Professional Documents
Culture Documents
SECTION A
(To be completed by the student)
Date:
I confirm that no part of this Dissertation work, except where clearly quoted and referenced, has been
copied from material belonging to any other person, e.g. from a book, handout, another student. I am aware
that it is a breach of BITE and Coventry University regulations to copy the work of another without clear
acknowledgement and that attempting to do so render me liable to disciplinary proceeding.
SECTION B
1st Marker Comments
Agreed Mark
FINAL DISSERTATION
Topic / Research Question
What is the role of HRM and some of HRM procedures used
in Engineering and Humanitarian Organizations.
SUBMITTED BY
Abdul Basit Alvi
BITE ID: 35823
Submitted in partial fulfillment of the requirement for the
MBA Innovative Management
in collaboration with Coventry University
and British Institute of Technology & E-commerce
MARCH 2009
Certification
I hereby recommend that the dissertation was prepared under my supervision by Abdul
Basit Alvi (Student ID: 35823) What is the role of HRM and some of HRM
procedures used in Engineering and Humanitarian Organizations?
........................................
(Dr. Khaled Abdulla)
Dissertation Supervisor
Abstract
HRM plays an important role in all organizations. It deals with the people which
are thought to be the main assets of the organization. HRM procedures need to
be addressed carefully for the progress and further growth of the businesses.
Role of HRM and its procedures are equally important when we are discussing
about;
What is the role HRM and some of the procedures used in engineering and
humanitarian organizations?
Acknowledgement;
By the name Almighty Allah who is the most merciful, most beneficial and all
praise is due to Almighty Allah.
First of all, I am really thankful to Almighty Allah who gave me such wisdom
command, power and ability without which I would not be able to complete my
task.
I am thankful to my parents, my wife and beloved daughter who remembered me
in their prayers and encouraged me to continue my studies with full passion.
I am also thankful with the the depth of my heart to my supervisor for providing
me guidance, countless assistance and advices from beginning to the end of my
dissertation.
I also thank to my colleagues, Mr. Fakhar Alam, Mr. Khursheed Ahmed and Asif
Khan for their support and help during my research. Many many thanks to my
uncle Major Rohail Qureshi for providing me his overall knowledge about the
subject.
I am also thankful to HRM teams of Attock Oil refinery,Pakistan and Merlin UK for
providing me the required data and information.
Table of Contents;
1. Abstract
2. Acknowledgements
3. Table Of Contents
1. CHAPTER I - Introduction
1.1 Introduction
1.2 Research aim and Objectives
2. CHAPTER II Literature Review
2.1 HRM Models
2.2 Functions
2.2.1 Management Essential Functions
2.2.2 HRM Functions/Activities
2.2.3 Staffing(GET)
2.2.5 Motivation(Stimulate)
2.2.6 Maintenance(Keep)
2.3 Staffing Activities
2.4 Training and Development Goals
2.5 HR Functions
2.6 Employment Planning
2.7 Organizational Framework
2.8 Assessing Current HR Requirements
2.8.1 Labor Demand
2.9 Better Solutions for HRM
2.10 Job Analysis
2.10.1 Job Analysis Outcomes
2.11 Sources of Recruitment
2.11.1 Internal Search
2.11.2 Employee Referrals
2.11.3 External Recruiting Sources
2.12 HRM Functions and role in Engineering and Humanitarian organizations
3. CHAPTER III - Methodology
3.1 Introduction
3.2 Research Design and Strategy
3.3 Data Collection and Analysis
3.4 Grounded Theory in Research
3.5 Limitations
4. CHAPTER IV Case Study; Attock Refinery Limited(ARL),Pakistan
4.1 Industry Background
4.2 History
4.3 Pakistan Oil Refinery Industry
4.4 Introduction of Attock Refinery Limited
4.5 History Of ARL
4.6 Present Situation
4.7 Vision,Mission and Core Values
4.8 Products Of ARL
1
Chapter 1: Introduction
1.1:Introduction;
HRM plays a vital role in every organization and is a key department for the
progress and growth of any organization.
HRM procedures shows the commitment of HRM department with the objectives
of the organization and the success or failure of any organization equally
depends on the standards of employees.
Competent,skilled and motivated staff can take the organization towards top
position while lack in such characteristics of the employees can cause the failure.
HRM procedure need to be well organized and transparent giving chances to
skilled,dedicated,motivated and competent people to come forward and play their
role in the progress and growth of the organization.
2.1:HRM Models;
SOFT MODEL
This modal focus on the commitment that is produced if th employees are given
trust,proper training and development opportunities and if the employees are
permitted to accomplish their work autonomously and they have grip on their
work ( Guest 1987; Hendry and Pettigrew 1990; Kamoche 1994; Mahoney and
Deckop 1986; Purcell 1993; Purcell and Ahlstrand 1994; Tyson 1995 a ).
Soft HRM is associated with the human relations movement, the utilization of
individual talents, and McGregor's ( 1960) Theory Y perspective on individuals
(developmental humanism).
Soft HRM is also associated with the goals of flexibility and adaptability and
implies that communication plays a central role in management
( Storey and Sisson 1993).
Hard HRM Model
According to this model there is relatively a more control on the employees
based on their performances and the objective of this control is to prevent and
strengthen the competitive advantage of the organization( Guest 1995).In this
model the employees are managed in a more organized and systematic pattern
than that of soft model.
