 2016).
Those who passed interviews successfully were given an offer/joining letter after a
preliminary background check. After hiring was made, a circular of new joining was sent to
employees and the accounts department. All new joiners, on the first day of their
employment, were given orientation/basic awareness regarding the organization’s policies,
PEL management system, job responsibilities, benefits & service rules, procedures for new
employee induction and placement. There was a probationary period of three months for
executives and six months for managers. All the concerned department heads or
representative(s) ensured that their subordinates were aware of their job significance and
job identity. They provided help in understanding how an individual contributed towards the
achievement of the departmental objectives. Each year, the HR department, after receiving
consent from the HOD, selected a nominee from each department to be a “buddy”. The
buddy employees were selected because they were equipped with professional skills, a
winning attitude and acted as role models. They were elected to support the new inducts
to assist them in the socialization process, responding to routine inquiries and mentoring to
manage future challenges. Buddy employees profited by enhancing their formal network
and knowledge domain, and their leadership potential consequently contributed positively
towards the organization (Hamara Pel, 2016).
The PM team dealt with the performance management system. This team facilitated in
objective settings, appraisals and performance management activities throughout the
factory. The appraisal period followed the calendar year from January to December.
Executives and management grade increments were performance based, under a forced
distribution curve, whereas non-executives grade increments were based on cost of living
adjustments (COLA) as per Government of Pakistan announcements. Employees’
performance was appraised under management by objectives (MBO) method of
evaluation. In MBO, objectives were determined by involving all concerned parties (line
and staff managers) from the planning phase to the implementation phase for achieving
coordination and integration. The MBO technique was not used only due to the
inappropriateness of the informal control mechanism but also due to the increased amount
of work operations and the constant changing environment (Murphy, 1983) faced by the
manufacturing industry. Murphy (1983) suggested MBO should be aligned with the
management system of organization, for example in planning and performance appraisal
systems. Thus, keeping in view, cascaded objectives were decided from a top-down level
at the start of each calendar year. In total, 60 per cent weightage was given to MBO which
consists of key performance indicators (KPIs/KRAs), and 40 per cent was allocated to
adjective traits which consisted of soft skills and competencies. Although this appraisal
provided realistic performance standards and a competency-based framework to measure
subordinates, superiors felt agitated to appraise/score employees manually (Exhibit 6). The
progress against these objectives was recorded and reviewed bi-annually, and increments
were awarded at the end of each calendar year. The company wide first appraisal period
ran from 1st July to 15th July and the second appraisal period from 15th November to 30th
November. The progress against these objectives was recorded by the direct supervising
officer after receiving agreement with the direct reporting employee. Thus, the initiation of
an innovative PM system made the whole process much more transparent. One company
executive, Mr Muhammad Ismail (Engineer Mktg. & Pvt. Sales) said that “The new system
enables me to set my yearly achievement goals at the start of each year hence I know
where I have to focus my efforts and what is expected of me at the end.”
In the period of the “Management of skills” acquiring training played an important role in
human capital development and achieving organizational strategic objectives (Ezzahra
et al., 2013). PEL also realized the importance of training and the L&D team was

