AIOU HRM Internship Report (Shaheen Paharmaceuticals)

7/30/2019 AIOU HRM Internship Report (Shaheen Paharmaceuticals)

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INTERNSHIP REPORT

SHAHEEN PHARMACEUTICALS

Specialization: Human Resource Management

Submitted To: Chairman, Deptt. of

Business

Administration

Submitted By: (Name of Student)

Roll No.

Registration No.

Address

DEPARTMENT OF BUSINESS ADMINISTRATION

ALLAMA IQBAL OPEN UNIVERSITY,


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H-8, ISLAMABAD


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ACKNOWLEDGEMENTS

All praises and thanks are forALMIGHTY ALLAH who is entire source of

all knowledge and wisdom to mankind.

Special praises for the HOLYPROPHET MUHAMMAD (P.B.U.H) who

forever is touch of knowledge and goodness for humanity as a whole on the

successful completion of the project. I would like to acknowledge my deep sense of

gratitude and indebtedness to academic assistance of my best teacherMr. Mujeeb

Alam, without his continued guidance and timely advice the completion of this

report would have been difficult. He has been a source of continuous encouragement

throughout the execution of my internship period.

Words cannot say the gratitude that we feel for our parents, friends and the

members of my family whose affection and prayers have always been the key to my

success.

I applaud the nice company of my best and true friendsMr. Sir Zamin Khan,

Mr. Riazand all the class fellows during the past few months of MBA studies. I will

always remember my association and affinities with all of them and treasure the

good days and happy moments spent with them.

Finally I am also very thankful to all members of Shaheen

Pharmaceuticals, with out their guidance and help, it will be impossible for me to

complete my internship. I am thanking the management of Shaheen

Pharmaceuticals for rewarding me such a great experience during my stay.

Thanks to all who helped me in completing my project.

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Table of Contents:

COVER PAGE

ACKNOWLEDGEMENT I

TABLE OF CONTENT II

LIST OF TABLES & ILLUSTRATIONS IV

EXECUTIVE SUMMARY V

1 OBJECTIVES OF STUDYING THE ORGANIZATION 1

2 INTRODUCTION TO THE ORGANIZATION 2

3 OVERVIEW OF THE ORGANIZATION 4

3.1 ORGANIZATIONAL STRUCTURE 5

4 ORGANIZATION STRUCTURE OF HUMAN RESOURCE DEPARTMENT 6

5 HUMAN RESOURCE MANAGEMENT PROCESSS IN ORGANIZATION 8

5.1 HUMAN RESOURCE PLANNING & FORECASTING 10

5.1.1 HRP PROCESS 11

5.1.2 FORECASTING HR REQUIREMENTS 13

5.1.3 METHODS FORECAST HR NEEDS 13

5.2 EMPLOYEES RECURITMENT & SELECTION 15

5.2.1 SOURCES OF CANDIDATES 17

5.2.1.1 INTERNAL SOURCES 17

5.2.1.2 EXTERNAL SOURCES 18

5.3 TRAINING & DEVELOPMENT 19

5.3.1 TRAINING NEED ASSESSMENT 19

5.3.2 EMPLOYEES DEVELOPMENT 20

5.4. PERFORMANCE MANAGEMENT 22

5.4.1 PERFORMANCE STANDARDS & EXPECTATION 23

5.4.2 HOW PERFORMANCE REPORTS ARE WRITTEN 23

5.5 EMPLOYEES COMPENSATION & BENEFITS 25

5.5.1 TYPES OF COMPENSATION & BENEFITS 26

5.6 ORGANIZATIONAL CARRER MANAGEMENT 29

5.6.1 EMPLOYEE JOB CHANGES 30

5.7 JOB CHANGES WITHIN ORGANIZATION 31

5.7.1 PROMOTIONS 32

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5.7.2 TRANSFERS 32

5.7.3 DEMOTIONS 33

5.7.4 SEPARATION 34

5.7.4.1 LAYOFF 35

5.7.4.2 TERMINATION 365.7.4.3 RESIGNATION 37

5.7.4.4 RETIREMENT 38

6 LABOUR MANAGEMENT RELATION 39

7 SWOT ANALYSIS (STRENGTH, WEAKNESS, OPPORTUNITIES & THREATS

FOCUSING ON THE HRM PROCESS IN THE ORGANIZATION 41

8 MAIN WEAKNESS OF THE ORGANIZATION 44

9 RECOMMENDATION 45

10 CONCLUSION 47

11 REFERENCES 49

12 ANNEXES/APPENDICIES 51

A-01 APPOINTMENT LETTER

A-02 INTERNSHIP CERTIFICTAE

A-03 MONTHLY EMPLOYEES STRENGHT REPORT

A-04 EMPLOYEES WAGES & SALARY REPORT

A-05 EMPLOYEES ABSENTEESM REPORT

A-06 EMPLOYEES TRAINING RECORD

A-07 EMPLOYEES TRAINING SCHEDULE

A-08 EMPLOYEES PERSONAL FILE CHECKLIST

A-09 EMPLOYEES WAGE & SALARY RECORD

A-10 EMPLOYEE SALARY SLIP

A-11 EMPLOYEES PROVIDENT FUND RECORD

A-12 RECRUITMENT & APPOINTMENT PROCESS

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LIST OF FIGURES & ILLUSTRATION

FIGURES

Figure 1 Structure of HR Department 6

Figure 2 Shaheen traditional style of management 9

Figure 3 Shaheen modern projectized style of management 9

Figure 4 Human Resource Planning Process 11

Figure 5 Forecasting Techniques 13

Figure 6 Estimating internal labor supply 14

Figure 7 Sources of Recruitment 15

Figure 8 Stages of Recruitment 16

Figure 9 Sources of Candidates 17

Figure 10 Performance Management Cycle 22

Figure 11 Employees Categories 25

Figure 12 Composition of Salary 27

TABLES

Table 1 Table showing current and needed staff level 12

EXECUTIVE SUMMARY IV


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Irrespective of the size or objectives of an organisation, the most valuable

resource it possesses is its workforce. Without workers who are both

efficient and effective, the long-term success of an organisation cannot be

assured. The human resource of an organisation is its entire workforce

from managing director to part-time cleaner. Each person is employed to

perform specified functions which play their part in the overall success or

failure of an organisation.

It is the human resources employed by an organisation which generate wealth

through the provision of services or the production of goods. Consequently,

just as machinery and buildings need to be protected if they are to work

properly, time and care must be taken if an organisation is to secure andretain the human resources that it requires. It is the responsibility of the

Human Resource Department to devise and implement the organisations

policies and strategies for managing its human resources in a way that will

satisfy both the objectives of the organisation and the objectives of the

human resources it employs.

This report contains valuable & important information regarding HR

practices which I observed and documented in the form of this report.