This model focus on the need and requirement of strategic fit in which the
policies of human resources are closely interrelated with the strategic objectives
of the organizations(external fit) and are related with each other(internal fit)
( Baird and Meshoulam 1988; Hendry and Pettigrew 1986), giving an overall
benefit of increasing the competitive advantage of the organization ( Alpander
and Botter 1981; Devanna et al. 1984; Lengnick-Hall and Lengnick-Hall 1990;
Miles and Snow 1984; Storey and Sisson 1993; Tichy et al. 1982; Tyson and Fell
1986).
According to Legge (1995) :
In the literature, four HRM models has been originally identified by
Legge (1995) which are:
Normative
Descriptive-functional
Descriptive-behavioral
Critical evaluative
Normative;
In this model the executives and managers deal with their employees as
the members of a team,focus on quality,creativity and empower the decisions
and regulations in a normative way.
McGregor's Theory Y and Theory X gives the essential and key
norms,regulations,values and the ideas of the managers about their subordinate
employees.
Descriptive-Functional;
(the approach referred as"the approach of a professionally system oriented
boss or manager)
It focuses on the regulations of the employment under the internal labor market
of the organization. It emphasizes on the theory that all functions to be done
within pluralistic or unitary set up.
This model focus on the processes,roles,polices and frameworks which is
necessary for managing the people in an organization. Top management is
responsible for the
recruitment,appraisal,rewards,training&development,discipline,job definitions and
completions and all such issues and within the organization. In fact the
managers should consider the importance of external regulations (the laws, the
factors of institutions of employment for example that imposed by the trade
unions).
Critical-Evaluative
Watson (1986) focused on further critical study about the personnel
management and its function in an organization. He addressed the question of
the "mystifications and justificatory overtones" of (generally neo-human
relations) the perspective of normative.
The employee and employees interactions is not taken as an interaction
between two equal parties. Law is to be considered in addressing such issues
But mostly employers don't like to interact more with their employees and
employees have to loose their jobs and benefits before the time at which they
can claim it legally.
Descriptive-Behavioral;
This is the approach which focus on the real behaviors and experiences of the
management and also focus on the understanding of others on such behaviors
and experiences.
It also focus on the question about management that how they act and perform
in the real world and how it can be compared with that of normative.
2.2:FUNCTIONS
2.2.1: MANAGEMENT ESSENTIAL FUNCTIONS
The basic functions of the management can be summarized as to;
Plan; The management is responsible for planning all the activities and
resources within the organization. To plan about all issues and objectives.
Organize; The management is also responsible for organizing the plans and
strategies in a systematic way.
Lead; After a proper planning and organizing the management has to lead for
the successful completions and achievements of the goals and objectives.
1
Orientation;The newly hired staff is given a general orientation about the nature
of the job and the expectations from them.
Training;All necessary trainings are provided to the newly hired staff so that
they get all the necessary informations and expertise according to their nature of
the job. HRM also needs to provide them continuous training throughout their job
role for further upgrading their knowledge.
Development;HRM is responsible to provide the continuous feedback and
knowledge via different workshops,training sessions etc for further development
of their expertise.
2.3:STAFFING ACTIVITIES
1
Job Description
Position: Finance and Administration Officer
Programme: Central African Republic
Responsible To: Country Director
Location: Bangui
Start Date: ASAP
Duration: 6 months subject to funding
Salary: 12,113 - 14,338 annual salary dependent on relevant experience,
plus an annual cost of living allowance of 5,111, insurance cover,
accommodation and flights.
Only short-listed applicants will be contacted. Due to the urgency of this
position,
applications will be short-listed on a regular basis and we may offer this
post before the
closing date.
Please note: this is an unaccompanied position.
Responsibilities
1
Ensure all contracts, terms & conditions, job descriptions for national staff are
issued
and are in compliance with the local laws
Provide support, training and guidance on HR issues as required
Administration
Ensure that contractual commitments (e.g. for the rental of vehicles and/or
premises)
are expressed in forms appropriate for the circumstances of the programme
Ensure that all expatriate staff are in-country on appropriate visas and that
their
personal files are kept updated
Set up and maintain Administrative systems and procedures across all sites
Management
Manage local Administrative Assistant
Provide support, training and advice to staff as required
Pay regular visits to Field sites for regular monitoring, supervision and training
purposes
Work closely with MedCo, LogCo and provide supervision and support as
required
Ensure budgetary implications are understood by respective programme
managers and
other staff
Person Specification
Essential
Merlin Job description 3
Qualifications, experience and competences
French language
Accounting Diploma/qualification
Experience of implementing financial control systems.
Charity sector experience
Managing accounts on accounting software
1
MOTIVATION
HRM departments needs to motivate the employees. Motivation can be done
either by;
Individual; Individually to each employee be giving him incentives based on
performance.
Managerial; through their managers and department wise
Organizational; Covering the whole organization.
Performance; Based on performance and efficiency of the employees.
1
Willingness; Based on the willingness and devotion of the employees with the
goals and objectives.
Ability; Based on the abilities of individuals to successfully complete their tasks
in critical situations.
Respect; Based on the respect of employees to their co workers and
supervisors.
MOTIVATION GOAL
Motivation is based on following goals;
Competent and adapted employees; Motivation is supposed to provide the
competent and loyal employees that have the strong commitments with their job
and organization.
With up-to-date skills, knowledge, abilities; Motivation enables the
employees to upgrade their knowledge and skills as per requirement.
Exerting high energy levels; Motivation helps management to get the
maximum output from the employees and helps them to do at their best.