VOL. 8 NO. 1 2018 EMERALD EMERGING MARKETS CASE STUDIES PAGE 5

 established to conduct training need assessments (TNA), arrange and coordinate training
and development programmes. A summary of employee training was sent with the
performance appraisal form to the concerned heads of departments. After completion of
the performance appraisal process, the details of training needs identified were collected
by L&D within a week. An “Annual Training Matrix” was prepared to compile training needs.
The training needs might be discussed and finalized with the concerned department
heads, if required. The Annual Training Matrix was prepared and finalized by the end of
March. In-house training was conducted by professional trainers. A schedule of in-house
training for the upcoming period was prepared and circulated by e-mail to all the
concerned departmental heads/employees to confirm/acquire nominations. If an
employee(s) had to be sent to any external training institute then an online Training &
Development Plan was prepared. The training/courses were offered in one or more of the
following areas such as internal trainer development programme, unscheduled job-related
training, IT skills, soft skills and English language skills. The respective HOD evaluated the
effectiveness of internal or external training after the training programs through training
feedback. Scholars estimate that companies spend less than 1 per cent on training and
development. However, companies value their human capital particularly managerial talent
through management development programmes, talent management strategies and
applied integrative approach of human resource development (Sablok et al., 2017). PEL
management continued its unceasing efforts to increase the skill level of its employees to
increase performance and designed customized learning interventions. The PEL resource
club comprised an in-house training club and open enrolment programme used as generic
training purpose built programs. For particular performance improvement, then customized
training was conducted. Such types of training created harmony between business
operations and learning programmes. They organized various workshops to nurture
leadership potential in managers. Physical activities were reinforced to enhance trainees’
intellect. The CFO of PEL suggested the objective of training was not to get work done
efficiently but to prepare employees for future challenges in their personal life and
professional career (Hamara Pel, 2016).
The HR Admin team was responsible for grievance handling, policy making, compensation,
health and safety and maintaining employee records. They ensured that systems defined
in HR procedures were effectively implemented. Most of the clerical and administrative
work was performed by this team.

Development of digital HR system

The aforementioned innovative HR system contributed positively in comparison to the
traditional administrative system and worked for approximately four years. Soon, however,
it was realized that there were deferrals in decision-making. This system was unable to
cope with the demands of a growing workforce and a turbulent and dynamic working
environment. The GM called the manager HR to find out the reason behind the delays and
find a solution for the timely management of employee related problems. The Manager of
HR recommended they adopt a more efficient system that could speed up HR functions,
develop integration and congruence within an organization operations system. To update
the one way HR system and adopt an integrated HR system, it was imperative to set up a
digital central server database. To setup a sustainable and efficient HR system,
company-specific mutually integrated software and modules were designed for each of the
above-mentioned HR functions in 2010. All the modules were interlinked under one master
access portal human resource information system (HRIS). The HRIS Database system
contained comprehensive digital information about each employee that could be accessed
through password protected login system to facilitate related decisions. The HRIS was an
integrated system used to gather, store and analyse information of organizational
employees (Satav, 2016). In fact, the radical change in the new system was the use of
information technology with the help of an in-house IT department to setup a HRIS.

PAGE 6 EMERALD EMERGING MARKETS CASE STUDIES VOL. 8 NO. 1 2018

As the legacy or traditional system was totally based upon hard records, the first challenge
was to move all of the company records into digital form. This called for a rigorous process
including extensive data entry and number crunching activities. For this purpose, data
entry operators were hired on a contract basis to convert all employee data into digital form.
There were a few incidents where employees reported that their records and profiles
contained errors and omissions. They were asked to submit the required missing
information and documents completed by themselves once again. Hence, this was a
tedious and time-consuming transitory period. Mr Muhammad Ashraf (P.A to GM Power
Projects) had something interesting to share:
The new and young employees who are accustomed to the use of computer software can
operate all modules easily. However the senior most employees, who are used to signatures
only in old paper and file system, are not comfortable with the new digital system and require
constant help and support in operating the online modules. This results in loss of precious time
and energy for clerical/trivial tasks which have become monotonous and irritating with the
introduction of the new system.