Shaheen is one of the reputed pharmaceutical present in Pakistan. HR

Department of Shaheen is not as per that of the other reputed

pharmaceuticals. Several flaws in the HR Practices in Shaheen are identified

and recommendations are made which are present at the end of this report.

HR in Shaheen is responsible for several activities which can be enhanced to

other areas. Finally it is found that Shaheen can best utilise its HR function

and ripe the fruits of benefits both in short term and in long terms.

Important Word: Workforce, Function, HRM, Production, Pharmaceuticals,

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OBJECTIVES OF STUDYING THE ORGANIZATION

To study & review the function & structure of HR Department of

Shaheen Pharmaceuticals.

Analysis of Shaheen Pharmaceuticals mission, vision, strategy and

goals and diverse functions of HR department.

To look into the special assignments carried out by HR team

like

preparation of the generic job descriptions for all field positions

and conducting TNA research program to detect gaps in KSQ

(Knowledge, Skill and Personal Qualities) of employees.

An exclusive probe into Training Needs Assessment strategy of HR

Department ofShaheen Pharmaceuticals.

To find out the Strength, Weaknesses, Opportunities and Threats

(SWOT) ofShaheen Pharmaceuticals.

Analysis of HR Department policies.

To put suggestions & recommendations to further improve the

activities of HR Department ofShaheen Pharmaceuticals.

And finally to prepare an internship report in the light of observation I

found and recommendation I forwarded to the management of Shaheen

Pharmaceuticals.

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2 INTRODUCTIION OF THE ORGANIZATION

I have selected Shaheen Pharmaceuticals, for my internship study in this

report. Mr. Syed Karim founded Shaheen Pharmaceuticals in March 2004 in

Pakistan. Its Registered Marketing Office is situated at Peshawar while its main

manufacturing plant is present 3 Km from Saidu Sharif, Swat.

Shaheen Pharmaceuticals presents more than 50 products to the market.

Nowadays, Shaheen Pharmaceutical is a leading ISO 9001:2000 certified firm in

pharmaceutical industry of Pakistan with over 350 employees and covers all four

provinces of Pakistan.

OBJECTIVES AND FUNCTIONS

The basic objective of the company is to produces high quality medicine at cheap

price by using latest technology and highly technical staff. To achieve this goal the

company adopted GLP, cGMP, GWP and ISO 9001:2000 rules and regulation and

continuously improving their management and marketing tasks.

There are various functional department present in Shaheen Pharmaceuticals and

includes Production Department (consist of Manufacturing Department, Packing

Department, Drying Section, Granulation & Mixing Section, Dispensing Areas,

Tablet, Capsule, Dry Suspension & Liquid Sections), Quality Control Laboratories,

Quality Assurance, R&D Departments, Warehouses (Finished, Inprocess, Quarantine

& Rejection Areas), Finance Department, Marketing Department, Inventory Control

Department.

PRODUCTS OFFERED

Shaheen Pharmaceuticals are offering different types of product to the market,

which includes.

Antibiotics

Anti histamines

Antifungal

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Cardiovascular products

Iron supplement products

Foliate supplement products

Anti-inflammatory , Analgesics and Antipyretic products

H2 Receptor antagonist

Hepatic protective products.

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3 OVERVIEW OF THE ORGANIZATION

Shaheen Pharmaceuticals is one the famous and reputed

pharmaceuticals with more than 350 employees belong from different

regions. Shaheen Pharmaceuticals has achieved the distinction of being the

first organization in the SWAT Valley, which achieved ISO 9001:2000

Quality Management Certification from one of the famous and recognized

organization IIC which have a registered head office in Dubai, U.A.E. and

approved from Joint Accreditation System of Australia-New Zealand (JAS-

ANZ) in 2007. Shaheen in recent years initiated implementation of the HR

reforms in a structured manner. Shaheen Pharmaceuticals has successfully

launched its HR development process at the beginning which was aligned to

the new organization knowledge, skill and competencies needs.

Shaheen Pharmaceuticals have a traditional management style i.e.

functional departments are present to perform various organization activities.

A list of these functional departments is shown in organogram.

LOCATIONS OF OFFICES

Shaheen Pharmaceutical marketing office is present in Peshawar while

Manufacturing Plant is present in Swat. The addresses of these offices are as below:

Factory & Head office:

Shaheen Pharmaceuticals3-Km, Murghzar Road , Saidu Sharif

Swat , N.W.F.P

Pakistan

Marketing offices:

Shaheen Pharmaceuticals

3-Bashir Lane , Fakhr-E-Alam Road ,Peshawar , N.W.F.P

Pakistan

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3.1 ORGANIZATIONAL STRUCTURE

Reproduces with the permission from the management of Shaheen Pharmaceuticals

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4 STRUCTURE OF THE HUMAN RESOURCE DEPARTMENT

Shaheen Pharmaceuticals follows bureaucratic style for their HR

Department activities i.e. all major activities are concentrated to one position

which means that only one person is holding major activities of HR

Department. The HR department of Shaheen Pharmaceuticals are composed

of 3 main segments. They are

Employee services

Employees Services

Staffing &

Compensation

OD & Effectiveness

Shaheen HR Core

Competency

Figure 1

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o Payroll Information

o Leave and Medical Record

o Final Settlements

o Policies and Procedures

o Employees Record and Recreation

OD and Effectiveness

o Training plan

o Talent Management

o Performance Management

o Employees Retentation

o Orientation & Employee Communication

Staffing and Compensation

o Staffing Plan and HR Budgeting

o Management Trainee and Internship Program

o Interviewing and Selection

o Compensation, Benefits and Incentive

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5 HUMAN RESOURCE PROCESS IN THE ORGANIZATION

Shaheen is basically a functional organization with functional

departments covering Finance, Production, R&D, Quality Control & Quality

Assurance, and Marketing & Distribution. Having more than 20 Years

experience in the field of Marketing & Distribution, Shaheen was formed by

the founder & present CEO Dr. Syed Karim in 2004-05 as a fourth

pharmaceutical in SWAT valley. Mr. Rashid which has an experience of 15

years was appointed as consultant and head of HR Department. At the

beginning the management of Shaheen uses traditional techniques such as

interviews to select candidates for various jobs. Now the traditional way of

appointing the employees are changed and some of modern techniques such

as filling a short questionnaire along with interviews are used to select the

candidates.

Shaheen makes a great change in their working style and nowadays

Shaheen is converting itself into more projectized style than traditional

hierarchy style but the management of Shaheen still uses the old tradition of

interviewing.