MAINTENANCE
HRM plays an important role fro providing the better maintenance and services to
the employees which are;
Health; Its is the responsibility of HRM to provide the health facilities to the
employment .Many organizations provide free medical treatment and insurance
to their employees.
Safety; HRM is also responsible for the safety of their employees at the
workplace. Safe environment for work is the basic right of employees which HRM
have to provide them as a priority.
Communications; HRM needs to make proper communication channel and
procedure between employees and and management. It will be helpful for getting
new ideas and feedback from employees.
Employee assistance programs; HRM has to play their role of assisting and
supporting the employees. All matter should be tackled and solved and
employees should be provided all kinds of help and support from HRM.
Environment where employee voices are heard; HRM have to make such an
environment in the organization in which everyone can discuss their problems
openly and their problems should be taken seriously.
2.6:Employment planning
Planning of the employment is the systematic way of predicting the future
employment forecast and employees supply
by
The estimation of quantity and type of required employees.
To be proactive with changing in the market
It consist of following Steps;
1
Providing
Uniting
2.7:Organizational framework
Role of HRM in the context of organization consists of following factors;
Organization Vision; To take care and make HR policies matching with the
vision of the organization.
Mission
SWOT
competitors
the supervisors
Producing
Developing
Assessing
Improving
the performance
2.8.1:LABOR DEMAND
Following issues are linked with the demand of labour in an organization which
HR department needs to take into account;
Year
jobs)
workers
in
Returning
of employees
out
Layoffs
Voluntary
quits
Sabbaticals
Prolonged
illness
Deaths
improvement
Continuous improvement in procedures.
Rightsizing
Downsizing or up sizing as per requirement.
Work
process engineering
Revising the process of work and minimization of wastes.
Flexible workforce
Provide diversity and flexibility in the workforce.
2.10:Job Analysis
It
provides the information regarding the jobs presently done and the skills,
abilities and knowledge that each individual require for performing the job
adequately.
It
Job
Job
Job
description.
specification.
evaluation.
JOB DESCRIPTION;
Following are the main features of Job description;
It focus on the job.
It is a written statement.
It shows that what has done.
How to be done.
Why to be done.
It Includes all details.
It has content of the job.
It shows the working environment
It specifies the terms&Conditions of the employment.
TYPICAL JOB DESCRIPTION FORMATS;
A typical Job description should consist of;
Title of the Job
Responsibilities&duties
Distinguishing characteristics
Authorities
Etc
JOB DESCRIPTIONS ARE USEFUL FOR;
Job description is useful for;
New Hires.
Recruiters.
For Performance appraisal.
ADA identifying the essential
JOB SPECIFICATION;
Main features of Job Specification are;
It focus on the persons which do the job.
It
Skills,Knowledge,
Personality
etc
.
JOB EVALUATION;
Job evaluation consists of following features;
Establishing the comparability of the job.
Compensation issues.
Relative values.
1
Competitive
ADA etc.
Analysis.
2.11:Sources of Recruitment;
Following are the main recruitment sources for HR department;
2.11.1-INTERNAL SEARCH;
Advantages;
Time Saving; Easy for HR to find suitable candidates within the
organization,time saving etc.
Public relations; Improve the public relationships within the organization.
Builds the morale; Gives the motivation and boost up the morale of the
employees.
Encourages the ambitious and devoted employees; Helps the employees to get
promotions and rewards.
Cheaper; Saves the advertisement costs.
Know the candidates better; As candidates are already working in the
organization so everyone knows about their skills and abilities.
Already socialized;HRM department is already familiar with the candidates.
Training requirements; Less training is required for the candidates within the
organization.
And good EEOC notices etc.
Disadvantages;
Miss good talent from outside; Talent from outside the organization does not get
chances.
Causes the infighting and rivalry; Rivalry between the employees to get more
from others.
Inbreeding ;no new ideas etc.
2.11.2.EMPLOYEE REFERRALS;
HR might choose to recruit the candidates by employee referrals. The main
advantages and disadvantages of it are;
1
ADVANTAGES;
It gives realistic preview of the job.
The candidate is more acceptable for others.
The candidate is more likely to accept the offer.
The candidate is more likely to remain in the firm.
Gives chances for the bonus to the referrals.
DISADVANTAGES;
Social Factors;It might be not acceptable for all.
Economic Factors; It might be expensive as there is o other option for
bargaining.
Friendship;It is based on friendships so it might slow down the work speed.
Diversity;It might stop the employees to diversify their skills.
ADVERTISEMENTS;
Advertisements can be given in the local newspapers, placards on the gates, in
the trade journals and Internet etc.
TV and Radio can also be used as the medium of advertisement.
Advertisement is made wider if;
Specialized skills are required.
Higher level in the organization.
Short supply of the particular skills in market
Rates of Response vary because of;
Identification of the organization.
Conditions of the labor market.
Specifics in the advertisement.
EMPLOYMENT AGENCIES
1
PUBLIC/STATE AGENCIES
They have the benefits for unemployment.
They take no or very less fees.
They are suitable mostly for low skill jobs.
PRIVATE EMPLOYMENT AGENCIES
They take Fees which might be paid or split.
Their image is better.
Advertisements is their headache.
Mostly suitable for the higher skills.
Are able to perform screening of candidates upto some extents.
Might provide training facilities etc.
The gives guarantee to candidates for the placements.
MANAGEMENT CONSULTING FIRMS
Mostly suitable for searching the executives.
Best for Headhunting.
Specialized in high skills
Suitable for finding senior managers.
It might be difficult for them to fill the gap of technical specialists.
Companies pay large amount of fees to such firms
.
Schools, Colleges, Universities.
The are good sources for services of placement.
Easy to get fresh talent.
Internships helps companies and candidates to get familiarities with the work.
Job fairs are good source for head hunting.
High grade students mostly get good chances.
UNSOLICITED APPLICANTS
The applicants that approach the employers through letters, Emails, telephones
or in person.
CYBERSPACE RECRUITING
Websites are a good source of advertising the vacancies.
More than 80% companies are using Internet.
Lot of services of Commercial job posting are available.
All kinds of the jobs can be found and advertised in a single website.
INDEPENDENT CONTRACTORS
1
Chapter 3: Methodology
3.1:Introduction
This chapter is about the strategies of using the methodology and the way of
designing the study. We use primary and secondary research for collecting the
data which is considered as the most suitable method for collecting the data. It
will be discussed that what are the reasons and how the data was collected in
the research. Another important discussion in this chapter is about the selection
of grounded theory in spite of many other existing methodologies. The discussion
is about the selection of methodology and then the designing of questionnaires.
Limitations are also part of this discussion in the end.
3.2:Research Design and Strategy;
Collis and Hussey (2003) stated eight steps for achieving the objectives of
dissertation which are;
Selection of Methodology.
Limitations.
Grounded Theory.
Design of Research.
Selection and Techniques of Data Analysis.
Selection and Techniques of Data collection.
Summary.
The discussion in this research is about the procedures and role of HRM in
Engineering and Humanitarian Organizations and HRM Procedures in Attock Oil
Refinery,Pakistan is also discussed in detail. Of course the role of HRM in any
organization is quite important and sensitive. The role of HRM and its procedures
is discussed in Literature review in detail. Objectives of research are quite
essential to achieve and for analyzing the collected data a theory is developed.
Qualitative approach I,e Grounded theory help in building theory and is
considered as a clear methodology. Whereas Primary data is collected by
interviews and questionnaires .Company reports,documents,company official
1
website and personal contacts in the company are used for collecting the
secondary data. To involve semi structured interviews and questionnaire is very
important and developing a theory and furthermore for achieving the objectives of
the research. Theoretical sampling is involved after the collection and analysis of
primary data. Company documents and reports like the documents of training
procedures are involved for collection of secondary data.
3.3:Data Collection and Analysis
For getting the better answers the questionnaires are designed in the open
format. Those questionnaires include all details about the role and procedures of
HRM in the organization.
Interviews taken by the groups of;
Managers and
Employees
As mangers can lead the organization to success so they should have enough
skills and knowledge. Managers play an important role for the development of
employees and establishing the organization. Performance levels of the
employee can be collected from HR managers and they are key people for
getting such informations. Human resource managers will be questioned in such
a way that it will be easy then for them to give the answers after the analysis.
Human Resource department of Attock Oil Refinery,Pakistan are using all latest
and systematic HR procedures and playing an important role in the growth of the
organization so it will be better approach to observe,ask questions and collect the
data about the HR procedures in their organization. Human resource managers
and staff are of central point of focus as the whole research is about the role and
procedures of Human Resource management.
Glaser and Strauss(1967) discussed many ways for the analysis the
qualitative data focused more Constant comparison analysis which is the most
suitable method for such analysis (School Psychology
Quarterly Vol. 22(4) page 557-584).
Charmaz (2000) and Leech, Onwuegbzuie and Anthony (2007) also
discussed that how important is the selected technique (constant
comparative analysis) and so this technique is quite helpful for analyzing the
collected data ..
3.4:Grounded Theory in Research
Denzin and Lincoln (1994) discussed lot of research methods but suggested that
grounded theory is the most suitable method for qualitative research. The best
selection for the dissertation is qualitative research method because the
recruiting, development and training is very important factor in an organization.
A defined theory can be easily developed with the help of grounded theory which
can help us to approach the major ideas behind the integrated techniques in HR
procedures.
Glaser and Strauss (1967)explained various aspects of grounded theory within
the environment of an organization. They discussed that how this method of
qualitative research I,e grounded theory can present a systematic and defined
analytical method for developing further critical ideas. Further more another
reason to use grounded theory is that it can also be linked with quantitative
1
development. Therefore it is stated that the issues which come in the view for
recruiting,training and development employees by the involvement of different
procedures of HRM. Report of an selected organization is also included for
investigation.
In fact the grounded theory is helpful for analyzing such reports as the
method of qualitative research is helpful for developing a theory that can help in
understanding of result. So,grounded theory is helpful for grabbing a balanced
idea about recruitment,training and development of the employees as grounded
theory discusses the frameworks about the integration of different methods.
3.5:Limitations
For summarizing the above mentioned primary and secondary research
methods there are lot of suitable ways for collecting the data and alternately
there are some limitations as well. Firstly,there is a lack of reliability and validity in
secondary research that might only be used for supporting the primary research
up to some extent. Secondly,the interviews and questionnaires are not selected
from a much wide area in primary research that may not be signifying the whole
situation.
At one interval, the refinery at Ras Tanura, Saudi Arabia, which is owned by
Saudi Aramco was claimed as the largest oil refinery of the world. While in the
most time of 20th century Abadan oil refinery in Iran remained the largest refinery
of the world. This oil refinery was extensively suffered during the Iraq-Iran war.
