CONTENTS

Abstract

Chapter # 01

Background of the Study...............................................................................................................3

Employee Satisfaction....................................................................................................................3
Employee Performance.................................................................................................................4
Rewards & Recognition..................................................................................................................6
Employee Retention......................................................................................................................7
Banking Sector in Pakistan – Askari Bank.....................................................................................13
Chapter # 02

Problem Definition & Requirement Analysis..................................................................................16

Problem Statement:........................................................................................................................16
Problem Definition:.........................................................................................................................16
Requirement Analysis......................................................................................................................16
Design and Implementation................................................................................................................18
Human Performance Improvement Model (HPI).............................................................................18
Askari Bank Limited HPT Analysis....................................................................................................20
Business Analysis.........................................................................................................................20
Performance Analysis..................................................................................................................20
GAP Analysis................................................................................................................................20
Cause Analysis.............................................................................................................................20
Intervention Selection.................................................................................................................21
Chapter # 03

Testing and Implementation...........................................................................................................26

Evaluation........................................................................................................................................26
Key Stages:.......................................................................................................................................28
Data Collection............................................................................................................................28
Data Analysis...............................................................................................................................28
Evaluation Process...........................................................................................................................29
Findings...........................................................................................................................................31
Chapter # 04

Future Enhancements.....................................................................................................................34
Conclusions....................................................................................................................................37
List of Pictures Used…………………………………………………………………………………………………………………………3
References...........................................................................................................................................39
 Chapter # 01

Introduction

In this chapter we will be looking at the various elements of this project that will be discussed
further in the report. This chapter focuses on two main branches of study, organization
employees and organization work culture in respect to Pakistani banking sector primarily
Askari Bank Limited.

1.1. Background of The Study

1.1.1. Employee Satisfaction

Employee Satisfaction is of most extreme significance for employees to stay cheerful

furthermore convey their level best. Satisfied Employees are the ones who are to a great
degree steadfast towards their association and stick to it even in the most noticeably bad
situation. They don't work out of any impulse but since they long for taking their association
to another level. Employees should be energetic towards their work and energy comes just
when employees are happy with their employment and association all in all. Employee
Satisfaction prompts to a positive mood at the working environment. Individuals rarely den or
grumble and focus more on their work.

The principal advantage of Employee Satisfaction is that people barely consider leaving their
present occupations. Employee Satisfaction in a way is fundamental for Employee
maintenance. Associations need to hold meriting and gifted employees for long haul
development and ensured achievement. On the off chance that individuals simply abandon
you subsequent to being prepared, put stock in me, your association would be in a major
chaos. Concurred you can procure new people however nobody can preclude the significance
from securing experienced experts. It is fundamental for associations to have encountered
individuals around who can manage fresher’s or people who have recently joined.
Employee steady loss is one of the real issues confronted by associations. I don't think a
person who is dealt with well at the working environment, has plentiful chances to develop, is
valued by his bosses, gets his pay on time ever considers changing his occupation. Holding
gifted employees certainly gives your association an edge over your rivals as they contribute
more viably than new joiners. Also, no new individual likes to join an association which has a
high Employee wearing down rate. Employees who are not happy with their occupations
frequently abuse their association furthermore caution companions and colleagues to join the
same.

Employee Satisfaction is basic to guarantee higher incomes for the association. No measure
of trainings or inspiration would help, unless and until people build up a sentiment
connection and dependability towards their association. Employees squander half of their
time battling with their partners or dealing with issues with them. Put stock in me; employees
who are happy with their occupations from time to time have room schedule-wise to enjoy
terrible office legislative issues. They have a tendency to disregard things and don't have
sufficient energy to lodging or battle with others. Satisfied employees are the cheerful
employees who energetically help their kindred laborers and collaborate with the association
notwithstanding amid crisis circumstances. Such employees don't consider leaving their
occupations amid emergency however buckle down together as a solitary unit to conquer
difficulties and leave the circumstance as quickly as time permits. For them, their association
starts things out, everything else later. They don't come to office only for cash but since they
truly feel for the association and have faith in its objectives and destinations. Satisfied
Employees likewise spread positive informal exchange and dependably remain by each other.
Rather than squandering their time in tattling and sauntering around they have confidence in
doing gainful work in the end profiting the association. They take pride in speaking to their
individual associations and endeavor to guarantee higher incomes for the association.

Satisfied employees have a tendency to modify progressively and handle weight easily when
contrasted with disappointed ones. Employees who are not happy with their occupations
would discover an issue in each little thing and be excessively unbending. They discover it
greatly hard to bargain or adapt up to the evolving times. Then again, Employees who are
content with their employments willing partake in preparing programs and are enthusiastic to
learn new innovations, programming projects which would in the end help them in their
expert profession. Satisfied Employees acknowledge challenges with a major grin and convey
even in the most exceedingly bad of conditions.

1.2.2. Employee Performance

Employee performance is the way employees play out their work. A employee's performance
is resolved amid occupation performance surveys, with a business considering variables, for
example, administration abilities, time administration, authoritative aptitudes and profitability
to investigate every employee on an individual premise. Work performance audits are
frequently done yearly and can decide raise qualification, whether a employee is appropriate
for advancement or regardless of the possibility that a employee ought to be let go. Setting
objectives and destinations is one approach to guarantee your employment performance is
worthy. Day by day objectives prompting to general destinations can enhance your
occupation performance audit when it comes. Make an occupation particular goal and
endeavor to acquire that target taking after organization strategy and techniques. Remember
your destinations and make utilization of day by day and week by week objectives to help
you contact them. This can help you be gainful and perform up to your boss' norms.