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Top ManagementTop Management

Functional Department1

Functional Department1

Functional Department 1Functional Department 1 Functional Department 1Functional Department 1

Figure 2

Project 2

Project 2

Project 3

Project 3

Project 1Project 1

TopManagement

Top

Management

Shaheen Traditional Style of Management

Shaheen Modern Projectized Style of Management

Figure 3


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5.1 HUMAN RESOURCE PLANNING & FORCASTING

Planning & Forecasting in the modern age is a matter of life & death

for organizations of modern age. The same is true for pharmaceuticals

industry. Each & every consecutive day new research product is developed,

deployed for trails & testing. All these effort require skilful, trained and

experienced workforce. It is for this reason organization plan and forecast for

human resource so as to remain competitive.

The management of Shaheen Pharmaceuticals also uses planning &

forecasting procedures to cope with human resource requirement but these

Project 2Project 2 Project 3Project 3

Project 1Project 1

Top

Management

Top

Management

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planning are usually of short term. As a result when the management of

Shaheen open there Liquid Section, they faces a serious shortage of skillfull,

trained & experienced workforce. Although the management strongly

believes that employees are there supreme strength. But they are not

adequately planning to anticipate the future need.

5.1.1 HUMAN RESOURCE PLANNING PROCESS

The HR Planning Process of Shaheen is shown in the following Figure. 10


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Shaheen HR Planning are usually of short time in nature usually of 4 to 6

months. Because of shortage of skill workers and because of the presence of

pharmaceutical industries in the SWAT Valley, the competition is very high so theHR Department of Shaheen continuously looking for skill workers. For this purpose

Shaheen scan internal environment to find out suitable employee and promote to fill

the vacancy, if there are no such employees available, then HR Department scan

external environment for skilled and experienced employees. As a result it is found

the HR Department minimally interviewed 2 3 candidates daily, most of these

interviewed candidates are called 3 to 4 months later of which almost 60 - 70% get

jobs else where and only 30 - 40% available. Once the internal environment along

with external environment is scanned, a draft forecast is prepared. There are no

forms for this purpose Shaheen uses, instead Shaheen only colleted CVs and

credentials for future need with HR comments written on it.

Shaheen uses surveys to find out the present employees, their strength and

experience and then find out the no of required employees in near future. This gives

Shaheen Objectives & Strategies

Forecasting

Shaheen HR Plans

Internal Environment

Scanning

External Environment

Scanning

Survey Of Employees

Available

Survey Of Employees

Needed

Figure 4

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the organization the ability to cope with future need of employees. But the same is

not true for high level employees such as Pharmacists, Chemists, Analysts, Officers

& Managers. Shaheen does not have a valid planning for higher level officers. As a

result there is always a shortage of skilled, technical & experienced top level officers

as indicated by the following table.

No. Ranks Available Required

1 Managers 07 10

2 Chemist 01 03

3 Pharmacists 03 07

4 Ware House Officers 02 035 Accounts Sections 03 05

6 Godown Staff 03 05

7 Inventory Control 02 06

8 Production Officers 02 08

9 Analysts 02 07

Total Officers 25 54

5.1.2 FORECASTING HUMAN RESOURCE PLANNING PROCESS

Shaheen uses the information which was gathered from external

environmental scanning and assessment of internal strengths and weaknesses

is used to forecast HR supply and demand in light of there objectives and

strategies. Forecasting in Shaheen contains information from the past and

present to identify expected future conditions. Because of the rapid changes

in the political, economical & global changes, Shaheen mainly emphasize on

short term forecasting usually of 4 to 6 months durations.

Table 1

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Despite the availability of vary sophisticated techniques, forecasting

in Shaheen is still subjective judgment. The facts are some times evaluated

and weighed by knowledgeable individuals, such as managers and HR

experts, and some times not.

5.1.3 METHODS OF FORECASTING HUMAN RESOURCE NEEDS

HR at Shaheen uses 2 method when forecast the human resource need using

judgmental methods and mathematical methods. Although Shaheen uses these two

types of model, the management still do not know the model and the difference

between them.

In Judgmental Techniques, Shaheen uses Estimates which are both top-down

and bottom-up, but mainly the HR & Management teams combinely interviewed the

top level employees who are in a position to know that How many people will they

need next year to cop with employees shortage and to increase productivity. After

obtaining responses, the HR prepare forecast sheet and submit it to chief executive

for approval.

While In Mathematical methods, extensively used for lower level worker,

Shaheen uses Productivity ratios which calculate the average number of units

produced per employee. These averages are then applied to forecasts to determine

the number of employees needed. For example when Shaheen launches new product

(Preston Tablets, Normidol Suspension & Olox Tablets in April 2009) the

Shaheen Forecasting Techniques

Judgmental Techniques Mathematical

Figure5

Estimates Productivity Ratios

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management decide to hire new employees to increase the production level from

8500 packs with 35 packing staff with a ratio of 243 to 15000 packs with 62 packing

staff per day. To reach this objective Shaheen hire fresh 27 packing section

employees through referral, interview and other methods.

5.2 EMPLOYEES RECRUITMENT & SELECTION

Figure 6

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Once the forecast is developed and approved from the top management, the

HR department of Shaheen start Recruitment & Selection process to fill the

vacancies.

Like all good plans, HR Manager of Shaheen builds employment plans onpremises. Basic assumptions for employment requirement by forecasting contain

three important things:

The supply of inside candidates;

Personnel needs;

The supply of outside candidates according to their company requirements.

Internal

Sources

External

Recruitment

Sources of

Recruitment

Figure 7

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By the utilization of their resources, firstly it is checked that either there is any job

placement or company is expending their business so that new jobs are open for new

candidates. These issues are tackled by the HR Manger. If staff is required then

company tries to find them inside the company by upgrading their employees if it not

possible then new jobs are created and fill by the outside market.

The overall aims of the recruitment and selection process in Shaheen are to obtain, at

minimum cost, the number and quality of employees required to satisfy the needs of

staff requirement. The three stages of recruitment and selection in Shaheen are:

Defining requirements: Preparing job descriptions and

specifications; deciding terms and conditions of employment;

Attracting candidates: Reviewing and evaluating alternative sources

of applicants, inside and outside the company, advertising;

Selecting candidates: Sifting applications, interviewing, testing,

assessing candidates, offering employment, obtaining references;

preparing contracts of employment.

Stages of Recruitment

Defining Requirements Attracting Candidates Selecting Candidates

Figure 8


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5.2.1 SOURCES OF CANDIDATES

There are various source available for the recruitment of potential candidates,

which are broadly divided in two categories.

Internal Sources

External Sources

5.2.1.1 INTERNAL SOURCES

First choice which Shaheen mostly utilize is internal source. When some new

post is created or some post is vacant due to termination, resigning and promotion ofemployee, The HR department scan internal organizational environment to locate the

potential candidates, as a result Quality Assurance Officer was promoted to the post

of Inventory Control Manager, Production Manager were promoted to Management

Representative of ISO Program, and Quality Control Incharge were promoted to

Quality Control Manager.

When some post is available, then HR Department notifies the interested candidates

about the job opening and the candidates submit their CVs along with the written

permission from their respective managers for the new post. These informations are

then forwarded to top management and after there approval a formal notification is

sent to interested candidates for interview. After interview , job is offered to

successful candidates.

Sources of Candidates

Internal Sources External Sources

Figure 9

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5.2.1.2 EXTERNAL SOURCES

If there are no people available within the organization the other sources of

candidates, are used for recruitment such as internal or external referral &

advertising etc.

In external sources, the HR department uses internal and external referrals i.e.

when job is posted then existing employees recommend some employees for the job

or Managers of other pharmaceuticals recommend some candidates for the job. HR

gives first priority to internal referral and then external one. if the HR Department

still not find out the potential candidate, then Shaheen advertise the job opening in

local news paper.

Almost more than 70% of employees both workers, technical staff and

managers are appointed through external or internal referrals.

Initially every officer rank employees are appointed for a probation period of

3 to 6 months as trainee. After successful completion of training a permanent job is

offered to the trainee.

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5.3 TRAINING & DEVELOPMENT

Training is one of the most important tool any organization using to

cope with the rapid change in technology and way of doing business. HRdepartment of Shaheen is responsible for the training and Development of

existing as well as new coming employees.

The difference between the training of new and existing employees

are orientation and Shaheen culture.

When a new employee is selected, an orientation of the new

employees is conducted. Production Manager is responsible for the

orientation of new employees. Orientation is basically a one to two hour

activity in which the new employees are informed about the organizational

structure, term & conditions of employment, the duties of incumbent, the

ethical & behavioural requirement for the new employee and the so. This

activity is only design for the officers and managers. Workers & employees

of lower level are exempted from orientation. As a result most problems are

observed at this level during day-to-day transaction.

New or Existing employees are trained in HR Department via three

methods.

Employees Handbook

Training by concerned department Manager.

Training to visit to other pharmaceuticals.

The period of training is not specified, some times it covered in a

week some times it is extended upto 6 months.

5.3.1 TRAINING NEED ASSESSMENT

There is no document for training need assessment in HR department,however a document is found in ISO Master File QMS/02/001 along with several

forms.

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6.2.2 TRAINING, AWARENESS AND COMPETENCY

A planning process is being implemented which ensures the proper training, awareness and competencedevelopment of people. This carried out while taking into account the organization processes, customer needsand expectations, the stages of development of people and the culture of the organization. The objective is toprovide people with knowledge and skill, which, together with experience, improve their competence and

capabilities. Organization has established and maintains a procedure to ensure proper capabilities ofpersonnel working. This includes:

Identification of competency needs for personnel performing activities affecting quality

Providing training or take other actions to address identified needs.

Evaluating effectiveness of the training provided

Ensuring that employees are aware of the relevance and importance of their activities and how theycontribute to the achievement of the quality objectives

Maintaining appropriate records of education, experience, training and qualificationReproduced with permission from the HR Manager of Shaheen Pharmaceuticals

Training need in Shaheen is determined based on error or mistakes

frequently made by any employees. However some forms of training needassessment were found in Quality Control Department. The form QCD uses

contains information divided in to two major categories. They are

Performance Analysis . (What tasks the analyst is currently

performing? how can the current performance be improved? Is training

the best method?)

Job & Task Analysis. (What is the best way to do analysis? How can

analysis process are broken down into small steps?)

The QCD uses this form to gather information about the training need

and to find out the suitable, affordable and effective way of training.

5.3.2 EMPLOYEES DEVELOPMENT

Because of lack of training need information, the only available option for the

management of Shaheen is to wait till some problem appears. If this happen the

management in the light of intensity of incident decided whether to train the

employees or terminate them. If the decision regarding training is made then the

immediate supervisor are asked to help the employee and make up the deficiency in

the skill, knowledge and behaviour of the employee. This may be useful exercise but

the company already suffered the loss.

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In Quality Control Area, in the light of the form already prepared for training

need assessment, the Chemist & Analysts are informed about their training schedule.

These training sessions are conducted with the help of HR. Mostly the training mode

are lecturing and participation exercise in which the trainees are asked to perform

some activities. The all activities are recorded. As a result the turnover of employees

in Quality Control is much lower than any other areas of the organization.

HR of Shaheen also uses another method to train some employees i.e. by

sending them to other pharmaceuticals to work for some time and then come back to

their original position.

Although some documents regarding training activities are found in ISO

documentation, it was found that these forms are never used.

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5.4 PERFORMANCE MANAGEMENT

Employees job performance is an important issue for all employers. A

performance management system consists of the processes used to identify,

encourage, measure, evaluate, improve, and reward employee performance at work.

Shaheen encourage their employees to achieve high level of excellence i.e. in

Quantity of output

Quality of output

Timeliness of output

Presence at work

Cooperativeness

These excellences are appreciated by the management at their monthly

meeting with their employees and in the form of shields and awards. However all

these activities are qualitative in nature. The activities of employees are recorded on

the basis of observation made by the management officials from time to time. There

is no maintenance of performance log. However critical incidents are recorded on

rough pages for the future need.

Figure 10

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5.4.1 PERFORMANCE STANDARD & EXPECTATION

Although Shaheen is a well reputed pharmaceutical organization, what

target the employees must achieve is totally the matter of perception.

Different standards are set for different employees. i.e. if two employees

which perform same task in which one are highly experience and skilled and

other have relative lower experience than the management expect a high

quantified target achievement for the experienced one than from other.

It is because of this reason, an atmosphere of conflict found in some

section of Shaheen Pharmaceuticals. Management still not do sufficient

planning to overcome these differences in targets and for the smoothing of

organizational environment.

The production department are usually engage in performance

standard setting and reviews of activities to find out that these standards are

met during normal course of operation. However if the standard are not met

there are no mechanism how to remove inefficiency. Thus some one can say

that performance standards are not a matter of seriousness in Shaheen. It was

also found that some employees are also reluctant to these standards because

no reward are attach to these standards. During my internship, several times

the product staff achieves the target but they are not appreciated well.

5.4.2 HOW PERFORMANCE REPORTS ARE WRITTEN

Performance reports are the responsibility of all managers of the concern

department. However these reports must be submitted to HR Department. A major

drawback is that these report are not considered when pay raise is recommended by

the manager of various department, as a result every employee get 10% annual

increase in their pay regardless of their performance. This creates a lack of

seriousness about the performance report preparation. Every department uses their

own performance sheet. A typical performance report of Shaheen contains

information as

Name of employee

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Designation of Employee

Name of performance evaluator

Department

Date & Time

Performance Standard (Arranged according to their priority)

Remarks

Signature of Supervisor

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5.5 EMPLOYESS COMPENSATION & BENEFITS

Shaheen Pharmaceuticals currently highly compensating there

employees with respect to other industries present in Swat valley, however

among the lowest compensation payable organization in the industry in

Pakistan. Because of very low number of pharmaceuticals in Swat valley and

absence of many taxes in Swat valley, Shaheen is one of the most profitable

pharmaceutical in Pakistan, but these benefits are not transferred to their

employees as a result the employees turnover is very high.

Shaheen have a different pay structure for different level of employees

and also employees of same level. i.e. Head of two departments are paid two

different type of compensation.

HR department is responsible for pay and pay related issues. It was

also found that salary determination in Shaheen is a matter of bargaining. i.e.

Shaheen pay 5500 PKR to an analyst while at the same time pay 15000 to

other analyst working in a same post.

Shaheen creates 2 categories for their employees. Exempt & Non-

Exempt. Shaheen pay overtime to its non-exempt employees who work in

excess of 8 hour and are one & half times there base pay. Almost all officers,

managers, directors & executives are exempt from overtime allowance.

There is no shift premium and night allowance for workers. The pay structure

changes in Shaheen with that of based on seniority and not on performance.

Although Shaheen is considered as one of the most profitable

organization in pharmaceutical sector, it does not distribute some portion of

EmployeesCategories

Exempt Employees

Non-Exempt

Employees

Figure 11

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its profit among their employees. There is also no concept of variable pay in

Shaheen.

Lack of equality in the pay structure is thus a major disadvantage of

Shaheen pay system.

5.5.1 TYPES OF COMPENSATION & BENEFITS

There are only one type of pay structure is available for the lower level

employees. i.e. base pay. No other direct & indirect pay & benefits are provided to

the employees. For the lower level employees Shaheen is giving time base pay i.e.

every employee have to work for at least 8 hours a day after which he has subject to

receive his pay at the end of month. No portion of the pay is directly or indirectly

associated with the pay. As a result motivations of the employees are low.

The composition of salary of lower level employees consist of :

Basic Salary

Overtime

Indexation allowance (For workers having salary less than 2500 PKR)

Attendance allowance (For workers having salary less than 2500 PKR

and equal to 300 PKR)

Cost of Living Allowance

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BasicSalary

Cost of

Living

Allowance Overtime

Attendance

Allowance

IndexationAllowance

Compositio

n of Salary

Figure 12


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Shaheen pay a higher wage to his high level employees. The

composition of the salary given to these employees consists of:

Gross Salary

Basic Salary

House Rent

Transportation Allowance ( usually between 300 to 500 PKR)

Cost of Living Allowance

Special Allowances

Vocational Pay

Deductions

Loan Instalments

Provident Fund

Employees Old Age Benefit Institution.. E.O.B.I.

Benefits

The following benefits are being paid.

EOBI --------------------------------- 5 % of wages

Advance against salary------------- up to one third of salary (For all

employees)

Medical allowance ----------------- 4% of Salary (Only for Managers)

Accommodation

Only for those employees living outside Swat Valley.

Loans

The employee is given loans as per the loan policy mentioned in the Service

Rules. The employees submit their application for loan approval to HR department

after the approval of the Managing Director the loan is granted to the applicant.

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5.6 ORGANIZATIONAL CAREER MANAGEMENT

Shaheen Pharmaceuticals have one of the best career management system.

The company consistently monitors its employees and as far as the betterment of

their career is concern, the company has a proper strategic plan through which it

increases the skill level of its employees. The company offers workshops, seminars,

visit of key employees to other pharmaceutical industries & training courses which

focus on injecting skills and professionalism into employees. These courses held in

the organization or outside organization as per the course requirements. Regardless

of the location of these training programs, the company pays all the expenses. The

only focus of these programs are to improve the skills of their employees so that not

only company can get maximum out of them but also employees can enrich their

nature of job and life standard as well.

Along with these training programs, the company makes their employees

fully aware of their job requirements by mean of job descriptions so that they can

develop a clear picture about at what are necessary requirement of their job and want

are not. Indirectly the promotions, transfer to other department also plays a key role

in employees job satisfaction.

Shaheen also have a career planning center and the interested employees can

seek help anytime between 8:00 AM to 4:00 PM from Monday to Friday. This center

help employees to get updated information about their job, current trend in the job an

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employee performing, required knowledge to enhance the productivity of employees.

If an employee wants to change their job position, the career planning center helps

the employees to do so. If any employees want to join any outside institution for

further education, Shaheen Pharmaceuticals allow them. As a result some of Shaheen

Pharmaceuticals employees are the students of various educational institutions e.g.

Malakand University, Udhiana Medical Institute, Abbott College and Virtual

University. Educational Policy of Shaheen Pharmaceuticals is flexible while that of

its competitors present in Swat region is tough. Thus as far as the career

development is concern, the HR Department of Shaheen is fully aware of this issue.

5.6.1 EMPLOYEES JOB CHANGES

Employees job changes in Shaheen Pharmaceuticals are a matter of

routine task. When any job is lying vacant or some new post is created

because of expansion or addition of new department, Shaheen first priority is

to select employees from the current pool. For this purpose Shaheen

announce the vacancy internally and invite the current employees to submit

their CVs along with required documents and then select the right candidate

for the post. If right candidate are not available to fill out the vacancy then

Shaheen search for candidates who have the required competency and are

willingly to fill the post but not have proper knowledge and/or skill required

for the post, then Shaheen arrange an up gradation program which best suit

the employee requirement for the new post. As a result the employees

response for the new position is always higher than expected. Normally

every employee changes their job every 3 to 4 years. As a result of these

changes, QA Officer changes their job to Inventory Control Manager,

Production Manager changes his job to Plant Manager and Raw Material

Store Incharge promoted to Warehouse Incharge.

Shaheen also arrange outside assistance and training program for their

employees. As a result some of employees are send to various organization

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for training upto 6 months and then returned back to assume the new

position.

Employees job changes within organization give advantage to the company

that employees at key position are loyal to the company.

5.7 JOB CHANGES WITHIN ORGANIZATION

Job changes in Shaheen Pharmaceutical are managed by HR

Department. When there is new post created in the company or some post

became vacant because of layoff, dismissal, promotion or demotion etc,

Shaheen first announce the post through their display board, memos to

various managers through memos and inter-communication forms. Interested

employees are informed to submit their CVs along with required documentsand with NOC from the head of their department. After receiving such

documents, the HR Manager verify the information collected and match the

current post requirement with that of competencies and capabilities of the

employees. HR Department conducts a short interview with that of interested

employees. These interviews are mostly conduct in HR Manager Office

usually after 4:00 PM. A series of questions are ask from the employees such

as

Why he apply for the job?

What is the deficiency the employees feel in their current job?

How he manage the new job?

What the employee expects from the new job? etc.

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In the light of interview conducted and the recommendation and NOC

of the current head of employee department makes an initial recommendation

to higher management (Chief Executive, General Manager). After approval

from the top management the employee, previous and new manager of the

employee are informed through intercommunication form and a new Job

Description Form were granted to the employee. It was observed during my

stay that new appointment letter were not given to the employees and it was

assumed that the terms & Condition of the employment was same as before.

The employees know his salary rise only when he receives his pay cheque.

5.7.1 PROMOTIONS

In case of promotion, the head of department inform the HR Manager

through intercommunication form about the performance of an employee.

After receiving such information, the HR department recommend the

employee for possible promotion within department to top management. The

top management decide in the light of recommendation from the head of

department & HR department to promote or not the employee. The decisions

of the top management were mostly verbally, and the HR department in the

view of decision makes necessary documentation. Promotion policy of

Shaheen Pharmaceutical is not clear. The employees do not know when they

were be promoted. It a matter of top management decision. As a result of

this, some employee promoted very early like after 6 to 7 month of

employment while some are still waiting for promotion after 5 years of

employment. Because of no policy about the promotion mostly employees

are demotivated and thinks what ever they do they are still under the dark

side of the candle. Productivity records also show that the outputs of senior

are lower than that of new comers and that of who promoted earlier.

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QC Officer was promoted to Senior QC Officer. FGS Assistant was

promoted to FGS Incharge and Dispensing Pharmacist was promoted to

Dispensing Area Incharge.

5.7.2 TRANSFER

Transfer policy of Shaheen is clear and also mention in employee hand book,

job description & in appointment letter. Shaheen transfer policy stated that

when ever services of an employee are required in some other department

and/or any section within the f irm, the employee must assume the

responsibility without any hesitation and any reasons. The appointment letter

contain these phrase

The employee should assume any responsibility assigned by concerned

manager or any authorized person designated by top management. He

should also assume any task wholly or partially either permanently or

temporarily as per HR Department instruction without any hesitation.

As a result of this job transfer within department is a matter of daily activity.

Coating Operator of coating section work with packing department and

blister section staff are transfer to syrup section. Thus we can say transfer is

a routine activity in Shaheens l ife. Some transfers in Shaheen are

temporarily one while some are permanent in nature. Top management

decided whom to promote permanently and whom not. Employee some times

also takes part in transfer process and willingly apply for transfer because

the transfer gives them fresh life in the form of new knowledge and skill.

This type of transfer is voluntarily one. While in involuntarily one top

management decided which one is t ransfer and which one not . The

employees may apply to review the management decision of involuntarily

transfer but the final decision is in the hand of top management.

5.7.3 DEMOTIONS

Currently there is no demotion occur in Shaheen Pharmaceuticals to date.

ISO master documents show that when the employees does not show

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satisfactory performance within 1 year period (in which the employee is

unable the minimum acceptable level of productivity for last 3 months

continuously) and does not improve his performance after the recommended

training from the concerned department manager, makes continuously same

mistakes, does not oblige the order of department manager, supervisor and

any other senior and after informally verbal, formal written and a formal

show cause notice, does not satisfy the concern officials in show cause case

hearings, theft, damage to company property, engage in any other activity

other that assigned one and the same and leaking company critical or non

critical information to outsiders include relatives, friend and competitors of

the firm are subject to demotion, penalty equivalent to damage, withholding

salary, and termination from the employment with or without notice. Shaheen

is lucky in the sense that during the 5 years of his journey, no employees yet

receive demotion from his current job.

5.7.4 SEPERATION

One of the worst decisions an employer or employee made is the decision of

separation from the firm. The employee leaves the job because of various reasons

such as

Finding better job

Less attractive current job

No career growth in current job and/or current organization

Unexpected new complex & lengthy assignment in the job

Bad employment condition in current job

Unacceptable supervisors, managers behaviors.

Inequality in pay

While the employer remove an employee also have one of several reasons such as

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Cutting unnecessary overheads.

Increase profit by reducing cost through cutting employees strength.

Hire low wage workers by removing high paid workers.

Layoff union workers because of strikes, lockout etc

Due to inflationary or recession conditions

Layoff old workers because of less or no knowledge of advance

technology.

Employee who leak out critical firm information to outsiders.

Employees who damage company property.

Continuous absence from the job

Unfortunately in Shaheen this decision were made frequently in the last 2-3

years. About 2/3 of Shaheen employees have joined Shaheen within 2-3 years only

one third are employees which are from the start with the company.

Of the 2/3, more than 50% of employees were terminated one of several

reasons such as

Unacceptable behavior with that of supervisor and/or manager

Damage to Firms property

Does not obey Management orders

Smoking and engage in activities prohibited by the management

Leak information to outsiders.

Too many unauthorized leaves

5.7.4.1 LAYOFF

Layoffs occur when employees are put on unpaid leaves of absence for time

period longer than approved one.

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Shaheen have a clear policy in this regard. A complete section on leaves is

present in the employment manual. For employment period of more than 4 year 20

vocational leaves are approved along with 12 sick leaves and 10 other leave, a total

of 42 days. These leaves are available to all employees but 20 vocational leaves are

earned only after completed 4 years of service in the firm. While remaining leaves

can be availed any time. All these informations are present in Section 10 page 28 of

employment handbook.

Shaheen have a strict policy on leaves. If an employee makes extra leaves

without prior approval, a written show cause is issued to him within 7 days. If the

employee does not provide reasonable reason to HR department, then he has a

danger of layoff. Only 7 times this option is used.

Employees can collect their vocational leaves upto 50 and then if he wants to

avail these leaves he can. If he does not want to avail the leaves then he may apply

for pay equivalent to normal rate.

If employee does not respond to the show cause within 3 days of receiving,

another show cause is issued and if he still not respond within 3 days of receiving, a

layoff letter is send to him and thus in this way the employee is terminated.

Employees can also apply for unpaid leave in case of emergency such as

medical leave, maternity leave, educational leave etc. but prior permission from HR

department is necessary.

5.7.4.2 TERMINATION

Unfortunately termination decision in Shaheen was made frequently in the

last 2-3 years. About 2/3 of Shaheen employees have joined Shaheen within 2-3

years only one third are employees which are from the start with the company.

Of the 2/3, more than 50% of employees were terminated one of several reasons such

as

Unacceptable behavior

Damage to Firms property

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Does not obey Management orders

Smoking and engage in activities prohibited by the management

Leak information to outsiders.

There is various rank employees terminated due to above causes. Senior

pharmacists, production supervisors, packing hall Incharge, manufacturing area staff

and warehouse personals are the frequent victim of this decision. As a result the

motivational level of these employees also found lower than other areas employees

least affected by termination decision. Although the termination remove problem

employee, it was found that these employees can be made loyal with little effort and

some training.

5.7.4.3 RESIGNATION

Resignation in Shaheen is another big reason for brain drainage of valuable

talent. Shaheen spend valuable and its precious time to reward a good experience but

because of the weakness of the system, when the employee get some knowledge he

resign from his post and join new firm. The major causes behind this situation were

found as under.

Less opportunity for career growth due to less room for innovation

and creativity because of standardized rules and procedures.

Lower salary

Unsatisfactory work conditions.

Unacceptable term and conditions.

Tight supervisory control

Lack of trust

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No benefits for most of employees.

Shaheen does not so far make some sound homework to reduce this trend. As

a result this situation persists. Because of beurucratic style of management,

opportunities for others becomes lower & lower down the hierarchy.

The post leave after resignation was not filled immediately. Usually 3 to 4

months are required to fill the posts. It was also observed that resignation letter was

given by employees to the management immediately without waiting period of 1

month. Because there is no benefit for employees thus resignation was given

immediately. Another trend was observed that mostly resignation application was

given 2nd date of new month when employee get there previous month complete

salary thus the management have nothing to hold and forces the employee not toresign. Resignation is one of the worst ways which not only effect some department

badly but some times the firm faces dangerous situation.

5.7.4.4 RETIREMENT

Shaheen is a relatively new firm and no one individual till date are retired.

But employment handbook (section 21 page 68) contains information about

retirement. Shaheen policy is that any one who will complete 35 years of services are

eligible to apply for retirement. The retirement policy will be made later. This matter

is still under consideration of top management. Whoever it was found that some

benefits such as provident fund, gratuity and E.O.B.I benefits will be provided to

retired employees. It was also found that management decided to give job to one of

the relative of retired employee. However no formal authorize information on this

matter is not approved yet.

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6 LABOUR MANAGEMENT RELATIONS

Labour-Management relation in Shaheen is not an ideal one. The employees

are just satisfied the management style. Thus we can say that the organization keeps

normal relations with its employees. There are two-way communications methods in

Shaheen. Several features of Labor-Management relations are

Every employee has the right to come to meet his immediate supervisor

for his problem. If his supervisor cannot satisfy the employee, then

employee can go to HR department for this problem.

There are placed the Complaint Box at different location in the

organization that are only opened by the HR Manager randomly.

Some Department held meeting on monthly basis in which head of Dept

and first line supervisor meet to employee and discuss about the previous

performance of Dept & individual performance. At the end the decisions

are made to enhance the individual performance by facilitating the

employees.

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The company treats all employees with respect and dignity, no employee

is subjected to any gesture, language and physical contact that are

sexually coercive, threatening, abusive or exploitative.

Discipline Procedure:

Warning are addressed to the employees verbally and in written through

their immediate supervisor. The warning referred to the contraventions

committed by the employee and served to remind the employees the

he/she abide by the company rules and regulations in performing his/her

work, and that this contravention should not be repeated in future.

A written letter addresses to the employee describing the contravention

committed. The employee is also notified that a higher penalty may be

inflicted on him in the contravention is repeated in future. The warning

letter is then registered in the employees personal file. Issuance of

written warning can be recommended by the respective supervisor and

Head of Department. It will be issued by the HR department after

approval of Chief Executive Officer.

Deduction from the salary will be an amount of employee salary

depending on the type offence and decision taken accordingly.

The employee may be suspended from performing his or her duties for a

period of time as conveyed in written.

Unauthorized absence of more then two times in Six month can result in

termination of employment.

An employee who is absent from the job with out satisfactory explanation

and necessary proof is considered to be an unauthorized unpaid absence.

Discrimination, intimidation and harassment based on sex, race, religion,

age, colour, disability, sexual orientation and cultural background is

prohibited at the workplace.

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7 SWOT ANALYSIS (STRENGTH, WEAKNESS, OPPORTUNITIES &

THREATS FOCUSING ON THE HRM PROCESS

IN THE ORGANIZATION

STRENGTH

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i. One of the largest pharmaceutical organization.

ii. Higher wage payer employer in the region.

iii. Frequent availability of lower wage employees.

iv. More loyal senior employees.

v. Qualified staff in HR Department.

vi. Reduces cost by merging some departments, especially merger of

Administration Department into HR Department.

vii. Use of HR Forecasting techniques

viii. Perform Job Analysis frequently.

ix. Higher motivational level of key employees due to Job rotation & Career

Management programs.

x. Use of different sources for recruiting & selection of right candidates.

WEAKNESS 41


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i. Lower wage level as compared to other pharmaceutical present at other

locations.

ii. Availability of less skilled and less experienced workers.

iii. High employees turnover ratio.

iv. Serious shortage of necessary full time staff in HR Department.

v. Dual responsibility of various managers due to merger of various

departments.

vi. Short term HR Forecasting usually 3 to 6 months duration.

vii. HR Forecasting are mostly conducted for lower level workers.

viii. Some Job descriptions were found out-of-date.

ix. Job Description are only covering offers and managerial ranking employees.

x. Career growth opportunities are only available to selected employees.

xi. No referral reward system for employees who recommend competent

employees.

xii. Out-of-dated interviewing techniques.

OPPORTUNITIES

i. Enough room for the implementation of new HR policies & Procedures.42


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ii. Shaheen can hire best employees for their HR Department.

iii. Shaheen can expand their HR Department.

iv. Use the skill & competence of HR Manager Head to improve HR department

performance by giving him full and unconditional authority.

v. Number of graduates in the region is increasing, Shaheen may hire these

graduate to increase the performance of HR System.

THREATS

i. Imposition of new rules and regulation by the government.

ii. Entrance of new companies in pharmaceutical industry.

iii. Switching of employees from Shaheen to other companies who pay more than

that offered by Shaheen.

iv. Serious shortage of skilled and qualified workers in near future.

8 MAIN WEAKNESS OF THE ORGANIZATION

During my stay, I have found following main weaknesses which I discussed with

HR Manager.

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a. Serious shortage of employees almost in all departments and sections.

b. Shaheen purchases latest machines and equipments but till date did not find

technical and skilled employees to start few of those machines.

c. In Shaheen, interviews are conducted on daily basis for lower level

employees but only a small percentage of these were offered the job.

d. There are no formal training programs for new incumbent.

e. Strict beurucratic style of management.

f. High turnover ratio than competitors.

g. Short term planning for human resource.

h. Lack of formal forms & formats specially interview evaluation form etc.

i. Forecasting of human resource need is based on subjective judgment.

j. No referral bonus for employees who recommended competent & skilled

candidates for a job.

k. Orientation & training period of new incumbent are very short and new

employee has to learn every thing from his mistakes.

l. No training need assessment form developed yet.

m. Different standard are set for different employees working same type jobs.

n. Performance reports have no effect on annual salary increase.

o. Compensation & Benefits are lower in Shaheen as compared to other national

& multinational pharmaceutical organizations.

p. Different pay structure for different employees working same job.

q. Promotion policy of Shaheen is not clear.

9 RECOMMENDATION

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a. The HR Department must intensively look for new candidates to fill-up the

shortage of employees. For this purpose Shaheen may use internet, print

medias such as newspapers, brochures and may use referrals.

b. Shaheen Pharmaceutical acquired latest equipments and machineries butsome of them are still not at work because of lack of technicians and

specialists. It is thus recommended that before any new machinery is

purchased, a contract must be signed with the manufacturer of the machinery

or with the suppliers that they must train some staff of Shaheen to operate the

machine within reasonable time.

c. The HR department may dedicate a day in a week or in a month for interview

thus eliminates the unnecessary interviews conducted daily and thus can save

precious time of HR Staff.

d. A complete training program must be designed for each and every

incumbent, which may cover not only the details of the job for which the

incumbent is hired but also about the company, its culture, environment, HR

Policies and the like.

e. Strict beurucratic style of management must be converted to more flexible

type i.e. authority and responsibilities must be delegated to lower level aswell. This action not only increases motivational level of employees but also

increases the loyalty and sense of belongness of employees.

f. HR Department must also forecast for long-term Human Resource need.

g. HR Department must design formal form for applicant interview, salary

surveys, Training need assessment etc.

h. Human resource needs in Shaheen are mostly determined using judgmental

technique. Although judgmental techniques are one of most important ones,

the HR Department must train every Manager, Supervisor, Line Manager etc

so that can use other method as well to enhance the reliability of their

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i. It is also found that no referral bonus was given to employees who refer

competent, skilled and knowledgeable candidate. The HR Department must

convince the higher management to give such bonus which not only

motivated the employees but the organization can in this way get competent,

skilled and experienced worker which may participate in the success of the

organization.

j. Orientation & Training period of new incumbent is very short, and usually

the incumbent learn from their mistakes, this is a costly practice. So it is

recommended that new incumbent must be fully trained and after completion

of training period, the training performance must be evaluated before giving

regular job assignment to the employee.

k. One main weakness found in Shaheen Pharmaceuticals is that there are

different performance standard for employees working same job. This

practiced must be immediately eliminated and same performance standard

must be set for same job.

l. Performance reports must be tightly linked with salary increase at the end of

each year.

m. As compared to other pharmaceutical organization present in Pakistan, thesalary level in Shaheen is much lower. As a result the employees turnover is

very high. HR Department must conduct salary survey, comparison and other

means to reduce the current salary gap and thus reduces the employees

turnover.

n. There must be same pay structure for same job i.e. equal pay for equal work.

o. Shaheen HR Department must clearly communicate its promotion policy to

all employees.

10 CONCLUSION

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HR is a very vast and important field in business. It is really important to

have and maintain quality professionals to add value in any organizations. From the

entire above project I have gained a lot of practical experience of the work. I saw

how work is done practically in organizations. I saw practical application of my

theoretical knowledge. It was a great learning experience, but I observed something

which I feel not a good practice. Basic pay of line workers disappointed me the most.

It was less than that approved by the government due to the fact that the organization

is located in tax free region where government labour officer do not inspect any

company. There are many things that are still in books and remain in books. I think,

organizations, in the process of reducing costs and competing globally, should not

forget basic ethics, which are the essence of a good organization.

During my stay in Shaheen Pharmaceutical, I have analysed their existing

human recourse system and seen that how they are applying the Recruitment &

Selection process (from job analysis to selection of employees) and I have seen that

company recruit all those persons who are eligible to his criteria whether they are

internal or external. Once a pool of candidate has been completed the next stage is to

select the best person for the job to achieve the organizational goal.

Orientation and on the job training will be arranged after the selection of

employees and the newly hired employees are posted on temporary job of 3 to 6

months for their practices, and employees having satisfied performance will be

permitted as permanent. But orientation and training are limited to some employees.

The Management strongly believes the importance of their employees; however the

benefits provided to them are also limited to few employees. The management

believe employees as a supreme strength. Therefore they strive to attract, retain and

develop the best talent but because of low salary and few benefits, the employees

turnover ratio are quite very high. Special emphasis in this regard is given to training

& development of the staff but so for this practice is conducted only to train selective

employees. Shaheen not only train employees in-house but also send some

employees for external training.

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Currently the company does not have automated HRMS. If this system is

installed, the company will received numerous benefits such as reduction in

recruitment & selection costs, Increases HRD performance, easy & fast access to

critical information such as employees personal record, performance log etc.

It was also observed that layoff, termination, demotion and retirement polices

are not clear as a result the moral of key employees were found at low level.

Currently, the HR Manager is trying there best to develop new policy which

are acceptable to both employer and to employees and thus it is expected that HR

Department will reduces their deficiencies and enhances the satisfaction of their

employees.

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11 REFERENCES

BOOKS

1 Guerin Lisa & Delpo Amy (2003). Create Your Own Employee

Handbook (1st ed.). California, USA: Nolo Press

2 Tracey, William R. Tracey. (2004). The human resources glossary: the

complete desk reference for HR executives, managers and practitioners

(3rd ed.) New York, USA: ST. LUCIE PRESS (A CRC Press

Company).

3 Helms M. Marilyn. (2006). Encyclopaedia of Management (5th ed.).

London, UK: Thomson & Gale Publishing Co.

4 Prof. Krishan Murthi. (2008). A Handbook of Employees Relations andLabour Laws In India. (1st ed.). Mumbai, India: NAD International

Press.

5 Jones Pam. (2000). The Performance Management Pocket Book. (1st

ed.). UK: Management Pocketbooks Ltd. E-mail: [email protected]

Web: www.pocketbook.co.uk

6 David A. Decenzo & Stephen P. Robbins (2004). Fundamentals Of

Human Resource Management. (8th ed.)

7 Wayne F. Casico (2000). Managing Human Resource (Productivity,

Quality Of Work Life & Profits). (5th ed.). National Book Foundation.

JOURNALS

1 Dr. Adya Prasad Pandey (Dec. 2007). Labour Management Relations

A Radical Deal For Industrial Peace. MPRA Paper No.6085 Retrieved

May 2009, http://mpra.ub.uni-muenchen.de/6085

MANUALS

1 Manual of Human Resource, Chamber Practice, The Indian legal Service

Provider. (1996). Manual developed for Ramakrishna Hospitality

Services (Pvt.) Ltd.

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AIOU HRM Internship Report (Shaheen Paharmaceuticals)

Documents

Transcript of AIOU HRM Internship Report (Shaheen Paharmaceuticals)