Implementation of HRIS
An extensive companywide training program was designed for all employees to get
them accustomed to the new software based modules so that they could learn to
perform their activities online. It took around eight months to incorporate all employees
in training incurring direct and indirect costs such as design & development costs,
resource person cost, material cost, infrastructure cost and employees opportunity
cost. All the records related to employee annual competency review, the training needs,
training undertaken, education, skills and experience were maintained by HR. The
records of training needs identified through online annual performance appraisals were
maintained online in PMDP system or in hard copy, (if conducted manually), as
appropriate. The records of trainings conducted by employees were also maintained in
Employee Training Management System (ETMS). An employee might place any
document, certificate pertaining to his work experience or training, in his personal file,
kept in HR department and acquired on his own. In this revolutionary period, all HR
activities were conducted through HRIS which produced following benefits at PEL. This
new system helped HR professionals in knowledge management, operationalize the
information and retrieved knowledge could be used by the employees for decision
making. Through this digitization, HR and IT worked together to leverage technology.
HRIS provided administrative and operational efficiency in compiling HR data (Satav,
2016). Due to the digital system, HR department worked in a paperless environment
with the help of information technology and all of their working data and records were
centrally hosted in digital form at company data servers. Hence all information and
associated reports were merely a click away. Every employee was issued a unique
password protected login to the central server and access to information was granted
based upon the user’s position, job role and responsibilities. Moreover, all attendance,
factory in / out and leave records were also maintained online, accessible through
employee and authorized by supervisor logins. HRIS was helpful in all HR activities,
saved time and overhead costs by applying task mechanization and process
automation and replace the human intervention of HR specialists (Tansley et al., 2001),
and it was user-friendly too. HRIS was used for automation of payroll and remuneration
activities, and to track equal employment opportunity data consequently, it was
supportive in gaining competitive and strategic edge and taking some initiatives. For
instance, an annual internships program was designed to generate potential pool of
eligible candidates for future hiring. University students, who were in their final year/
semester of professional degrees, were given four weeks period internship offers
during summer vacations or semester breaks on a stipend. During internship tenure,
candidates were evaluated for their competences and commitments. High performer

VOL. 8 NO. 1 2018 EMERALD EMERGING MARKETS CASE STUDIES PAGE 7


Keywords:
Organizational behaviour,
Technology transfer,
HRM,
Training and development,
Digital HR system,
Employee resistance
PAGE 8 EMERALD EMERGING MARKETS CASE STUDIES
trainees were identified and shortlisted for induction as management trainee officer
(MTO). People at PEL were quite satisfied with the current system. As Mr Ali Khan (Head
HR) had the following remarks on this new system:
I find digital system to be a wonderful management system where each and every employee
can have authorized access and all activities can be monitored online in real time. Hence
each employee will know exactly what is going on during the performance management
cycle throughout the year. On the other hand, the management can make quality decisions
based upon consolidated data readily available and accessible any time.
The employees had mixed and divergent views over this new system. The employees who
had been part of both the legacy and new systems viewed it differently. Mr Ejaz Ali (Dy.
Manager Switchgear) opinioned that:
The new system has made my life easier by making all required information pertaining to myself
and my subordinates available online at all times without requesting any other person or
department as we use to do in the past.
On the other hand, Mr Imtiaz Atif (Manager Prod.) had his own views and considered it as
bittersweet that:
The new HR system keeps the employees busy year round frivolously. Now we have to do the
whole performance monitoring and recording process repeatedly and it has added to the
workload of the supervisors.
Similarly, Mr Shahid Adnan (Manager DTR Design) believed that it was much easier
earlier to sign multiple paper forms in one go as we used to do in the old system. We
are now bound to have access to a company IT network linked computer for each and
every trivial activity.
Mr M. Saigol (Director Operations) Pak Elektron Ltd. (PEL) was apprehensive of this
disturbing situation. He thought that we had invested 85 million rupees to make new
management system efficient and resolve employee complaints on priority. But now even
after providing extensive training, the employees were not taking it seriously and little
transfer of training was observed. On 30 June 2010, he called an urgent and crucial
meeting with senior management and presented his serious concerns regarding the
current dilemma. He felt annoyed and bewildered with the present working environment
and the employee behaviours and attitudes. He hired a third party HR consultant to submit
a comprehensive report detailing why PEL were unable to attain positive endorsement from
employees and could not realize the optimal benefits of the new digital system. Within three
months, after conducting company-wide attitude surveys, an initial draft report was
prepared. The HR consultant assumed that PEL had been facing resistance to change from
employees. He observed that people still preferred the manual system over the digital
system. Not all employees were properly acquainted with HRIS, and there was little transfer
of training. He found that ambiguity prevailed over the realistic objectives of the new
system. Supervisors were more dissatisfied and complained about the digital system. In
fact, the new system challenged the operating structure and policies of all the HR linked
departments. During interviews, employees displayed grievances to the consultant about
the stressful working environment and insufficient management commitment and support.
They were irritated because one’s performance was dependent on others’ performance as
departments were interdependent after digitization. The HR consultant further required
some time to submit a final report and solution.
If you were the HR consultant what suggestion would you give to the Director of Operations
on how to improve the implementation of the digital system and solve employee related
issues. Should he discard the digital HR system?
VOL. 8 NO. 1 2018
References
ACCA-WWF Pakistan Environmental Reporting Awards (ACCA-WWF PERA) (2008), “Reports of
judges”, p. 11, available at: www.accaglobal.com/content/dam/ACCA_Global/Technical/envir/report-
judges-2008.pdf

Annual report of Pak Elektron Limited (PEL) (2013), p. 7, available at: http://121.52.153.178:8080/xmlui/
bitstream/handle/123456789/13925/04-Annual-Report-2013PEL.pdf?sequence⫽1&isAllowed⫽y
Ezzahra, K.F., Mohamed, R., Omar, T. and Mohamed, T. (2014), “Training for effective skills in SMEs
in Morocco”, Procedia-Social and Behavioral Sciences, Vol. 116, pp. 2926-2930.

Hamara Pel (2016), “Official bi-Annual magazine, 5th ed.”, available at: http://pel.com.pk/wp-content/
uploads/2016/04/Humara-PEL-Magazine-PDF-31-March-2016.pdf

Murphy, J.J. (1983), “Reappraising MBO”, Leadership & Organization Development Journal, Vol. 4
No. 4, pp. 22-27.

Posthumus, J., Bozer, G. and Santora, J.C. (2016), “Implicit assumptions in high potentials
recruitment”, European Journal of Training and Development, Vol. 40 No. 6, pp. 430-445.

Sablok, G., Stanton, P., Bartram, T., Burgess, J. and Boyle, B. (2017), “Human resource development
practices, managers and multinational enterprises in Australia: thinking globally, acting locally”,
Education ⫹ Training, Vol. 59 No. 5, doi: 10.1108/ET-02-2016-0023

Satav, M.R. (2016), “Human resources management and technology”, IOSR Journal of Computer
Engineering (IOSR-JCE), Vol. 1, pp. 55-57.

Tansley, C., Newell, S. and Williams, H. (2001), “Effecting HRM-style practices through an integrated
human resource information system”, Personnel Review, Vol. 30 No. 3 pp. 351-371

Further reading
Oxford Economics (2012), “The digital transformation of people management”, pp. 1-14.

Official website of PEL, available at: http://pel.com.pk/index.php/about-us/

Bulmash, J. (2006), “Chapter 13 ‘Human Resource Management and Technology’ in Part 1 of Human
Resource Management in Perspective”, pp. 49-78.

VOL. 8 NO. 1 2018 EMERALD EMERGING MARKETS CASE STUDIES PAGE 9

 Exhibit 1. PEL collaborations/Agreement

Figure E1

Exhibit 2. Gross sales

Figure E2

PAGE 10 EMERALD EMERGING MARKETS CASE STUDIES VOL. 8 NO. 1 2018

Exhibit 3. Market Share (2012) for Various PEL Products

Figure E3

VOL. 8 NO. 1 2018 EMERALD EMERGING MARKETS CASE STUDIES PAGE 11

 Exhibit 4. PEL corporate organizational chart

Figure E4

Exhibit 5. HR hierarchy

Figure E5

PAGE 12 EMERALD EMERGING MARKETS CASE STUDIES VOL. 8 NO. 1 2018

Exhibit 6. Performance appraisal form

VOL. 8 NO. 1 2018 EMERALD EMERGING MARKETS CASE STUDIES PAGE 13

 Corresponding author
Shumaila Naz can be contacted at: shumaila.acadamics@yahoo.com

PAGE 14 EMERALD EMERGING MARKETS CASE STUDIES VOL. 8 NO. 1 2018