The largest complex refinery is the "Centro de Refinacin de Paraguan" (CRP)
which is operated by PDVSA and is in Venezuela It has a production,s capacity
of 956,000 barrel/ day (Amuay 635,000 bpd, Cardn 305,000 bpd and Bajo
Grande 16,000 bpd).South Korean Corporation's Ulsan oil refinery having the
capacity of 840,000 barrel/day and Reliance Petroleum refinery in Jamnagar,
India having the capacity of 660,000 barrel/day are respectively second and third
largest refineries.
In th beginning United States oil refineries were processing crude oil for
recovering the kerosene oil. Whereas other by-products like gasoline etc were
considered as wastes and these were mostly dumped in the nearby river directly.
The demand of diesel and gasoline increased soon after invention of automobile
and are the primary products of refineries now a days. Oil refineries were predating EPA which was very toxic for the environment. Oil refineries are now
bound to meet the modern standards of water and air cleanliness by strict
legislations. Of course , for getting the permit for building up even a latest and
modern refinery having minimum impact on environment other than CO2
emissions is now so difficult and difficult that not too much new refineries are
opening now a days (though lot of them have been expanded) in US since 1976.
As the result of this, some people are believing that this might the reason that
why United States has become dependent on the import of the finished gasoline
more as more, as compared to the incremental crude oil. Whereas it is revealed
from the studies acceleration in in mergering activities in the production and
refining sector has further minimized the capacities and resulted into more tighter
markets particularly in US.
4.3:PAKISTAN OIL REFINERY INDUSTRY;
Currently, Pakistan have five major operating oil refineries with the combined
capacity of refining of 270,000 barrels/day approximately. The consumption of
the energy products is increasing day by day and Pakistan remained stagnant in
the capacity of installed oil refineries. For meeting the day by day increasing
domestic demand of the energy products Pakistan is still dependent on importing
such products. Pakistan is currently consuming 16 million tons of the petroleum
products,82% of which approximately is being imported.
ARL is a company of refining the crude oil. Attock Oil Refinery(ARL) was
established in 1922 by Attock Oil Company (AOC) in 1922 and is the oldest
refinery of the country. It has a very good experience of the successful operation
for more than 80 years Attock Oil Refinery has been updated and upgraded
gradually. It has bee replaced by the latest sate of the art hardware for remaining
the competitive and for meeting the new requirements and challenges. Attock Oil
Refinery is now more than fifty years old and both PRL and NRL are over thirty
years old .On the other hand Dhodak oil fields started the operation and
1
production in December, 1994. Attock Oil Refinery was converted in the public
limited company in the month of June 1979 and now is listed in the three main
stock exchanges of Pakistan.
Pakistan Refinery Limited ,PRL, is a nice example of the collaboration between
investors of foreign and Pakistan. Pakistan Refinery Limited was incorporated as
a public limited company in May, 1960 and is being on the stock exchanges of
Karachi and Lahore. This company is now engaging in the refining of the crude
oil. An agreement was signed on 28th November,1959 for construction and
operation of the oil refinery at Korangi,Karachi and was jointly participated by
investors of Pakistan and four major oil companies. Zulfiqar Ali Bhutto who was
then the Minister for power,fuel and natural resources laid down the stone
foundation on February 6, 1962. By July, the silhouette of Refinery could be
seen. In the addition of this construction, a tank farm was built at Keamari for
handling the imports of crude oil and exports of the product. On 2 nd October,
1962 the plant started its operations and on 14 th November,President of
Pakistan,Field Marshall Mohammad Ayub Khan, inaugurated the refinery. The
annual capacity of processing of the plant was enhanced in 1964 from 1.5
millions tons to 2.1 million tons of the crude oil throughput.
In 1963,NRL,National Refinery Limited was being incorporated as the public
limited company at Karachi. Under the Economic reforms Order 1972, Pakistani
Government took over the management of National Refinery Limited. Now a
days NRL is under the management of the Ministry of Petroleum & Natural
Resources which is currently exercising the control through its shareholding in
the State Petroleum Refining and Petrochemical Corporation ,PERAC. NRL is a
petrochemical complex and petroleum refining company and is producing a lot of
range of lubes, fuels, BTX (petrochemicals), asphalts and other specialty
products for exporting and domestic consumption. It is situated in Korangi
Industrial area, Karachi on a 263 acres plot of land.
Pakistan's Pak-Arab Refinery (PARCO), a joint venture between Pakistan and
Abu Dhabi, was established in 2000 to relieve Pakistan's dependence on refined
petroleum imports. As Pakistan's largest oil refinery, it has a capacity of 100,000
bbl/d of throughput. The estimated project cost is US$ 760 million. PARCO had a
plan to lay down a pipeline from Karachi to Multan and establish a mid-country
refinery. Incorporated in Pakistan in May 1974, as a Public Limited Company,
Pak-Arab Refinery Limited (PARCO) is a 60:40 joint venture, having paid-up
capital of Rs.11.6 billion and total equity of Rs.37.2 billion. PARCO s Board is
made up of six GOP Directors including the Chairman and the Managing Director
and four Abu Dhabi Directors representing Abu Dhabi Petroleum Investment
Company L.L.C (ADPI).
Bosicor Pakistan Limited was incorporated in 1995 and commenced commercial
operations in 2004. BPL's refinery is located on the coast of Balouchistan, on an
area of approx. 81 acres out of total company owned estate of approximately 600
acres, about 45 km from the city of Karachi. Refinery has a total capacity of 1.5
million tons/annum AND 55 % its shares owned by Bosicor Corporation Limited
(a foreign entity). The site has direct access to Arabian Sea. Third entry point of
1
oil through sea for country in private sector. Lower freight cost / tonne, cheaper
crude receipt through large size tanker (130,000 DWT) by installing a SBM. This
will also mean a 140 km shorter trip for oil tankers.
PSO,Pakistan State Oil is building a new refinery by the joint venture with Korea
and Kuwait at Badin, Sindh. Its annual capacity of refining is 4.8 million tonnes
and it will have the capability of processing the waxy crude oil produced in this
region. The estimated project cost is USD 800 million.
Pak-Iran Refinery is the joint venture between the Petrochemical Corporation
(PERAC) and State Petroleum Refining of Pakistan and the National Iranian Oil
Company. Its designed capacity of refining is 6 million tonnes of crude oil per
annum. It will be constructed near Hub, Baluchistan at Khalifa Point. The
estimated cost of this project is USD 1.2 billion. No infrastructure is existing at
Khalifa Point right now and an additional investment will be required for the
provision of this infrastructure.
Indus Refinery Limited ,IRL, is a Pakistani Public Limited Liability Company
which was registered in 2004 and its founding shareholders are the Middle
Eastern based American and British citizens (89%) and nationals of Pakistan
(11%). Site of IRL refinery is situated at the Main National Highway near Port
Qasim which is approximately 21 km from the FOTCO oil terminal and jetty and
is 2.5 km from Ghaghar Phatak. Its authorized share capital is Rs. 6,000,000,000
which is divided into 600,000,000 shares of Rs.10 per each share. IRL is a
93,000 barrel/day or 4.95 million metric tons/ annum complex of refining the fuel.
It will be 6th petroleum refinery in the country and the largest refinery of the
country. IRL will have a big competitive edge over the existing refineries as a
result of its modern and latest production technology and economy of scale.
more than 80 years and now it is able to meet the competitors and meet the
challenges and new requirements as well.
4.5: History
All of this started in February 1922, when two small (2500 Barrel / day) "Stills"
arrived on the stream at the place of Morgah. Discovery of oil al Khaur was
followed by setting up of these facilities where drilling work initiated on 22 nd
January, 1915 and at a very shallow depth of about 223 feet 5,000 barrels of the
oil flowed. The disappointing behavior of the Khaur field, however, soon gave rise
to great difficulty to keeping the refinery gainfully employed. Fortune turned in
1937 with a discovery of oil in Well No. 7 at Dhulian. As the crude availability and
the demand for petroleum product in the area increased, the refinery was
expanded in late thirties and early forties. A 5,500 BPD Luromus Two-StageDistillation Unit, a Dubbs Thermal Cracker, Lubricating Oil Refinery and Wax
Purification facility and the Edeleanu Solvent Extraction unit for smoke-point
correction of kerosene were added. The Morgah Refinery produced the full range
of petroleum products: gasoline, middle distillates, fuel oils, lube base oils,
waxes, greases, solvent oils and various grades of paving as well as there were
subsequent discoveries of oil at Meyal and Toot (1968).
In November 1978, Attock Refinery Limited was incorporated as a Private
Limited Company to take over the business of the Attock Oil Company Limited
(AOC) relating to refining of crude oil and supplying of refined petroleum
products. It was subsequently converted into a Public Limited Company in June
1979 and is listed on the three Stock Exchanges of the country. The Company is
also registered with Central Depository Company of Pakistan Limited (CDC).
Reservoir studies during the period 1970-78 further indicated high potential for
crude oil production of near about 20,000 BPD. In 1981, the capacity of refinery
was increased by the addition of two Distillation units of 5,000 and 20,000 BPD
capacity, respectively. Due to their vintage, the old units for lube/wax production,
as well as Edeleanu, were closed down in 1986.
ARLs last up gradation project in 1999 included a Heavy Crude Unit of 10,000
bpd and a Catalytic Reformer of 5,000 bpd. This was followed up with the
commissioning of a Captive Power Plant of 7.5 MW in 2000. Till late 2000, Crude
oil was being received through pipeline and bowsers in the ratio of 13% and
87%, respectively. To reduce road congestion and traffic hazards in the city and
the area around the refinery, the crude oil being received from the Southern fields
through bowsers (which is 45% of total receipts), is now being decanted at a new
Decanting Facility at Khaur (100 km from Rawalpindi) and pumped to the refinery
through already existing pipelines, thereby ensuring both an environment friendly
mode of transportation and maximum utilization of existing assets (pipelines).
The current nameplate capacity of Attock Refinery Ltd is 37,500 barrels / day
comprised of four Units of distillation. ARL is continuously searching the value
added products and is now embarked on production of the Polymer Modified
Bitumen ,PMB, which is first venture of this kind in Pakistan and is in line with
our long term commitments to bring the innovation to our valued customers, also
it ensures maintainability durability of the roads of Pakistan in the process. This
might be estimated and evaluated not only by our investments in PMB plant
which was inaugurated in March 2001, but also by different rial sections carried
out with our PMB which are performing very well for over two years now. Right
now,ARL and National Highway Authority, NHA, are jointly sharing the cost of
PMB which is involved in twelve Kilometers "Taxila - Turnol Rehabilitation
Project" which proves an excellent effort for providing the solutions to our
industry of road construction. ARL has recently successfully added the fuel JP8
to its range of the Jet fuels production which was already included JP1 and JP4.
Attock refinery Limited has already provided Low Sulfur Furnace Oil and Low
Sulfur Diesel Oil as it has a policy of producing the fuels of more friendly to
environment. ARL has also started the production of the unleaded gasoline.
Production of low benzene and low aromatics gasoline is now the main target of
ARL. As the government has the policy to maximize the exports so Attock
Refinery Limited has also successfully started exporting PMG, PMG and Jet
fuels to neighboring country Afghanistan and another product of the
Petrochemical grade Naphtha to Singapore.
As part of the business diversification plans of ARL, A project of white
Petroleum ,petlieum, which is a of transportation is badly required for our
country. The project is including the laying of a 470 Kilometers. 95ng pipeline
from the place of Machhike ,Sheikhu Pura, to Morgan and to Taru Jabba
,Peshawar. Kerosene,Premium Motor Gasoline PMG, High Speed Diesel Oil
HSD, and Jet Fuels etc will be transferred through this pipeline, which will be
passing through all the big consumption centers coming in its way .For future
supplies to the areas areas like Hazara,Mardan and Sialkot etc Spur lines are
also planned. ARL has commitments with the protection of the environment just
because it s dedicated to its product,s quality. In the year 1993, at the time of
promulgation of National Environmental Quality Standards NEQS, Attock
Refinery Limited done a comprehensive survey regarding its facilities of effluent
treatment with the collaboration of an international consultant having the
objective of upgrading it. Attock Refinery Ltd has spent more than PKR 20
Million on the projects of environment for meeting NEQS through installation of
Slant Rib Coalescing ,SRC, unit for the recovery of oil and also the Dissolved Air
Flotation ,DAF, unit to control the quality of water which quality leaves from the
refinery. As far as emissions of gases are concerned, not only stacks of ARL are
meeting the standards of NEQS , but up gradation project of ARL was also
equipped with the state of the art technology for ensuring the compliance with
with the standards of NEQS. This is also carried out in order to prove that
1
commitment of ARL for quality and and to protect the environment is continuing
as an on going characteristics of its operations.
National Cleaner Production Center, NCPC,is initiated by the sector of fuel and is
a center of excellence. UNIDO established it at ARL for targeting the techniques
of Cleaner Production in the Industry, resulting in minimizing the waste at the
source. This is a strategy for prevention in spite of the strategy of traditional
reactive end of the pipe. This project is including in NEAP-SP( National
Environmental Action Plan Support Program) of the Pakistan's Government of
Pakistan and in addition of it the Fuels sector is extending to other sectors like
Leather,Multi sectoral and textile etc. Two projects of cleaner production , Zero
Effluent and the Solid Waste Management were started in the year 2003 at
Attock Refinery Limited having the concepts of 3R's: Reduce, Reclaim and
Reuse.
Apart from the day by day and actively encouraging usage of the solar energy for
promoting the sources of renewable energy, Attock Refinery Limited has
embarked on building the Morgan Biodiversity Park in the district of Rawalpindi
near the villages of Morgah / Kotha Kalan as a part of the environmental
conservation. It will be jointly established by ARL, UNESCAP and Economic
Affairs Division of Pakistan and will be first of its kind in Pakistan. This region has
a rich heritage of biodiversity and is typically representing POTOHAR. This
proposed rich park will be helping in poverty alleviation of the area along with
conservating the region,s rich biodiversity.
It might be attract full for visitors, students on their tutorial visits and picnic parties
and being an enormous blend of knowledge and entertainment and knowledge it
will be welcoming them. ARL has made planning s for further expansion of the
capacity of its refining and to add more units of downstream processing for value
addition and for producing more products of environment friendly .Savings on the
refining margins and basis of strategic advantages are the justifications for
expanding the refining capacity of Pakistan, which in other case switch over
towards the overseas refineries. Pakistan is enriched with suitable and adequate
availability of skilled and trained manpower within the country for running the
additional refineries efficiently.
Local construction and engineering companies are fully capable for
manufacturing and constructing the feasible parts of new refineries, but also
promoting the indignation.
ARL is always committed to excellence and is ensuring to run its present refinery
in a much efficient and safe way and is continued for building on the deep and
strong relationships with the customers. ARL is doing it by providing the best
products and services of best quality constantly exceeding expectations to its
customers.
USAGE
1
1
2
3
4
5
6
7
8
9
10
11
12
PMG or Premium
Motor Gasoline
Kerosene Oil
Description
Non-Management (Unionized) Labor
Grades
Non-Management (Unionized) Clerical
Grades
Non-Management (Non-Unionized)
Fire Service, Security & AHL
Management Cadre (Regular)
Management Cadre (Contract)
Grades
1 to 9
C1 to C5
N1 to N9
Grade I VIII
As determined by the
Management
Ghaith R. Pharaon
staqbal Mehdi
Mohammad Iqbal Awan
Mohammad Mansoor Zubair
Shuaib Anwer Malik
Laith Ghaith Pharaon
Mofarreh Said AI Ghamdi
Arif Kemal
Babar Bashir Nawaz
Mohammad Raziuddin (Chief Executive Officer)
Ahmed Abid (Company Secretary)
GENERAL LAYOUT OF ARLS STRUCTURE
Chairman
Chief Executive Officer (CEO)
General Manager
Assistant General Manager
Senior Manager
Manager
Deputy Manager
Assistant Manager
Senior Management
Staff
Officer
Lower Staff
4.11.2:Defining HRM
Demand forecasting.
Human resource department of ARL receives the demand for human resource
from different departments. The respective departments also provide job
descriptions to the HR department which contain the complete details about the
abilities (skills, education, knowledge etc) and other requirements to be
possessed by the required candidate.
Supply forecasting.
It means to identify the sources from where we can recruit and select the
suitable human resource. The are two sources for this purpose are internal and
external. Internal supply of HR consists of workers / human resource within the
organization while external supply of human resource consists of suitable
workers from outside Attock Refinery Limited. Attock refinery limited uses both
sources of supply in order to attract and elect / retain human resource, but the
organization mostly prefers external sources for this purpose. The process of
recruitment and selection of candidates through internal and external sources will
be explained in detail in next chapter.
Motivating the Human Resource
The Human Resource in ARL is motivated so that they perform at high levels in
order to work for the achievement of ARL goals. This motivation is based on
various policies which are described in detail in the chapter related to motivation.
4.12.3: Job Description / Recruitment Criteria
It is the duty of human resource department to make job descriptions based on
job analysis (which is also done by HRD). The general format of job description
(related to / used by all departments for various posts) is as under:
ATTOCK REFINERY LIMITED
(JOB DESCRIPTION)
Ref: _____________________
Name
Service No
Designatio
Grade
n
Departmen
t
1. FIELD OF RESPONSIBILITY
2. FUNCTIONS
a. SPECIFIC TO THE JOB
b. RELATING TO PERSONS IN THE DEPARTMENT
c. REPORTS/ STATEMENTS
i. Daily
ii. Weekly
iii. Fortnightly
iv. Monthly
1
v. Quarterly
vi. Bi-Annually
vii. Yearly
3. WORK RELATIONSHIP
a. WITHIN THE ORGANIZATION
b. OUTSIDE THE ORGANIZATION
4. AUTHORITY
(To be described by human Resources Department in
consultation
with Department Manager concerned)
5. ACCOUNTABILITY
(To be described by human Resources Department in
consultation with Department Manager concerned)
6. QUALIFICATIONS AND EXPERIENCE REQUIRED
7. REPORTING TO
OFFICER CONCERNED
DEPARTMENT HEAD
Signature
____________________ Signature
______________________
Name
____________________ Name
______________________
Designation ____________________ Designation
______________________
Manager (HR)
AGM (HR)
Revision Date:
December 31, 2008
General Description:
- Being in the administrative and managerial position shall be responsible
for the supervision ERP and related work
- Daily working on late arrival & inform relevant section in charges.
1
Education Requirements
- BA/B.SC/FA/F. Sc
Supervision Exercised
- Office Assistant
- Trainee Executive Officer
I have read and understood
above details and I offer
Unconditional acceptance of these
SAGHIR HUSSAIN
JOB DESCRIPTION
Department: HR&ADMIN
Job title: Officer (ERP)
Reports to: Mr. Zulfiqar Ali
Title: Coordination (ERP)
Job Grade:
Type of position: Contract
1
Revision Date:
December 31, 2008
General Description:
- Being in the administrative and managerial position shall be responsible
for the supervision ERP and related work
- Keep up to date information of dependents for medical & Atta facility.
- Keep up to date employee personal information.
- Keep track of any change in employee roster, shift & timings.
- Intimation of absent employees to department in charge.
- Keep up to date record of leave.
- Working on leaves, overtime & late arrivals of General Services Staff.
- Promotion record updating.
- Verification of over time.
- Man of Quarter & Man of the year working.
- To maintain I-Form Register.
- To maintain Lime Washing Registers.
- To initiate Annual Appraisals for annual increment and promotion of the
staff working under his control
- To initiate disciplinary action, if any, against the staff reporting to him under
intimation to his Section Head
- Any other work that may be assigned by the sectional Head or the
Department Manager from time to time.
Education Requirements
- BA/B.SC/FA/F. Sc
Supervision Exercised
- Trainee Executive Officer
- STA
I have read and understood
above details and I offer
unconditional acceptance of these
KAMRAN SHAHZAD
Introduction
Annual Budget
2,6,00,000.
7, 00,000.
7, 00,000.
4,0,00,000.
4.15.2
Training Need Assessment
Senior executive officer (training and development). Sends Management Staff
Training Need Assessment Form to department manager for assessment
purposes of the employee to be sent for training etc. This form is returned to
DMC after completion.
4.15.3:
Definition:
Before studying the training and development policy in detail it is necessary to
understand the abbreviation that will be used. The explanation of the
abbreviations is as under:
ARL:
Attock Refinery Limited
CEO:
Chief Executive Officer
M (HR): Manager (Human Resources)
AM (HR): Assistant Manger (Human Resources)
I/c(Admin): In charge (Administration)
TSC:
Training Steering Committee
MDC / WTC: Management Development Center / Workers Training
Center
JCCP:
Japan Cooperation Center Petroleum.
SE (T&D): Senior Executive (Training & Development)
M (O):
Manager (Operations)
SM (TS&E): Senior Manager (Technical Services & Engineering)
AGM (FP&MM): Assistant General Manager (Finance, Procurement
and Material Management).
4
4.15.5:
In Country Courses:
SE (T&D) may also inform the nominee and departmental head through
the OMS.
SE (T&D) makes sure that all arrangements are completed for the course
as per the Checklist for In-Country Course.
4.15.6:
Overseas Courses
4.15.7:
Training Evaluation:
After an employee returns from training course, a Training Evaluation Form (Anx
A) is sent to the department manager for the evaluation of the employee, which
is returned to MDC after completion
5
In house Training:
Aug007: business English, interview skills , HR skills 4 line managers/
managerial skills
SEP007: Target setting, