NATIONAL BANK

OF PAKISTAN

MANAGEMENT &
ORGANIZATIONAL
BEHAVIOR TERM
PROJECT

Group 7:
Muhammad Ahmad 24812
Muhammad Abdullah Khan 24227
Ayesha Karim 24194
Minaam Khan 24876
Avinash Kumar 24317
 Management
& Organizational Behavior

BUSINESS CONTACTS

MOHSIN JAMEEL
Vice President, Internal Controls

Number: +92 364 4083371

Email: mohsin.jameel@nbp.com.pk

ACKNOWLEDGEMENT

We highly appreciate Mr. Mohsin Jameel’s cooperation and willingness for using the National
Bank of Pakistan for our term project of Management and Organizational Behavior course. We
would like to thank them for helping us throughout the project in terms of providing us with the
primary research data through his interview. We would also like to thank National Bank of
Pakistan employees for filling out our survey form, giving us their thoughts, which helped us in
completing our project.

Finally, we would like to thank our instructor, Sir Usman Nazir, for guiding us throughout the
semester and the project. It’s all due to the efforts he put into us as his students that we were able
to complete this project by using that knowledge.

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TABLE OF CONTENTS

INTRODUCTION TO NBP ................................................................................................4

Introduction.............................................................................................................................4
Vision .....................................................................................................................................4
Mission ...................................................................................................................................4
Services ...................................................................................................................................5
Organizational Structure..........................................................................................................5
Problems Identified .................................................................................................................6
PRIMARY RESEARCH .....................................................................................................8
Interview with the Vice President ............................................................................................8
Employee Survey Questionnaire ..............................................................................................9
SECONDARY RESEARCH ............................................................................................. 11
Communication Gap between the Management and the Employees ....................................... 11
Conflicts in employees’ groups ............................................................................................. 12
Employee Recognition .......................................................................................................... 12
Motivation Theories .............................................................................................................. 13
SOLUTIONS AND RECCOMENDATIONS .................................................................... 14
Tackling stereotypes of favoritism ......................................................................................... 14
Tackling conflicts between contractual and permanent workers ............................................. 15
Tackling the difficulty of operating in certain areas: .............................................................. 16
Emotional labor of employees ............................................................................................... 16
Overcoming the trust deficit .................................................................................................. 17
APPENDICES .................................................................................................................. 18
1. Interview Transcription .................................................................................................. 18
2. Employee Survey Questionnaire ..................................................................................... 27
REFERENCES ......................................................................................................................... 28

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INTRODUCTION TO NBP
Introduction
National bank of Pakistan is a major commercial bank in Pakistan with its headquarters in Karachi.
It was established in 1949 under the national bank of Pakistan ordinance by the government.
Therefore, government holds 75% of share of the company. It acts as an agent to state bank of
Pakistan and deals in public funds. Over the time, however, it has shifted its role from providing
welfare for the economy to a modern growth oriented commercial bank. The firm specializes in
markets like debt-equity, corporate investment banking, retail and consumer banking, agricultural
financing, and treasury services. It has 1500+ branches in Pakistan 34+ branches in the rest 18
countries it operates its services in.

The bank works to enhance commercial use of banks and provide customers with modern
electronic banking facilities, loan and amortization schemes and many other ranged services to its
customers with duty of corporate citizenship and profit. Around the last 5 years, the company has
been successful in maintaining 66 billion pkr of turnover as of 2021. The bank is successful and
competes the major private sector banks. Its subsidiaries are Taurus Securities Ltd, NBP Exchange
Company Ltd, NBP Leasing Ltd, NBP Modaraba Management Company Ltd, and CJSC Bank,
Almaty, Kazakhstan.

Vision
To be the Nation’s leading bank enabling sustainable growth and inclusive development.

Mission
NBP aims to achieve its vision by subscribing to the qualities captured by the word IMAGINE:

Integrity is the cornerstone of everything we do.

Market leadership is what we aim across all our target sector.

Agility and strategic nimbleness will help us adapt to changing market conditions.

Good governance and transparency.

Innovation to provide for the customer needs of tomorrow.

Nation building remains our priority.

Employee engagement through a merit-based culture.

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Services
The National Bank of Pakistan is one of the leading Pakistani commercial banks with the head
office in Karachi. It is a government owned multi-national bank which is a subsidiary of State
Bank of Pakistan. It has branches in every major financial capital of the world. National Bank of
Pakistan is providing a wide range of services to all the individuals as well as organizations in its
market. Its services include demand draft, mail transfer, pay order, traveler’s cheques, letter of
credit, commercial finance, and foreign remittances. National Bank of Pakistan also provides short
term investments, equity investments, national income daily account, trade finance and other
business loans including agriculture finance, corporate finance, agricultural credit, farm credit,
loan structuring and syndications, production loans and cash management services etc.

Organizational Structure
Table 1: NBP’S ORGANIZATIONAL CHART

The structure of NBP is bureaucratic hence highly enforced and rigid chain of commands. It
involves little democracy in the company. While feedback may be encouraged in some sectors of
the operations. At a basic branch level, the manager is expected to be in hold of everything. We
also learned from the interview that this is the reason the appraisal of manager is particularly
tougher than the lower-level employees. Manager may or may not welcome an authoritative style
of leadership and this depends from branch to branch.
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Moreover, there is high formalization of job avenues. For instance, an operations manager in a
branch is only expected to be highly efficient in the way that there are no discrepancies in
monitoring or a non-performing register. He/she is not expected to go out of his way to make
things better but reach the ‘satisfactory’ level of performance.

Probability of informal groups is higher than formal groups due to a trust deficit discussed later.
NBP also follows a divisional structure. With numerous branches, the division is made based on
cities, regions, and areas hence the respective regional heads, area managers and so on.

Problems Identified
One of the major problems for NBP, as highlighted by the Vice President is the communication
gap between the employees and the senior management of the bank. There exists a trust deficit
that prevents the workers from openly engaging with their authority figures which leads to lack of
feedback and failure of the HR department to properly understand the problems at hand. This lack
of communication in the hierarchy gives rise to a mistake-laden work environment which leads to
conflicts and persistent problems that result in a high employee turnover, lower effectiveness in
task fulfillment and lower profitability of the bank.

Being a government owned ‘national’ bank, NBP is at a disadvantage in the banking industry in
terms of profitability and market share as it has to carry out operations in certain areas that are not
financially feasible. NBP also carries out the distribution of zakat for the government’s welfare
organizations without any commission or fees. Hence, it is unable to compete with private banks
in the market that provide superior services and financial products that NBP falls short of due to
different priorities, more stringent regulations, and bureaucracy.

Another problem faced by the bank is the conflict between the compliance of regulations and
providing favors to people with authority. This problem usually arises during sudden audit
inspections and as cashflows contain errors due in lieu of accommodating powerful figures, the
organization is held accountable for the shortcomings. It is impossible for them to refuse the
requests of these officials and at the same time, adhere to the banking rules hence they require a
system that allows for such discrepancies to be handled effectively without putting the credibility
of the organization at stake.

In the interview, Mohsin Jameel as an expert in Human resource also highlighted another major
issue that the organization is trying to tackle with is the increasing conflicts between contractual
and permanent employees. He highlighted as a part of National Banks’s commercialization policy,
the management is trying to end the pension program once and for all. The bank currently is in the
transitionary phase, and at this moment in time employs both contractual workers, ones who will
not receive any pension funds and are employed until fixed period, and permanent workers who
will receive pension refunds and are employed until they reach the retirement age. Therefore, the
presence of employees with different terms of contract in the same work environment has led to
conflicting interests which, in turn, has adversely impacted the unity of workforce. Mohsin
Jameel, in the interview, gave us various instances where the conflict of interest was evident. He
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said now in the transitionary phase, policymaking is in the hands of contractual employees. While
discussing for the future policy, the contractual workers make sure that permanent workers are not
involved since they have different sets of objectives. Contractual workers emphasize on short-term
benefit maximization and does not consider long-term goals which aligns with the interest of
permanent employees.

The vice president highlighted that employees have created a stereotype that rewards and fringe
benefits are given based on favoritism. He argued that the reason behind this stereotypical mindset
is partly because of managers’ past practices and partly because the tarnished image of public
sector organizations. The organization have previously taken steps to ensure eradication of
favoritism, such as they outsourced the recruitment process. As a result, employees lack trust in
management. They still believe the rewards are not rewarded on merit which has impacted the
motivation level adversely. Mohsin Jameel told us in the interview that majority of the workers
lack the intent to take on challenging projects. He added that the reward itself carries a tag of
“Chamchagiri”, and the ones who receive such reward tend to hide their achievement due to the
insult that comes with it.

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PRIMARY RESEARCH
The key segment of our primary research consists of an interview with the Vice President of
Internal Controls at NBP, Mr. Mohsin Jameel. In this 72-minute interview, we were able to gain
valuable insights from Mr. Mohsin as we spoke about the problems that the organization has faced
in as early as 1995, and how the new developments in the banking industry have changed the scope
and nature of problems faced by the bank today. He made the conversation engaging by sharing
his personal stories and experiences that helped us to understand these problems at a deeper level.
After the interview, we developed an employee survey questionnaire that was circulated among
the employees that helped us gain a different perspective on the problems initially identified.

Interview with the Vice President

The interview started off with Mr. Mohsin briefing us about the responsibilities of the Human
Resources department at NBP. They are expected to create a merit-based environment that allows
the employees to make progress in their careers and personal development. Mr. Mohsin pointed
out that this goal of the organization is hindered by the fact that NBP is a government organization,
therefore, receives requests for promotions and appraisals based on external influences and PR.
This creates an impression among the employees that all promotions are based on public relations,
hence their productivity and efficiency suffer.

From the interview we were also able to gauge that NBP faces a communication gap within its
hierarchy that creates a trust deficit in the lower-level employees. In case of a mistake, the
employee is more likely to use undesirable ways to get around it rather than taking accountability
they are not comfortable with the senior managers. In order to cope with this issue, the company
introduced ‘Employees Communication Program’ that held regular sessions, allowing employees
to engage and give feedback on the issues they were facing on the daily basis. By creating a friendly
environment, the program was also successful in reducing the stereotype and emphasize that the
company was adamant on promoting merit rather than PR.

Over the years, the bank has started outsourcing a number of services and functions. For example,
clerical jobs such as that of guards and drivers are outsourced from external firms to overcome the
issues caused by trade unions at salary negotiations. Even the recruitment process of non-clerical
jobs has been outsourced to recruitment agencies which was done to avoid the impact of external
influences on the selection process, therefore, making the process more transparent. However, Mr.
Mohsin personally thought it was an unfair and exploitative approach as this deprives the
employees from any welfare benefits that are important for their well-being when working in an
organization.

Mr. Mohsin also pointed out there are obstacles to recognition and appreciation in the organization
as he talked about the process of giving bonuses to employees. There used to be a ceremony to
hand out these cash benefits, but due to professional jealousy and general perception about the
awards being based on favoritism, the ceremony was called off a few years ago and award bearers

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have to hide them in order to avoid judgement in the workplace. This seriously undermines the
motivation of employees to do better as they would be seen as villains by their colleagues later.
Mr. Mohsin extended his opinion that the bonus awards should be given to groups rather than
individuals.

The bank sets targets at the start of each year in comparison to the previous year, however, this
goal appraisal structure is only effective at the managerial level. At the lower level, there is no
system of feedback and monitoring on the goals set for the year, which makes it less likely for the
bank to achieve the figures indicated at the beginning.

Employee Survey Questionnaire

For the second part of our primary research, we created a google form which was filled by 18
employees. There were 12 questions framed around the problems discussed by the Vice President,
with responses measured through the following scale: ‘Strongly Disagree’, ‘Disagree’, ‘Neutral’,
‘Agree’, and ‘Strongly Agree’.

Figure 1: PERCENTAGE OF PERMANENT AND CONTRACTUAL EMPLOYEES

Majority of workers in the region, around 77.8%, were on a permanent contract. The interview
revealed that NBP was gradually moving towards the recruitment of employees on contractual
basis. This was because the pension fund was proving to be huge liability to the bank, the
responsibility of putting money in an investment fund to be used by the employee after the
retirement was using up a lot of resources. There exist informal groups among the region of
contractual and permanent workers that make coordination and loyalty difficult as around 55.6%
of responses indicated that they feel they are treated differently at work, none of them contractual,
which means permanent workers mostly felt disadvantaged at the new policy.

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Figure 2: RESPONSES TO FIRST SET OF QUESTIONS

The general job satisfaction in the workplace was adequate, as 76.4% of the responses agreed on
feeling good about coming to work and 72.2% felt that the work environment was friendly and
they got along with their colleagues, this suggests that despite the problems pointed out by the VP,
employees had a relatively better opinion about working in the organization. This could be due to
NBP being a government organization, given the sociocultural trend in Pakistan that puts
government employees on a better status than private workers, leading to higher job satisfaction
in government jobs.

Figure 3: RESPONSES TO SECOND SET OF QUESTIONS

Despite NBP’s efforts to promote merit in the organization, employees are still of the view that
promotions and appraisals are not merit-based as a majority of 44.4% took a neutral stance on this
statement and 27.8% disagreed that promotions were on merit. This means that most employees
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are hesitant to answer the question at all while others think external influences are still prevalent
in the bank. Therefore, HR department has failed to create a fair and equitable promotion structure
in the organization as the employees feel they are unable to progress in the organization, leading
to higher staff turnover as was talked about in the interview where VP agreed that the major reason
for employees leaving was conflicts among bonuses and appraisal methods.

SECONDARY RESEARCH
While identifying problems in organization through primary research using interviews and
employee satisfaction survey, we also simultaneously worked into looking for general problems
and inefficiencies in the organization as highlighted by other published reports. Our main focus in
this segment was to look for further validation and clarity in the problems we identified in our
hand-to-hand research while also exploring various other concerns that have overall affected
national bank of Pakistan. Our modes to conduct secondary research include reports and articles
on inefficiencies in banking sectors in Pakistan overall and further reports that give us a holistic
view of how the work environment in National Bank of Pakistan is a major factor of problem
statement.

Communication Gap between the Management and the

Employees
Effective communication and interaction between employees or between management and
employees are some key factors that hold an organization on the road of success. Because
communication is something without which a manager can’t understand the issues employees face
and when this communication gap increases, it leads to a failure for not just that single employee
or department but the whole organization. According to the study, the management and employees
that feel themselves connected to others and perform collaborative work by bridging the
communication gap between them and between departments are 3.5 times more likely to
outperform than those having communication gap between them. So, we can say that the affective
communication reduces the silo effect in any organization and prevents from grouping within an
organization. Studies also show that the employees that are engaged with their colleges and
management have almost 87% less chance of leaving their organization, and this is the matter
which leads to the job satisfaction of the employees.

As discussed by the representative of National Bank of Pakistan, Mr. Mohsin Jameel, he also
mentioned that communication gap is one of the factors that affect their organization a lot. Because
when an employee has a fear of discussing his/her performance or problems with the manager, it
will create a gap which leads to making a small mistake much worse when not timely
communicated. We as humans often make mistakes at work but the door to resolving these
problems at early stages will close when there is a trust deficit between employees or between
management and employees. Research by Economist Intelligence Unit has shown the sensitivity
of workplace success to the affective communication as, it results in:
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 Failure to complete projects – 44% of the cases
 Low employee’s morale – 31% of the cases
 Missed performance goals – 25% of the cases

(Pumble, n.d.)
Conflicts in employees’ groups
As discussed by the NBP’s contact person, there are groups in the organization, and this is very
harmful for them. The conflicts between them often reduce the efficiency of the organization.
According to a study in US, employees spend almost 2.8 hours a week in conflicts and this time is
much larger in Pakistan. Due to these conflicts, the organization is divided and then everyone
works for individual benefits not the common goal. For example, a specific group will not want to
add another group person in any decision, whether it is good or bad for the organization. This thing
leads to a trust deficit between employee groups and between management and employees. In any
organization, a trust deficit between employees and managers can be described as a termite which
slowly eats up the whole management structure and the managers end up resolving conflicts every
day. (Conflict Statistics, n.d.)

Employee Recognition
Employees work harder when they are recognized, or when their job is valued. When surveyed it
was found out that employees feel important when the employee or manager directly recognizes
them for good work. According to the study carried out by Vantage Circles, it is suggested that
60% of employees regard reward and recognition as two major factors for improved job
performance (Achievers, 2020). In a general view, 90% agreed that work motivation depends on
recognition. Employees are likely to shift jobs when they feel less valued or have no sense of
belonging with the organization. The McKinsey study says, employees need an interactive
environment and not just transactions (McKinsey study, 2021). This suggests the recognitions
plays as important role as financial motives do. It highlights top 3 reasons for quitting job to be

1. didn’t feel valued by firm

2. didn’t feel valued by manager

3. didn’t feel valued at work

When we look at banking industry in Pakistan, the main focus is on employee turnover and how
well they can work for the firm. The structure of a typical bank or even National Bank of Pakistan
follow a task oriented autocratic approach. There is a ‘yes boss!’ culture in the organization itself
and employee turnover is not appreciated enough. Any increments or appraisals are not proposed
in front of the work force and are just wired individually without workforce cheer up. The reason
behind this is employee tussle and hostile work environment where appraisal to a colleague is seen
as a favoritism bonus and not an inspiration to work better.

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Motivation Theories
Management by objectives (goal setting theory)
Worker efficiency depends greatly on goals set by the management and ease in achieving them
without any work lags. The MBO theory suggests that objectives defined should be specific,
employees should have a say in their decision making, they should a time period in achieving it,
there should be feedback on goal progress.

The current reports suggest that banking industry follows a strict leadership style and the
employees do not have much of say in the task they are assigned. There is minimal decision making
and most of it comes down at prestigious levels. The main issue identified at NBP is an unequal
work distribution. Some workers work like ants and others sit idle on any particular day. The main
motivation of work is an increment given in secrecy. This defies three of the features of MBO
theory that objectives be specified, decision making should involve employees too and feedback
provided on goal progress. Since, the inadequacy in adapting to these features is common in the
work environment, inefficiency is defined high at every branch. (David McClelland, n.d.)

McClelland’s Theory of needs

The theory of needs proposed by David McClelland suggests that employee needs are divided
into three categories:

1. need for achievement

2. need for power

3. need for affiliation

With the interview conducted with Mohsin Jameel and the articles related to workplace problems
at ground level NBP, the needs mentioned above are partly fulfilled or dealt by the management.
The workforce is identified to have differences since NBP has 4 types of employees in their
organization and a regular tussle between for say a contractual worker and permanent worker is
inevitable. There are informal groups within the organization and although they are healthy for an
organization to have workforce individual groups, it has raised differences to levels during work
time. If we talk about the need for achievement, 5% people receive an increment or a raise every
year. The increment is discouraged among the other employees and the colleague affiliation is
affected for some time. The need for power on a similar note is limited and the senior management
is accountable for major decision making. Banking firms are likely to see a centralized structure
to conclude this point but nevertheless, it makes look work look unwanted for many workers,
leading to lack of employee loyalty. (Corporate Finance, n.d.)

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SOLUTIONS AND RECCOMENDATIONS

Tackling stereotypes of favoritism
1. Set a transparent rewarding system
It is of paramount importance for the HR department of National Bank of Pakistan to make the
rewarding system clear to every employee. Clearing implies that workforce should be told the
methodology on which the performance of each employee will be judged before commencement
of every project. The managers should instate the values that should be considered for performance
appraisal, such as efficiency, effectiveness. While constructing the rewarding system, managers
should make sure that system is designed in a way that every employee from every department has
an equal opportunity to showcase their skills (Lanier, 2022).

2. Emphasize the work rather than the name

One of the steps that HR department should take to eradicate the stereotypical thinking is to focus
on the work or milestone that led a particular employee to achieve a reward. For instance, the team
XYZ branch has won the best branch award since they managed to exceed PKR 100 million
deposits in their branch. This way the rest of the workforce would see a specific format on which
the reward was given; this will impel the employees to believe that the achievement was earned
on merit rather on favoritism. On top of that, if the if the work is highlighted more, this will give
other employees a path to follow to achieve same reward in future which will boost their
motivation levels (Lanier, 2022).

3. Hold Award ceremonies frequently and publicly

In his interview, Mr. Mohsin, disclosed that rewards are now given privately or even directly
transferred to account due to the insult that came with the reward. One immediate step that HR
should take is to hold ceremonies in public because holding the ceremonies in private will further
instigate the stereotypical thinking amongst employees. Moreover, the awards should be frequently
and not once in a year. Holding awarding ceremonies once in a year would mean fewer employees
are rewarded which would naturally make other workers think that favoritism is in place. Instead,
if workers are rewarded on monthly basis, more numbers of employees will get the chance to
rewarded which, in turn, will help in invalidating the stereotypical mindset.

4. Win the trust of employees

The HR department should strive to overcome the trust deficit between employer and employee to
eradicate the stereotypical mindset that employees in National Bank are rewarded based on PR.
Managers should recognize the fact no corrective measure, such as training, giving monetary
benefits can overcome trust deficit. The root cause of trust deficit is the human psychology (Davis
T, 1999). The management should alter the organizational culture at NBP. This follows those
regular interactions should be held between employees and manager. In that meetings, special
attention must be given to those workers who are performing under par or hasn’t been awarded
with a recognition. This will help managers to develop relations with employees and help them
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ensure whether that employee has missed any deserving recognition. This will impel workers to
think that managers are concerned for their growth and want to see them succeeding, which will
help change their perception regarding the existence of favoritism at workplace (Sarma, 2022).

Tackling conflicts between contractual and permanent workers

1. Managers should act as mediators, not boss
HR managers should realize that the effective solution to the conflict between contractual and
permanent employees can only be made if workers from both categories are involved in reaching
the common ground. HR managers by simply acting as an authoritative figure and dictating the
corrective measures will not provide the solution to conflict and employees will not learn anything
regarding solving the conflicts. Also, there are high chances that conflict will arise again in the
future time. Instead, the HR managers at NBP should act as a mediator to help find the permanent
and contractual workers mutually acceptable solution to their conflicts.

2. Meet with contractual and permanent employees separately

HR managers at National Bank should arrange a meeting with one contractual employee and one
permanent employee separately. In that meeting, the manager should try to deeply understand each
employee’s, permanent and contractual, interests, needs, and agendas and try to spot the root cause
of conflict. Meeting the employee separately will allow managers to understand each type of
employee effectively and allow permanent and contractual worker to share information they
wouldn’t have shared in front of the other category. It is to be noted that the sole purpose of this
initial meeting is to understand the conflict. Harvard Research has shown that initial separate
meetings are more successful in resolving conflicts if managers spend time building empathy and
understanding the problem. (Goldberg, 2017).

3. Arrange joint meetings with employees from both categories

After identifying the interest, motivations, and agendas of employees of each category, the HR
manager should meet with both contractual and permanent employee together and ask them for
proposals that incorporate the interest and goals of other category. This will allow employees from
each category to understand the needs of the other which, in turn, can help in reaching a common
ground (Goldberg, 2017).

4. Emotional Intelligence training

A study researching how emotional intelligence can help in conflict resolutions was conducted on
nurses where 74% nurses and 36% were contractual showed strong and positive relation between
emotional intelligence and conflict resolution. Therefore, HR managers at NBP should introduce
emotional intelligence trainings programs to resolve issue between contractual and permanent
employees. (Basogul, 2016)

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Tackling the difficulty of operating in certain areas:
NBP has an extended number of branches spread throughout Pakistan. These amount to 1511 and
it is only clear that this network is not easy to maintain. NBP has promised itself as the ‘the nations
bank’ thus has provided access to services in remote areas: It has the world’s highest atm at
Khunjerab pass and a branch especially for KANUPP. (Imtiaz, 2022)

However, places such as these are difficult for NBP to arrange workforce for. These involve
recruiting workers from afar and issues of absenteeism and late coming. The prime reason for these
is congestion in metropolitan cities like Karachi and tiredness which is only natural due to long
routes.

A good solution for this particular case is focused recruitment process. As identified by Mr.
Mohsin Jameel the recruitment process is outsourced to ensure merit. However, merit is not factor
here. A highly trained employee may not be effective in an uncomfortable environment. Man is a
social animal which is recognized by McClelland’s affiliation-based theory of needs. He will need
social interactions which is difficult in remote areas being far from family and friends. Recruitment
should therefore be area based. This will also earn NBP the reputation of having a positive effect
on an undeveloped region by providing employment there.

Further to ensure employee has a strong connection with his/her superiors to be motivated and
engage in organization citizenship behavior (OCB), regular meetings should be arranged that helps
them voice concerns and issues. A research study conducted by Gartner revealed that 70% of the
company’s mistakes occur due to poor communication. This is aided by the McKinsey study of
workers requiring an interactive environment. Feedback extracted from the employees will give
them the feeling that they are a meaningful part of the organization. (Team Building, n.d.)

Emotional labor of employees

A significant part of NBP’s revenue comes from public dealings. Interacting with different kind
of customer that are impatient, rude, or abusive can be extremely challenging. A case relating to
political and safety situation of Karachi was described by Mr. Mohsin where it was infuriating for
the cashier to deal with dirty notes.

The first solution is that the deserved recognition for work done is given. A careless attitude of a
manager will make the situation worse, and this can lead to employee leaving the organization. It
is essential for NBP to hire emotionally intelligent managers that are aware of employee’s
emotions and handle them with care. Furthermore, job rotation should be an effective solution as
it may help the employee take his mind off a certain mentally exhausting task. Job rotation is
proved to have a positive significance on motivation in the structural model testing and moderation
models by Idris and Sugeng, Diponegero University, Indonesia. An interesting highlight is that it
doesn’t have a significant effect on performance. This makes sense as division of labor and
specialization gets more efficiency, but the thing is how long it can be maintained? Repetitive

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work can eventually cause a lack of motivation which will see a fall in productivity levels. It is
thus recommended to rotate jobs to maintain an optimum amount of efficiency. (Idris, 2021)

NBP can further get help from organizations such as mentalhealthatwork.com. They have worked
with prestigious companies like Coca Cola and Starbucks and will help NBP employees deal with
the stress, emotions, and emotional labor. NBP taking these steps will be cognitive to the
employees of the fact that their organization cares for them and this will induce a new energy at
work. (Mental Health Network, n.d.)

Overcoming the trust deficit

According to the sample survey 27.8% of the employees in NBP aren’t comfortable with voicing
their concerns with the higher-level management Mohsin identified the issue as reservation of
employees against the managers. NBP also uses managers to monitor performances of employees
who sends the appraisal grade recommendation to the board. Culmination of 72.2% employees
didn’t believe the appraisal was fair or were not sure. This is a huge chunk and points to an
inefficient goal management.

The solution to restore the confidences of branch employees in managers is that monitoring and
career affecting authority be taken from the managers. When this influence on the employee’s
advancement is left to a new group at every level the employees should come together as a whole.
Even if they still disagree at the promotional opportunities, they will not hold the immediate bosses
accountable. The negative working environment that was a compromise could be unchained. The
managers will still set individual goals, but supervision of performance will be external and
unbiased.

Furthermore, end of year performance reports should be provided to employees that check their
targets and shortcomings. This should not be communicated in a disparaging way for the efforts
put in by employees but help them understand where others may have stood out, hence earning the
promotion. This will give them a clear path to work towards and not hold grievances not backed
by reason.

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APPENDICES
1. Interview Transcription
Date: 18/11/2022
Time: 3:00 PM – 4:12 PM
Agenda: To discuss the problems faced by the organization and the steps that have been taken to
deal with them.

Transcript:
Avinash Kumar: Assalam o alaikum sir, we are from IBA, and we are taking this interview
for our project of ‘Management and Organizational Behavior’ course. In this project we go
through all the primary and secondary research about the company and point out a
management issue faced by the company and its solution. This report will not be published
anywhere and will only be used for academic purposes. Let’s start the interview with your
introduction.

Mohsin Jameel: My name is Mohsin Jameel. I have done my M.A. in Economics and I have
experience of almost 25 years in the internal control compliance branch in the banking sector. In
HR, I have experience as a negotiator in the DCD’s investigations and the staff’s disciplinary
matters and secondly, when I became the Secretory General of the association, I have worked with
the management on the staff’s issues, benefits, and welfare negotiations and I am currently present
on this role. I also represent National Bank in staff’s forums with the management on the issues of
pension fund, welfare, and other matters. So, I have multi experience in HR, disciplining matters,
and the main banking functions. I started my career in a private bank and then joined National
Bank and now after promotions I am the vice president of Internal Controls at National Bank. I
started my career on the 22nd of February 1995.

Abdullah Khan: Can you please elaborate on the issue management faces about the
employees as you told us on the phone call?

Mr. Mohsin Jameel: The issues vary with industry. If we talk about textile industry, it has
different issues, the issues of petroleum industry are different and so on. However, there are some
issues which are common in all the organizations. For example, in banking, bankers are performing
their tasks, operations department are performing all the operations, credit, audit, compliance and
risk management department are also performing their designated tasks. However, the role of HR
department is to provide proper and competent human resources and to create such an environment
in the organization that promotes healthy competition not the one in which employees start making
lobbies against each other and employees start having conflict of interest. This should be the
primary function of an organization. The first thing HR department does for its employees is their
career growth. Such an environment that employees do not think to have any external influence by
approaching through any political or influential person for growth in the organization. Creating an
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environment in which employees think if I will perform my tasks efficiently, I will get a promotion.
Problem starts when an employee sees that another employee is not performing efficiently,
however, that person is getting promotions due to his/her PR, so that employee also starts focusing
on PR more than his/her tasks. That is not good for an organization. (For example, in the banking
sector we have public dealings, I will start doing legal and illegal work of an influential person so
that he/she will be helpful in future for promotions and benefits, so I will do his/her work by going
out of the way. Because I had built this in my mind that I will not be promoted by my work rather
I will be promoted by my PR. My performance, qualification and competency are not paying me;
however, my PR will pay me). That’s why it’s very important for HR department of an
organization to create an environment of the loyalty of workforce with its organization and
employees take the ownership such that the progress of his/her organization is his/her own
progress. If the HR department succeeds in making this environment in the organization, then no
one can stop its progress. HR has to create such an environment that the coordination between all
the departments remains good. They have to make their budget by understanding that if my
employee is peacefully going with his/her financial matters, then he/she can perform the best for
the organization. However, not to increase so much that it become a huge burden for organization.
So, HR has to satisfy its employees on the one hand and on the other hand, it has to keep a check
on the organization’s costs too so that it remains effective. To create that environment, HR does a
lot of things like training sessions etc. Once upon a time our bank also started this with the name
of “Employees communications”. If there is a gap in communication between employees and the
management, then it will create issues. If I was afraid to talk to my manager, then there is a high
chance I will make a huge mistake. If I had made a mistake during my work, and it happens, I will
not share that with my manager and will try to hide it. So, there are high chances that due to hiding
that mistake it might get worse. So, there should be an “open door policy” for employees. This
will create a confidence in the worker that If I had made a mistake, first thing is to tell my boss. If
I try to cover it on my own or by any mean, it can create a problem for the organization. If HR is
successful in doing this, then the organization is successful. For example, in public sector
organizations, the external influence is high that why they face lower performance from the
employees. That’s why you see a high difference in private sector and public sector organizations.
People think that it does not matter that I had done my work or not, I will get promotion due to my
PR.

Ayesha Karim: Sir, have your organization taken any steps to avoid these issues?

Mr. Mohsin Jameel: For this, we started 2-3 programs in which the National bank also invited
foreign delegations for training sessions. One of them was “Cultural change program”. In this
program they emphasized that every profession has its own personality, dress code etc. For
example, we see teachers and professors in a unique appearance, and you will not accept him/her
in another look because you have made an image in your mind about your professor. In the same
way, sportsman, showbiz, journalist etc. also have a specific getup. So, when Abbasi sb became
the president of the bank, he focused to maintain the dress code and discipline of the staff. (When
I was in a private bank, when the bank opened the first day after Eid, everyone was in a very casual
manner, Kurta Shalwar and Waistcoat on it. Saeed Ahmad Siddique sb, finance chief came, and
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everyone greeted him because he was a prominent person of the organization. He asked if
everything is okay that everyone is in casual. We said that it’s the first day after Eid, that’s why
everyone is wearing casual clothes. (1992) In Ramadan, it was the time of cricket world cup. He
said that I am very surprised by the team that they were playing cricket wearing trouser shirts even
in Ramadan. He said another unwise (stupid) thing is that I was going home after Namaz of Eid
and a policeman was on his duty wearing a pant shirt. He was not in the Kurta Shalwar. Everyone
was embarrassed. Then he said, Eid and other functions are at your own home, profession has its
own norms and codes. He said let me tell you another interesting thing. Look at the mechanic, he
wears neat and clean clothes when he goes to the workshop, but after reaching there he again wears
those dirty clothes, where he has to meet with people. Then he said, you should understand that
every profession has its requirements, a cricketer plays by wearing pants and on the other hand a
hockey player plays by wearing shorts. Everyone has a dress code or a uniform, either he’s a
policeman or a surgeon. Then he said, your priorities, your culture, your religious factors are okay,
but profession has its own dress code, and you should never leave that.

Avinash Kumar: How did you implement all these norms in the employees at deep level?

Mr. Mohsin Jameel: Now the situation is very different from that time. At that time, he started
an allowance that those who will observe the dress code, will get that allowance and he made that
a part of the salary package. What he did was that he directed some of the corporate branches to
start that allowance and that decision motivated the employees to maintain the dress code. So, the
part where you asked how we do it, the answer to that is that we must give employees some kind
of attraction or benefit. Mostly, the organization specifies the standards and the dress code and
employees that follow it, get extra numbers that contribute towards their promotion in the future
which gives them motivation to follow the rules. Apart from that, the management has also noticed
a communication gap between the senior management and the employees. NBP has around 50
branches and the region we are currently sitting at, has 43 branches. With a region this big,
extending from Port Qasim to West Karachi, most employees do not get the chance to meet their
regional heads and have only had the chance to speak to them on the telephone. Managers,
however, are somewhat familiar with the top management since they attend meetings with them,
but the regular staff probably doesn’t even know their faces. So, when the staff members face any
problem or grievance, they are not confident enough to speak to the people with authority. To
tackle this issue, NBP introduced an ‘Employees Communication Program’.

Minaam Khan: Okay, so as you talked about the organizational structure of NBP and how
employees are unable to communicate with the top management. Do you think one of the
reasons for that is that there are too many levels in the hierarchy?

Mohsin Jameel: That’s what I am telling. So, NBP started the ‘Employees Communication
Program’, holding mandatory sessions every Friday, which had to be attended by every single
employee, irrespective of their grade and designation. They called representatives from each
branch and sat them down with the management team to discuss common problems and their
solutions. Firstly, the management established the threats and opportunities faced by NBP, its
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position in relation to its competitors, and the expectations they had from their workforce to work
upto a certain standard to capture their share of the market in the banking industry. Then, they
clarified that the employees should not hesitate to ask any questions they might have, no matter
how small or trivial it was. They should treat this as an open forum and engage with the senior
management as they would with their friends and colleagues from their own branches. This helped
NBP to bridge the communication gap and allowed the management to collect feedback from their
employees. Moreover, it also allowed us to identify the levels of the employees that would help us
in job postings next year. For example, who is more suitable to be the operations manager, who
could be a good fit as the depository in-charge, who will sit at the credit and the cash counter etc.
So, the more we communicated with the workforce, the more we understood what level of work
they were suitable for, and the employees also became comfortable with speaking to the
management for their day-to-day issues.

Ayesha Karim: Okay, so in your levels of hierarchy, the people who have the decision-making
power, do they involve the lower-level employees while making decisions? Is their input
considered an important part of the process?

Mohsin Jameel: Yes, we have a historical practice where if anything is implemented by the senior
management, they take feedback from the branches. For example, let’s talk about annual audit.
When we work in the bank, we develop good relations with our customers. Even when you guys
go to a branch frequently to maintain your own accounts, you become familiar with the employees,
and they start recognizing you. So, sometimes we relax the verification process for those specific
customers as we develop confidence in them. I remember I was posted as the operations manager
at a branch in Urdu University at around 2005-2006. I received a phone call one day from the Vice
Chancellor of the University who asked me to hand 50,000 Rs to his son as it was the last day of
his fee submission. Now, no one in the bank should hand over any amount to someone without a
cheque but I couldn’t rigidly refuse the VC as well. So, I gave his son the money and he sent me
the cheque later that afternoon. Now, if by chance, there was a surprise audit inspection at that
time, I would have 50,000 Rs short at my counter. Even though it wasn’t a criminal or fraudulent
act, it was still a wrong thing to do if we go by the book. If an auditor came, they would rightly
inspect me for the short amount since there was no check since its their rightful responsibility and
it is vital for accountability. But what I did to accommodate the Vice Chancellor was something
that also had to be done. So, for situations like these, we gave feedback to the audit to allow us to
manage these circumstances differently since these are important to be managed to run the system
as it is running. I was managing the branch of that VC and that was the person I was ultimately
accountable to, therefore I could not possibly refuse him.

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Avinash Kumar: If it were 500,000 Rs. Instead of 50,000 Rs, would you still accommodate
him?

Mohsin Jameel: Yes, we would have to. But we would make sure there is enough balance in his
account and that the cheque would be received duly. But this would not be right from the auditor’s
perspective as if they start relaxing the regulations for everyone, all the time, we would not be able
to run the bank at all. To deal with this, we do give regular feedback to the audit asking them to
make considerations for these day-to-day issues faced by the bank. Apart from that, if the bank
launches a new product, it sometimes asks for feedback while sometimes it doesn’t. Recently, the
management held a session at PC Hotel where the NBP President addressed the managers of
branches from all over Pakistan and asked them about the problems they faced in the market.
Concerns were raised about competitors such as Standard Chartered and UBL providing better
services and products that NBP was unable to keep up with, due to certain regulations and
therefore, NBP was losing its customer base to its competitors. These problems were therefore,
taken account of by the management by the help of regular feedback sessions. Since NBP is a
National Bank, it sometimes provides services without any commercial or financial interest. For
example, NBP has opened branches even in areas where there is low financial profitability such as
the NBP branch near the Nuclear Power Plant (KANUPP). As the area is restricted, this branch is
only used by KANUPP workers therefore, the profitability is low, but it had to be opened as it was
a national cause. NBP also distributes zakat from Pakistan Baitul Maal, while also giving salaries
to their employees without any commission or postage fees as it is a welfare organization. These
are some of the activities that NBP does while other banks with financial interest as their priority
usually do not.

Minaam Khan: So, I want to ask about the public dealings of NBP as you mentioned you
have opened branches in certain areas where you would have to deal with people of different
classes and backgrounds who might not be so welcoming in their behavior? So, how do your
employees deal with that situation and how does the management aid them in that?

Mohsin Jameel: So, during my time at NBP, we opened a branch in Korangi, and I was posted
there. Our organization at that time had introduced a smiling customer policy where we had
seminars on how to treat customers. We were asked to welcome them at the bank, and always put
a smile on our faces no matter what. One of the cashiers complained to me that one customer came
to him to pay his bills. He was carrying cash on him, but it was drench in sweat since he was hiding
it in his socks and where not? I was so winced when it came to counting his money. How do you
expect me to keep a smiling face at this time? Now this a relevant issue and the smiling customer
policy sounds good in books but in practical situations we have to consider other factors too. So I
suggested him to wear gloves, but do we not know that a cashier will have a hard time using gloves
since he counts cash using his fingertips which can sense the quality of paper. That’s how he
differentiates between a real paper currency and a fake one. So the cashier sometimes used to get
mad and would even question the customer why he would do that. But the customer was right in
his place too since Korangi is not a space area and there are goons at corner of streets. It is
contingent to keep cash safe somewhere. So we receive feedbacks like these all the time and we
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calmly deal with them sometimes using practical solutions and rest of the times we have to have
concessions.

Abdullah Khan: So since you have expertise in Human resource department too, do you feel
any differences in contractual and non-contractual workers?

Mohsin Jameel: Look, our organization is going through one of the phases today. The employee
welfare program started in 1992. One organization’s main interest is commercial. We need people
who are financially effective for us and people who are effective for us in business. Employees
who are more receive a higher pay but when they retire, the organization owes nothing to them.
As the saying goes, an organization has no heart but brains. We like in capitalist world and even
China is gradually adapting to it. So a major difference between socialism and capitalism is that
socialism economy believes that religion comes at individual level and not governmental level.
Pakistan has no religion, Sindh has no religion, Karachi has no religion but the people living in
these places have a religion. So as a socialist state, it is the responsibility of government to arrange
basic necessities for the people. So at lower levels in an organization, the employer is responsible
to provide welfare to its employees. However, capitalism conveys clearly that they have no concern
for welfare and whatever benefits employees want they should be getting from relevant
organizations and here they are working for pay scale only. This is a big concern and these two
points of views have haunted our organization too. So NBP decided that they would end pension
program in 1992 once and for all and it is currently at its transition stage. As soon as an employee
retires for any good or bad reason, the employer does not owe anything to the employee. In the
past, we used to give pensions to people who retired and then their widows and their first child.
Capitalism here questions how an organization can plan its future with such never ending vicious
pension cycle. It is a major liability to the organization. So our organization decided to end it.
Since then, our organization has four layers in workforce, transitioning to end pension system. We
started hiring contractual workers now. Another concern is that there is politics and unions in an
organization too. The government allows formation of unions and regulates employer to formulate
salary structure accordingly dealing with its clerical and non-clerical workers. Now we cannot just
go to court and change the laws, so the organization decided to outsource clerical and non-clerical
workers. Our organization hired another company to carry out employment of these workers for
us. Now if we require 20 guards, NBP gave this task to a service provider to hire workers for us
who will be part of the service organization but will work in ours. Now these employees do not
come under our payroll but comes under pay roll of service provider and NBP just have to pay a
fixed amount to the company. I am against this decision since I believe it is an exploitation and
the organization has misused the laws. National bank is a forever running organization and such
malpractice should not be considered here. I sometimes tussle with the management that this is a
non-professional act, and we are depriving employees from their rights to save our costs. So we
currently have two types of outsourcing right now. One is employment outsourcing and the other
is functional outsourcing. Tasks which are not major ones like janitor work has been outsourced
although tasks like risk analysis and recovery are still under control of NBP and are not
functionally outsourced, but employment outsourced where for say we hire five employees

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working under my instructions for recovery calculations. Although we are not supposedly
outsourcing our basic function like proposal making for investment project.

Muhammad Ahmed: Sir you mentioned that beforehand NBP had a pension system and now
it employs contractual workers so since currently they all are at one place, do we see any
efficiency issues between them?

Mohsin Jameel: Yes, definitely there is a lot of tussle. When we sit for negotiations with the
management, we see a completely different salary structure. Not for the regular ones but for the
contractual workers. Contractual workers envy regular workers since there is a pension fund for
regular people. Pension actuaries organize this fund where a new employee for say a 24-year-old
is employed and is likely to work 36 years till he is 60 years old then 10% of his basic for say 2000
in added in funds. This pool of funds including basics of every regular employee is invested so it
multiplies. By the time the employee retires, there is sufficient amount to pay for his pension.

Minaam Khan: Does NBP give fringe benefits to contractual workers?

Mohsin Jameel: The management gives different kind of benefits to contractual and permanent
employees. You see that everyone has a financial interest, and therefore motivated by financial
rewards. The problem associated with rewarding of benefits is that in public sector organization in
Pakistan, such as NBP, the rewards are awarded based on favoritism, and employees here are
aware of this fact. At times when an employee is awarded, that employee instead of celebrating
with fellow workers, hides his achievement because of the tag “CHAMCHA GIRI” that comes
with it. The rest 90% workforce who hasn’t received the award believe that particular employee
has been given the reward because he must have given some personal favors to the managers. As
a result, the management has changed the procedure of rewarding. Previously, NBP used to hold
ceremonies to formally award the employees. Now the rewards are given privately, and even the
rewards are directly transferred to the employee’s account. What kind of reward is that which
cannot be publicly celebrated? This is all because of favoritism that employees have lost trust in
mangers.

Ayesha Karim: As you mentioned that employees are not appreciated, so does this affect the
motivation level of employees?

Mohsin Jameel: Yes, it certainly does. Bonuses are given to motivate workers to do well since
majority have financial interest. A law was passed in 90s in which Companies were legally obliged
to set aside 5% of funds from profits for staff welfare. The managers in public corporation like us
were instructed to include the staff in discussing how to ideally utilize these funds. We link bonuses
with the performance of employees in each branch. We give targets to branch managers to reach
this certain level of deposits in their respective branch. The bouses are then given based on the
extent to which the branch managers overachieve the target.

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Avinash Kumar: What are the current issues that you are facing as HR manager?

Mohsin Jameel: The current issue we are dealing with is the increasing conflicts between
contractual and permanent employees. Contractual employees and permanent employees have
formed groups between them. Contractual employees do not involve permanent employees in
policy making discussions. Contractual employees focus on policies which will favor
maximization of short-term benefits that conflicts with interest of permanent employees whose
interest is long-term benefits, such as pension plans etc. This has caused division in the workforce
and has affected the productivity adversely. Moreover, the contractual employees do not show
enough drive in taking challenging assignments. They have this perception that their contract will
be over in coming time, so why take the pain? Also, I would like to highlight one major issue of
professional jealousy amongst employees; toxic competition exists here in abundance. Employees
try to outperform each other. Individualist mindset prevails over collective interest.

Muhammad Ahmed: What steps you have taken to tackle the issues you just mentioned?

Mohsin Jameel: I have this negotiation meeting every now and then with managers of other
departments. We have tried to tackle the current issues by encouraging working in groups. While
creating groups, we ensure that each group consist of both contractual and permanent employee,
so that they have a common objective to strive for. In addition to this, I encourage giving rewards
not individually, but to groups which impels employees to think as team. For rewarding individual
employees, we have dropped financial rewarding system, and instead give promotional points. For
instance, if an employee shows tremendous IT skills, certain promotional points will be awarded
to him. This criterion helps management to promote based on merit and helps in lessening the
factor of professional jealousy because the performance is not hidden to anybody.

Muhammad Ahmed: Does NBP conduct any recruitment test to determine personality type
during recruitment process?

Mohsin Jameel: No, since we have outsourced the recruiting task to third party. This helps to deal
with the problem of political influence in the recruitment process. Consultancy firms deal with
recruitment process in seclusion of banks identity. After short listing the candidates the final choice
is available for NBP to choose for themselves.

Avinash Kumar: Has the outsourcing of recruitment process helped you in any way because
recruiting according by the institution itself is quite different.

Mohsin Jameel: Well, anything done in the right spirit will eventually be effective. While
outsourcing looks positive on the outside there may still be factors of influence included.

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Ayesha Karim: Can you discuss the methods of appraisal and goal achievement that lays the
foundation for each year?

Mohsin Jameel: Yes, a format is set for appraisal. Each year targets are set in comparison to the
base year that is the previous year. For ex: revenues are to be increased by 10%. However, this is
only effective at the managerial level. The appraisal is particularly harsh for the managers as he/she
is the propagator of instruction at branch level. The lower-level employees are not being monitored
and communicated with the goals the way managers are. This responsibility is left to the managers.

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2. Employee Survey Questionnaire

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