Client administration and employee performance are interrelated. At the point when your
employees give amazing client benefit, they are surpassing occupation desires. The
prominence of your administration or item is based, to some extent, on the level of
administration your clients get. For organizations that give benefits, your notoriety is
construct exclusively with respect to your employees' performance. At the point when your
association distinguishes its objectives, consider the effect of performance administration and
employee performance. Employees who have extraordinary interpersonal relationship and
relational abilities are the employees you need in advance taking care of your clients' business
needs. your business center is the improvement of an imaginative, top notch item, employee
performance assumes a fundamental part in accomplishing your business objectives. The
plan, building, quality affirmation and showcasing of your organization's item are basic parts
- employee performance in these ranges is basic to your business achievement. Clients who
buy your item expect a quality item that addresses their issues. When clients discover an
organization that gives the item they require, rehash business helps you fabricate a solid
client base. At the point when faithful clients swap stories about the best items and
administrations for their necessities, and if your clients are amazingly happy with your item,
your business can increment accordingly of informal.

Another part of employee performance and business achievement is employee

acknowledgment. Yearly employee evaluations aren't sufficient - employees acknowledge
incessant and customary criticism. At the point when your administration group gives
standard input, it propels employees to keep up reliably great performance. Inc. magazine's
article "Employee Reward and Recognition Systems" takes note of that, "By fulfilling and
perceiving exceptional performance, business people will have an edge in an aggressive
corporate atmosphere." Having that edge fortifies your position in the business and conveys
you nearer to your business objective, which is more noteworthy benefit.

1.2.3. Rewards & Recognition

Employee recognition is a judgment on a worker's contribution, in terms of the work process

as well as dedication and motivation. It also involves evaluating and acknowledging the
results of this work. In short, it looks at the unique contribution of each worker and stresses
the value of his or her professional expertise and experience. By creating a culture of
recognition, employees become more engaged. Engaged employees are happy, loyal, and
productive. Everyday there is an opportunity to recognize someone for their service without
spending a lot of money. Informal rewards are the icing on the cake that keeps employees
motivated, engaged, and coming back for more. But it is also essential to study and
understand the extent to which the above mentioned factors have an impact on the work force
considering all the positive and negative effects appreciations have on individual and
organizational growth.

Organizations are under constant pressure to enhance and improve their performance and are
realizing that an interdependent relationship exists between organizational performance and
employee performance. In the following chapter the focus will be on the motivational
theories and the impact that these theories have on enhancing employee performance.
Increasingly, organizations are realizing that they have to establish an equitable balance
between the employee’s contribution to the organization and the organization’s contribution
to the employee. Establishing this balance is one of the main reasons to reward employees.
Organizations that follow a strategic approach to creating this balance focus on the three main
components of a reward system, which includes, compensation, benefits and recognition.
Studies that have been conducted on the topic indicates that the most common problem in
organizations today is that they miss the important component of Reward, which is the low-
cost, high-return ingredient to a well-balanced reward system.

A key focus of recognition is to make employees feel appreciated and valued. Research has
proven that employees who get recognized tend to have higher self-esteem, more confidence,
more willingness to take on new challenges and more eagerness to be innovative. Reward
system is an important tool that management can use to channel employee motivation in
desired ways. In other words, reward systems seek to attract people to join the organization to
keep them coming to work, and motivate them to perform to high levels. The reward system
consists of all organization components – including people processes rules and decision
making activities involved in the allocation of compensation and benefits to employees in
exchange for their contribution to the organization. In this chapter we can find the basic
conceptual understanding of rewards and recognition and also the citations of various
researches on the same

1.2.4. Employee Retention

Employee Retention includes taking measures to urge employees to stay in the association for
the most extreme timeframe. It is a procedure in which the employees are urged to stay with
the association for the greatest timeframe or until the finish of the venture. Employee
Retention is advantageous for the association and also the employee. Compelling Employee
Retention is an efficient exertion by managers to make and cultivate a situation that urges
current employees to stay utilized, by having arrangements and practices set up that address
their assorted needs. Retention of key employees is basic to the long haul wellbeing and
achievement of any association. Retaining the best employees guarantees consumer loyalty,
expanded item deals, fulfilled associates and announcing staff, powerful progression
arranging, and profoundly installed hierarchical information and learning. Employee
Retention matters, as authoritative issues, for example, preparing time and speculation, lost
learning, uncertain Employees, and an exorbitant competitor inquiry are included. Thus,
neglecting to hold a key employee is an expensive recommendation for an association.
Different assessments recommend that losing a center director in many associations costs up
to five circumstances his compensation. Corporate is confronting a great deal of issues in
Employee Retention nowadays. Enlisting proficient individuals for the occupation is
fundamental for a business, however Retention is considerably more essential than
employing.
There is no deficiency of chances for a capable individual. There are numerous associations
which are searching for such employees. On the off chance that a man is not fulfilled by the
occupation he's doing, he may change over to some other more appropriate employment. In
today's surroundings it turns out to be essential for associations to hold their Employees. The
top associations are on the top since they esteem their employees and they know how to keep
them stuck to the association. Canny managers dependably understand the significance of
holding the best ability. Holding ability has never been so critical in the Indian situation; in
any case, things have changed as of late. In noticeable Indian metros at any rate, there is no
lack of chances for the best in the business, or notwithstanding for the second or third best.
Retention of key employees and treating weakening inconveniences has never been so
essential to organizations. In a strongly aggressive environment where HR supervisors are
poaching from each other, associations can either clutch their Employees tight or lose them to
rivalry. For gone are the days when Employees would adhere to a business for a considerable
length of time for need of a superior decision. Presently, openings are proliferate. Employees
stay and leave associations for a few reasons. The reason might be close to home or expert.
These reasons ought to be comprehended by the business and ought to be dealt with. The
associations are getting to be distinctly mindful of these reasons and receiving numerous
procedures for Employee Retention. A solid Retention methodology, in this way, turns into
an effective enlistment apparatus.

Employee Retention is another period of advanced innovation and aggressive business

environment. Associations are constantly changing .this changing environment is affecting
the associations as well as the employees working in it. So as to augment hierarchical
effectiveness and for ideal usage of the assets, HR must be overseen appropriately. Human
Resource administration assumes a key part in such manner. They are mindful that how
employees are dealt with in the association. Employee Retention is a key issue and test to
every one of the associations now days. There are quantities of elements which elevate the
employees to stay or leave the association. It might be outside variables, interior elements and
the joined impact of both. Human Resource rehearses include a considerable measure this
respect. It is the need of great importance that HR chiefs ought to distinguish the necessities
of the Employee and after that devises the Retention techniques. One system does not fit to
all as various people have distinctive needs. HR experts confront the indispensable test to
hold skilled employees. Employee Retention is extremely basic to the long haul strength of
any association. At the point when an association loses its capable Employee it lefts a
negative effect on advancement, consumer loyalty, learning pick up amid the previous years
and on the gainfulness of the association .more over supplanting expense of another
employee contribute a considerable measure to the association.

Employee Retention is a fundamental issue and test to every one of the associations now
days. There are quantities of variables which elevate the Employees to stay or leave the
association. It might be outside variables, interior elements and the consolidated impact of
both. Human Resource rehearses include a great deal this respect. It is the need of great
importance that HR supervisors ought to recognize the requirements of the employee and
afterward devises the Retention methodologies. One methodology does not fit to all as
various people have diverse needs. HR experts confront the indispensable test to hold capable
Employees.

Employee Retention is exceptionally basic to the long haul strength of any association. At the
point when an association loses its capable employee it lefts a negative effect on
development, consumer loyalty, learning pick up amid the previous years and on the benefit
of the association .more over supplanting expense of another Employee contribute a
considerable measure to the association. It is the need of great importance that HR
supervisors ought to distinguish the requirements of the employee and after that devises the
Retention methodologies. One system does not fit to all as various people have diverse needs.
HR experts confront the crucial test to hold skilled employees. Employee Retention is
extremely basic to the long haul soundness of any association. At the point when an
association loses its capable Employee it lefts a negative effect on advancement, consumer
loyalty, learning pick up amid the previous years and on the productivity of the association.
More over supplanting expense of another employee contribute a great deal to the
association.

Many organizations are now recognizes the bottom-line effect on retaining quality
employees. When the employees feel satisfaction in job, they don’t think about the leaving
current job. Retaining quality performers (employees) quite simply adds to increase
productivity and morale, while dropping the associated and related costs of turnover. The
focus on employee retention has been classified as per three basic elements, Training,
Development and Motivation, which will be explained further ahead.
According to Mike Poskey at ZeroRisk.com, seven (7) steps lead to increase employee
retention:-

i. It is necessary to conduct job analysis audit with behavioral assessment and cognitive
reasoning assessments with skills assessments of an employee before he / she recruit
for a job.
ii. It is also necessary to implement job-designed assessments with selection and
recruitment process. Techniques of structured interview should be adopted to select
right person for right job.
iii. Provide high quality of employee orientation and socialization. The employees that
are hired by the organizations are resource for their future success.
iv. It is necessary to implement programs for their employee training and development.
Professional development should be done for employee to show the commitment of
an organization.
v. Relationship between manager and employee should be better at all. That can hold to
retain an employee with organization.
vi. A competitive and equitable pay system is required to be introduced.
vii. Succession planning should be encouraged. Role of employees should be cleared.
Organization should invest in cross-training, coaching job shadowing, mentoring, and
job rotation. (Mike, 2013)

If the jobs and careers are very well defined and clear, Employees consider to be retained in
the organization and get better chances to develop them, acquire variety of professional
experiences, and expose large functional and geographic disclosure within the organization.
Such attractive opportunities guide these employees to continue and persist to grow with
company. (Madiha, Ayesha, Sajid, & Raza, 2009)

According to Samuel & Chipunza (2009) there are many variables which are essential in
persuading employees’ decision to either depart or stay in an organization. These variables
comprise in training/coaching, development/growth, reward, recognition, competitive salary
package, and their job security. However, the importance of many other variables ought to
not be under- estimated when making plan for retention policy.

Whereas Carl, Bjorkman, & Pavlovskaya, (1999) highlighted that now the HRM practice to
focus an individual is the proactive approach by the management and also became a
competitive advantage for the business in the last decade. Newly researches find out the
relationship of HRM practices with organizational performance, organizational strategies and
organizational retention, which are the three different aspects.

Azhar & Fariha, (2010) described that the management must think about the improvement of
HRM practices with the best quality to retain employees in the organization. The retention of
employees can be further increased through lob specific training, career development
chances, friendly work environment and rewards with other benefits that should be planned
by the organization.

As we break the ice regarding the basic elements, starting of with a training process or
commonly known as learning process. Learning process is called education and training that
connect the acquirement of new knowledge, perfection in working skills, concepts, or
changing of attitudes as well as behaviors to boost the working style and performance of each
and every one employee. Companies spends some money on training, will achieve many
more advantages. Training about knows the current situation where we place at present, and
where we will be later on some point of time.

For retaining employee, training could be an important tool; however it can be observed that
the impact of training on reward of an employee could be very critical for retention. (Atif,
Ijaz, Abdul, & Nadeem, 2011)

In the period of development, as the technology modifies day by day, training becomes the
essential for every business to remain and contribute in the international market. Businesses
cannot depend on or upon only on old and conservative specialism, but to struggle in the
future, they must build up their employee skills and abilities, as it is a century of not only
quality as well as productivity. (Atif, Abdul, Nadeem, & Ijaz, 2011)

Training of Staff is an obligatory strategy to motivate employees. Every good organization

must have high-quality training plan. This training program provide information and
professional opportunities to trainers for improving and developing themselves, which is
necessary to meet the current and upcoming challenges and requirements of job with latest
office equipment, methods of business and new technique for performing in the job.
(AKANBI, 2001)
As for the element of Employee Development we have gathered the following information.
Employee development is a mutual and jointly efforts by an employee and organization
through which an employee’s skills, knowledge and abilities can be promoted. The balance
between an employees’ career need and organization’s need is the successful development in
the organization.

A positive contribution in the performance of an organization is raised by the employee

development. In fact, well skilled employees may achieve the targets within time that expand
their experience and knowledge.

In the interest and devotion of the organizations, the motivated employee perform well and
best which leads them towards personal growth and as well as productivity and prosperity to
the company. (Quratul-Ain, 2012)

Margie & Wilhelm (2004) made research and suggested that knowledge employees control
their careers with different way. The self-determination is the strength and they understand it
very well. They are always to ready build their own future by developing their skills through
further and higher education and developing their competences. (MARGIE & WILHELM,
2004)

Lastly, we relate to the basic theories behind motivation put forth by the renowned scholars,
Fredrick Taylor, Elton Mayo and Abraham Maslow’s’ Motivation Theories. Motivation can
classify as a process that support, initiate, help, guides and maintains people for goal-oriented
behaviors. Motivation comes out from a Latin word mover, which means to carry or to move.
Motivation is the power and energy that constantly induce and persuade to move and perform
through an employee. It involves many things and effects, such as biological, emotional,
societal and cognitive forces, which activate behavior of an employee. In everyday usage, this
term motivation is frequently used to express why an employee does something. (Cherry,
2013)

Akanbi (2005) highlighted that a reward is required to be given to an employee when the job
is completed. The importance of reward is highlighted well and employee performance is
enhanced through motivation. High productivity and efficiency totally depend on the some
level of motivation and effectiveness of the performance of employees whether how much
they adopted the automation and computerization. Employees’ training is a requisite
approach and strategy for motivating workers.
It is stated that for the continuous learning and improvement in the employment, motivation
is a vital factor in the development of the employees’ career. (Fugate & Kinicki, 2008). A
motivated employee is a creative and productive for the organization. They take pleasure in
their duties, enhance their valuable experience, whereas unmotivated employee is a burden,
and go under in highest level of stress.

Lastly, we relate to the basic theories behind motivation put forth by the reknowned scholars,
Fredrick Taylor, Elton Mayo and Abraham Maslows’ Motivation Theories. Behavioral
psychologists developed a variety of theories about motivation to understand the reaction of a
person and how the motivation control human behavior. Three top most motivation theories
describe us to understand and distinguish the practice and application of motivation in the
working environment.

Frederick Taylor proposed a theory of motivation that explains how the most people can be
motivated exclusively via pay with reference to work they perform. Taylor assumes that most
of people do not feel satisfaction during the job unless a direct reward is not given in the
shape of monetary benefits. Many industrialists who stated to pay their factory workers /
employees according to their individual performance and total number of items they
produced had executed his thoughts.

Elton Mayo proposed a theory of motivation, which studies the social needs for every
member of staff. According to Mayo, only the pay cannot motivate the people to commit
their top efforts in their duties and responsibilities. The social needs as he believed must be
taken into consideration for the workers. Until and unless the employer does not fulfill
employees’ social needs, they will not be motivated completely and there will be deficiency
of output.

Abraham Maslow proposed in his theory that people are motivated with five fundamental
needs. A pyramid was suggested by him which representing such needs and named them
'hierarchy of needs'. This pyramid studies from bottom to top such as basic and physical
needs, security needs, social needs, self-esteem and self-fulfillment. He argued that without
these needs an employee con not be fully motivated. Two Factor theory of motivation
introduced by Frederick Herzberg and made a research then found some positive factors
which are true motivators / satisfiers whereas Hygiene factors developed dissatisfaction if
these factors are inadequate and absent. Improvement in hygiene factors converts
dissatisfaction into satisfaction. (Silver, 2013)

1.3. Banking Sector in Pakistan- Askari Bank

It has been observed that Pakistani banking sector has extreme changes over a period of 64
years since country’s independence in 1947. In some years, a lot of changes have been done
in Pakistani Banking sector. Political condition, economic policies, increasing competition of
industries affect banking sector (Hunjra, Chani, And Rehman 2010). Due to lack of the
training for employees and professionals, services providing by the organization are not good.
State bank of Pakistan was established as the central bank on July 1, 1948 to control the
financial sector. Several modifications were made to increase the control and functions of
SBP through State Bank of Pakistan Act 1956.

Askari Bank Ltd is private commercial and merchandising bank in Pakistan It was created on
October 9, 1991, as a Public Limited Company. On June 21, 2013 the bank was developed by
Fauji Group. The Bank is registered on the Pakistan Stock Exchange and was also listed on
the stock exchanges of Karachi, Lahore and Islamabad before their merger to form the single
unified Pakistan Stock Exchange. The bank acquired its license (License No. BL-7) under
s.27 of Banking Companies Ordinance, 1962 from State Bank of Pakistan on 13th February,
1992. The license was issued by Mr. Saeed Haider Bhatti.
 Chapter # 02

Problem Definition & Requirement Analysis

2.1. Problem Statement:

Identifying the impact of reward and recognition on employee performance and satisfaction

2.2. Problem Definition:

In this project, we have identified that, the misaligned rewards and recognition model was not
ineffective as various levels leading to higher employee turnover ratio. The employees gave
reviews regarding how they were under-appreciated while completing gigantic tasks assigned
by the senior management. We observed that job stress showed a positive relation with
declining job performance and satisfaction. So in order to rejuvinate the workplace
environment we will propose a human performance improvement model to help rectify and
resolve.

2.3. Requirement Analysis

In order to quantify the problem, we will conduct an analysis focusing on the following
parameters to help build a better understanding and later be used in implementing a model to
address the afore mentioned problem. We have collected data by conducting structured
interviews with Askari Bank Limited with ten bank representatives compromising of
different designations. We were able to draw out relevant information from the panel as per
our project requirement. This whole process was conducted within two weeks as per the
representative’s availability.
 Chapter # 03
Design and Implementation.

3.1 Human Performance Improvement Model (HPI)

Human Performance Technology (HPT) is a field of practice that has developed generally
thus of the experience, reflection, and conceptualization of expert professionals endeavoring
to enhance human execution in the work environment. It is a generally new field that has
risen up out of the blending of standards got from the precisely reported routine of keen
behavioral and psychological clinicians, instructional technologists, preparing creators,
hierarchical engineers, and different human asset experts. HPT has a base of research and
hypothesis be that as it may, as a quickly advancing proficient field, its practice regularly
outpaces its exploration and hypothetical establishments.

The real motivation behind this section is to present HPT as a critical connected field whose
point is the accomplishment of esteemed human execution in the work environment. It
exhibits the field as an advancing one effectively looking to characterize itself. It likewise
positions HPT as a field with developing worldwide effect. The part is separated into six
areas. The primary presents HPT as a term, investigating the implications of the words that
serve to distinguish it. The second looks at HPT all the more epistemologically, eventually
concentrating on it as an idea with a particular and novel arrangement of basic qualities. The
third investigates the significance of HPT for people worried with authoritative adequacy and
efficiency change the world over. Area four exhibits a human execution framework display
and lays out key components of human execution frameworks inside authoritative settings.
The fifth segment portrays an operational-procedural model for designing successful
execution. The 6th and last area brings up a few issues and worries about the field and gives
answers to each of these. The part closes with a welcome to those whose expert interests and
practices envelop hierarchical improvement, work force administration, human variables
building, preparing, and human asset advancement to investigate this developing innovation
went for enhancing human execution.

The HPT procedure starts with an examination of the present and the fancied levels of
individual and authoritative execution to distinguish the execution crevice. A cause
examination is then done to figure out what affect the workplace (data, assets, and
motivations) and the general population (thought processes, singular limit, and abilities) are
having on execution. Once the execution crevice and the causes have been resolved, the
proper mediations are planned and created. These may incorporate estimation and input
frameworks, new devices and gear, pay and reward frameworks, determination and
arrangement of workers, and preparing and improvement. The mediations are then actualized
and the change procedure oversaw.

Evaluation is done after every period of the procedure. At first, developmental assessment
evaluates the execution investigation, cause examination, mediation choice and plan, and
intercession and change stages. At that point assessment concentrates on the prompt reaction
of representatives and their capacity and readiness to do the sought practices. The last
assessments are focused on change of business results, (for example, quality, efficiency,
deals, client maintenance, gainfulness, and piece of the overall industry) and deciding rate of
profitability for the intercession.
3.2. Askari Bank Limited HPT Analysis

3.2.1 Business Analysis

The goal was to minimize the cost of recruitment and selection by retaining the employee and
value them by giving those appropriate rewards and recognition. We have observed that in
Askari Bank the employees were given a enormous workloads and they were unable to
manage work and life balance resulting in degrading work performance and hence their
loyalty towards the organization was questionable and they were not feeling unappreciated.
We have also observed that the organization was unable to provide them a pleasant work
environment.

3.2.2 Performance Analysis

We have identified that the industry standard of employee turnover is 17-percent and all
organizations are required by law to maintain or reduce this percentage by establishing
various checkpoints in the system and inducing a system check administrator to monitor and
supervise this practice. For this project we had selected the G-8 sector Branch of Askari Bank
Limited. As per our analysis we have identified; they are suffering from a 19-percent of
employee turnover. Owing to this high percentage, we have observed the employees are not
satisfied with both the work environment and work load. Hence they are unable to strike a
balance between work and life balance.

3.2.3. Gap Analysis

With respect to GAP Analysis, our main focus in identifying the variour parameters of
Employee Turnover. Identifying the various reasons that resulted in such a higher percentage.
The organization felt reluctant in recognizing this matter of concern and ignored it.
3.2.3 Cause Analysis
Brainstorming technique was adopted in conducting a cause analysis. We asked the
representatives various questions trying to triangulate the major causes of such low
performance and satisfaction complimenting with a high employee turnover. By conducting
this technique we were able to concise the problem by the following major points:

 Career Development
 Training
 Job Stress
 Working Environment

3.2.4. Intervention Selection

Following are the various intervention techniques we will be adopting to overcome the afore
mentioned cause analysis issues:

 Training intervention
 Performance evaluation software
 Financial Rewards
 Non-Financial Rewards

3.2.4.1 Training Intervention

Given the level of competition that exists in the markets today and the importance of skilled
and loyal human resources, it has been seen that Askari Bank does not provide sufficient
levels and diversity of trainings to its employees. This basically shows that the organization
does not have focus towards succession planning and towards the development of its
employees.

We have introduced a simple and effective system for this Bank for the purpose of training.
This software will spot the employees current conditions in terms of further training being
required or not through viewing the history of each employee. It will be integrated with other
software’s i.e. performance appraisals software.

Name Location Department Condition Date Next

Comp. Training

Ali Islamabad Hr Weak 1-12-2016 2-2-2017

Usman Islamabad CC Help/Due 20-12- 21-3-2017

2016

For instance if the condition is highlighted red it will mean that his/her performance is not
very effective, through this red notification the head of department or the concerned field
coordinator will be able to identify the flaws in the tasks an employee is not performing well
as history will be giving exact ratings of each employee performance and goals/deadlines
being accomplished. So as a solution to the employee ineffective performance, they will be
provided with the appropriate training on particular dates that will be mentioned in the
software too rather than just terminating employees and replacements which can be costly
and it can create resentments among others too.

The yellow highlighted portion tells that employee is being overloaded with work activities
and is working over-time thus his performance is not up to the mark and he is not yet being
sent for the training, so through such notification interns can be hired on peak periods to help
the employees in sharing their workload so that employee can go for his/her training program
that is due.

Through this intervention the gap of no trainings scheduled for employees at all will be
removed, and they will manage work themselves rather than facing troubles in performing
work, and thus their Performance graphs going down. The problems with the employees will
be identified through this software thus sending right person on the training will be ensured
and minimal wastage of funds on irrelevant trainings that wasn’t even needed. Employees
will feel obliged to work with the organization as they will feel valued as their skills will be
enhanced by the organization and they will see their career growth and development of
oneself.

Through such intervention employee will feel that they actually have something to learn and
this way they will feel that they are being valued as this organization provides them with
opportunities of training. Through trainings they will be effective on the job and they will use
their skills accordingly and as per their JD’s.

3.2.2 Performance Evaluation Software

Performance evaluation software can be made. This software will be used to evaluate
individual task based performance working in a group on daily bases. It will be an integrated
system shared with all managers of the department and head of department. It will provide
performance based progress percentages on daily basis and also at the end of the month. This
software will work as performance appraisal itself.

Working with this software individual will enter their daily based tasks performed. The
software will rate individual performance at four rating scales bad, average, good and
excellent. The automatic rating will be given by the software based on the prior data entered
by the project manager/lead, indicating that if the certain amount of sub tasks are performed
by the individual in a day based on the tasks assigned to the member at the start of the
project. He/she will get the rating. For example if a group member performs 5 sub
tasks/activities each day he/she will get excellent rating, if 4 tasks are performed he/she will
get good and if 1 task is performed he/she will get bad rating. Rating can be divided based on
how much task was easy or difficult. Similarly on the next day individual will enter his/her
tasks performed at the end of the day and get the rating accordingly.

This software will not only solve the free riding problem in Askari Bank but also helps in
performance appraisal monitoring the individual performance on daily basis. It will in return
makes each and every member to perform quality based tasks output instead of free riding
and taking advantage of other group members. The project lead is responsible monitoring the
daily performance of an employee none of the employee can enter wrong information about
the tasks performed daily. This software also helps to provide feedback on daily basis the
project lead can guide the employee where he/she is lacking and guide accordingly.

3.2.3 Financial Rewards

The financial rewards are pay bonus transportation facilities medical services and benefits
like vacation with pay. A benefit that workforce is given with their job in addition to pay are
called fringe benefits and achievements. The employee motivation is influenced by the
availability fringe benefits. The provision of fringe benefits The success is based on how the
firm create an optimistic, motivating work environment and keeps its employee motivated
and in what way they increases output and sales. The motivated workforce will evaluate the
performance for compensation. The financial lead to organizational excellence, prosperity,
excellent quality and cost control. In fact fringe benefits play a significant role to motivate
employees because they compel the workforce to put extra efforts as much as the incentive of
money does.

 Vacations with pay: The organizations ensures the wellbeing of an employee by

offering them vacations with pay. If employees have been working for longer duration
more than three years they will be benefited more vacations. These vacations can be
advantageous for the employees who need extra time to care for aging parents or fulfil
other assignments.

 Health insurance: When medical and surgical expenses of the employees are paid by
the insurer. It is said to be health insurance. It is the source of motivation attracting
the competent employees because the health cost has increased over the time and
health insurance decreased the financial burden of the employees and increases their
job satisfaction and performance as well.

3.2.4 Non-Financial Rewards.

Rewards are basically divided into intrinsic and extrinsic. An intrinsic reward is an intangible
award of recognition, a sense of achievement, or a conscious satisfaction. For example, it is
the knowledge that you did something right, or you helped someone and made their day
better. Because intrinsic rewards are intangible, they usually arise from within the person
who is doing the activity or behavior. So “intrinsic” in this case means the reward is intrinsic
to the person doing monetary the activity or behavior. An extrinsic reward is an award that is
tangible or physically given to you for accomplishing something. It is a tangible recognition
of ones endeavor. For example, it’s a certificate of accomplishment, a trophy or medal for
winning the race, a badge or points for doing something right, or even a reward for doing
your job. Because extrinsic rewards are tangible, they are usually given to the person doing
the activity; as such, they are typically not from within the person. Therefore, extrinsic
rewards means the reward is extrinsic to the performer of the activity or behavior. Intrinsic
rewards may include Task Autonomy and Task involvement and extrinsic rewards may
include social rewards and organizational rewards. According to the employees we
interviewed, Some employees told that there main problem was that they are not given that
much freedom to work as they required to perform the work or activity.
 Chapter # 04

Testing and Implementation

4.1. Evaluation
Evaluation is also a way of connecting business performance outcomes with the inputs
outputs and processes of an HPI intervention, along with the showing the benefits of those
results in comparison to the costs of intervention itself. We are here using the Philips
evaluation model The Phillips model recommends an 18-step process that systematically
progresses through the key evaluation/development steps from needs assessment through
program objectives development, evaluation strategy, evaluation instrument design, data
collection, analysis, and return on investment calculating, and reporting.

The following provides a summary of the five levels:

 Level 1 - Reaction, Satisfaction, and Planned Action:

Level 1 measures participants’ satisfaction with a program as well as their plans to use
what they have learned. Although most organizations evaluate at Level 1 exclusively, it
should be noted that this level of evaluation does not guarantee that participants have
learned new skills or knowledge or will use them on the job.

 Level 2 – Learning:

Using tests, skill practices, role playing, simulations, group evaluations, and other
assessment tools, level 2 evaluations assess how much participants have learned. Again,
although it is useful to know that participants have absorbed the new skills and knowledge, a
positive outcome here does not mean that participants will use the new learning when they
are back on the job.

 Level 3 - Behavior, Application and Implementation:

Level 3 evaluation assesses whether (and how much) participants applied the new
knowledge and skills on the job. The extent to which the new learning is applied in the
workplace (or changes behaviours) determines Level 3 success. Here too, it should be
remembered, a favorable Level 3 evaluation does not guarantee that business outcomes will
be positive

 Level 4 - Business Impact:

Level 4 measures the extent to which business measures have improved after training.
Typical Level 4 measures are output, quality, costs, and time. It is important to go beyond
Level 4 business results, however, because even if the training program results in substantial
business improvement, there is still a concern that the program’s costs may outweigh its
business benefits

 Level 5 - Return on Investment (ROI):

ROI is the ultimate level of evaluation. It compares the monetary benefits from the
program with the program costs. Although the ROI can be expressed in several ways, it is
usually presented as a percentage or cost/benefit ratio. (Phillips 2005) The Phillips’ model
evolves from, and can be distinguished from, the earlier Kirkpatrick model by the adoption of
return on investment to yield additional, critical insight. ROI allows decision makers to
compare the ultimate value of a training investment with other potential investment
opportunities

4.1.1.2. Isolation techniques: Another key technique introduced by Phillips is ‘Isolation.’ In

the past, a major barrier to evaluating the business impact of training was the perception that
it is all but impossible to separate training’s impact from the many other potential factors
driving bottom line results. An important feature of the Dr. Phillips’ evaluation model,
therefore, is the recognition that credibility depends on the extent to which the evaluation
accounts for these other factors. The Phillips model uses ten techniques to isolate the business
impact of training from other potential sources of business improvement (interest rate
changes, competitive environment, marketing programs, employee bonus schemes, seasonal
effects that temporarily contribute to business improvements, etc.)
  Intangibles: A further refinement by Phillips to the Kirkpatrick model is the addition
of intangibles. According to the methodology, it is important to recognize that some
outcomes cannot be easily measured and converted to monetary values. Attempting to
put a dollar value on outcomes such as customer satisfaction, a less stressful work
environment, and employee satisfaction can be extremely difficult, and the results
may be of questionable value. Trying too hard to attach a business value may call into
question the credibility of the entire evaluation effort. As a result, the Phillips
methodology recommends that evaluators do not try to convert those “soft” business
measures, and instead report them as intangible benefits along with the “hard”
business improvement outcomes such as increase in sales, reduced defects, time
savings, etc.

4.1.2 Key Stages

Two of the most critical stages in the Phillips ROI model are data collection and data
analysis.

4.2.1 Data Collection

A central challenge of the ROI process is data collection—selecting the most appropriate
method(s) and the time table for gathering outcomes data at each evaluation level. Depending
on the nature of the training program, hard data (representing output, quality, cost, and time)
or soft data (customer satisfaction and job satisfaction) may be collected in the course of the
evaluation. The following are some of the key data collection methods employed in the
Phillips/Kirkpatrick approaches

 Follow-up surveys and questionnaires to measure stakeholder satisfaction and

reaction
 On-the-job observation to gauge application and use
 Tests and assessments to assess learning
 Interviews to record participant reaction and program implementation
 Focus groups to assess job application of the program
  Action plans to encourage application and record participants’ progress and
impact realized
 Business performance monitoring of performance records or operational data to
identify improvement

4.1.2. Data Analysis

One of the most critical steps in a training evaluation is Isolation. Many other factors (e.g.,
marketing programs, employee bonus programs, etc.) can impact business outcomes after a
new program is implemented. From the standpoint of credibility, therefore, it is important to
use one or more isolation strategies to separate the business impact of the training program
from the impact of other factors. The following are some of the most often used isolation
techniques:

 Control Groups
The outcomes of pilot group of participants in a program are compared with the outcomes of
a control group of participants who are not participating in the program. This is the most
effective way to isolate training’s impact.

 Trend lines
Trend lines are commonly used to project expected business impact data into the future. Such
projections are compared with the actual data after a major corporate program or initiative
has been implemented to determine if the training has yielded improvement.

 Participants/stakeholders estimates
Participants are asked to estimate the amount of improvement directly related to a training or
HR program. Because participants have received the training and are personally involved in
applying the new skills and knowledge to the workplace, they are often in the best position to
assess training’s relative impact.

Below are the findings of the evaluation process. The two software’s that we are proposing
them are used by the Askari Bank on the trial bases it will further explain the complete
process of evaluation with Target Groups, HPI interventions Methods along with identified
objective, data collection plan, methodologies, and timing for each targeted level of
evaluation carried out for this project.

4.1.3. Evaluation Process

 Target Group

All the employees, managers and staff currently working in Askari Bank limited.

 HPI Intervention Methods

o Training intervention.

To overcome the issue we have introduced a simple and effective system for this Bank for the
purpose of training.

o Performance evaluation software

This software will be used to evaluate individual task based performance working in a group
on daily bases. It will be an integrated system shared with all managers of the department and
head of department.

o Financial Rewards

Different reward system are introduced in this section in order to satisfy and get more
productivity from the employees.

o Non-financial Rewards

Non-financial rewards are been divided into two main categories Intrinsic and Extrinsic
rewards. Multiple internal and external rewards are been introduced in order to increase the
satisfaction level and employee performance.

 Impact Objectives

The main objective of the proposed intervention was to minimize the cost of the Askari Bank
HR Practices and also helps the Bank how would you engage the employees and reward them
accordingly.

 Collection Methods
The data was collected through surveys, and interviews. In which different set of questions
are designed in ordered to check that either the employees are comfortable using the software
and either they had extra work load handling that software and by the training how much they
have gained and performed in particular intervention.

4.1.4 Findings

As per the initial findings regarding the software implementation and trial access, the
employees showed a favorable response in favor or adopting the software and merging it with
the organizational practice. Most of the employees regarded the software as beneficial for
them in terms of reducing job stress (workload) as well as helping them to keep track of their
work. The software did overhaul the process in the wider picture. Employees responded that
the software will also know who and when their work is being observed as they will be
getting prompt responses from their managers. Apart from the end users (employees), the
managers also showed keen interest in the software mechanics. They responded with the
observation that it will reduce the time consumed in keeping themselves updated with the
Banks operations and also it will help them to monitor any issues that may arise and resolve
them at that very moment to avoid delaying in the operations. The software will evidently
help all the staff as well as seniors members (stakeholders) as to overview the complete
performance of the Bank. The senior managers insisted on adopting the Human Performance
Technology Model immediately after the fiscal year ends. Secondly they did advise certain
customizations regarding the software, that will help them streamline rest of the process and
help to devise a full fledge report as per the software input and processing.

We see that the software implementation and Model adaptation will benefit Askari Bank in
the years to come, as initially the impact will not be that much eye candy, but it will help to
regulate and monitor employees as they are the main assets of the organization. As per our
initial Cause analysis workings mentioned above, we see that the major contribution towards
employee turnover was due to unmanageable workload. This is now under supervision and
employees are given tasks as to minimize their stress and maximize productivity while
maintain competency of the employees. This model has various checkpoints embedded into
it, which help put forthcoming issues to the front end and have managers analyses and advise
suitable interventions that will not only benefit the employees but also the banks
performance.
Apart from helping day to day tasks, the Model will also help to refine their existing reward
system in the bank, because the employees often remarked as they were no getting
compensation regarding their work output regardless of how they actually completed the task.
The employees appreciated the new reward system, which also served as a motivator for
them to improve their output and get the most out it. Employees also appreciated the two
categories of non-financial rewards, because they feel that monetary benefits cannot be the
sole reason of motivation in the work place. They also commented that, training in the new
working environment will make them perform better and with the motivators set in place,
they will undoubtly perform their best so as to be crowned as the employee of the month. In
comparison to studies done regarding employee satisfaction we have seen that employees
don’t value monetary benefits as highly as non-financial rewards, all they want is a work life
balance where they can spend ample time with their loved ones back at home.

Furthermore, the evaluation stages in the model has helped to reconcile the whole process
and reduce anxiety in the workplace. The bank has even started implementation regarding a
relaxation area within the confines of the Branch so as to break the ice and let employees take
break from the daily routine. Because studies show that employees need breaks during work
to recompose themselves and have a fresh breath of air. The administration on the other hand,
paid their heartiest gratitude in suggesting them this model for better efficiency and
effectiveness and also remarked on making future customization as they see fit. So after this
trail conduct, we feel that the was a big breakthrough for the bank and highlighted that this
practice will in the long run help them reduce to their employee turnover ratio from 19-
percent down by at least 5-percent in the coming years.
 Chapter # 05

FUTURE ENHANCEMENTS

Following are the proposed recommendations as result of this study.

 Communication is the wheel on which relations and great authoritative connection
flourish, to ingrain trust and make a decent working climate. Incentives ought to be
connected, agreement sought and a negotiation reached at the end of the day in
introducing the rewards in various organizations.

 After recruitment and selection, individuals should be made alert of the reward
mechanisms in their employment agreement. This will safeguard that rewards are not
taken for granted but as a component worth working for.

 Compensation sets should be linked to individual satisfaction. For this, individual

view surveys should be sought in designing a good reward platform for the various
job classes in the organization.

 The total reward combination should include more of a non-monetary and less of
financial rewards. By this intrinsic motivation will be increased and workforces will
have the touch that the employer is taking care of his entire need. Dissatisfaction will
be greatly reduced.

 Profit distribution method should be refreshed; by this means, a feeling of tenure will
be formed amongst the individuals which will wish them to give of their best.

 Compensation bundles should be tight to performance; in other words there should be

some flat of practical pay input in the package structure. This will test employees to
perform better.

 Aligning with Business Objectives the learning of the past operated in silos where
learning professionals had little interaction or input from other areas of the business.
The learning of the future must be closely aligned to overall corporate strategies in
order for companies to achieve results. Any program or technology investment should
involve input from business leaders to ensure that learning is driving retention,
engagement, and performance. For those companies that did align learning and
 business priorities (48 percent), more than 70 percent were able to improve company
revenue.
 Measuring Effectiveness to determine if the learning strategy in place is driving
business outcomes, companies must find a way to consistently measure its
effectiveness. Companies should determine metrics in advance and include both
business metrics and learning/HR metrics. Currently, most companies are considering
team encouragement, employee engagement, and employee satisfaction over more
concrete business metrics such as retention, turnover, and revenue per full-time
employee.
 Chapter # 06

Conclusion

In this section we will basically conclude our project by saying that though every
organization there is an issue and if organizations like Askari bank ignore them will face
wide variety of problems and if they overcome the issues they can have effect the
organization overall strategy.

To summarize my project, in order to count your rewards and employee satisfied and loyal, it is
necessary for any organization to understand the basic need of the employee and then make it strategy
accordingly. It’s not only the Banking sector but anywhere you go you will find that employees In
working in different organizations are not satisfied with their reward system or with the work and life
balance. It is important for organizations to engage the employees in different set of activities and
give them rewards the rewards accordingly. We found that rewards in any company organization is
the basic need for employees but there are not only rewards which overcome the issue but are other
things which can create a major change.

Furthermore, by applying the software employee can have the daily check on the tasks he
performed daily this software basically gives the employee more freedom to work and they
can get engage in the task they are offered to do.
Software Design
 Chapter 7

References

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 http://www.magictech.com.pk/

 www.brookes.ac.uk/courses/postgraduate/human-resource-management/

 HRM Guide – Employee Selection http://www.hrmguide.co.uk/hrm/chap8/

 Jarvis, Chris (2008) . Recruitment and Selection

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 http://businesscasestudies.co.uk/business-theory/people/recruitment-and-
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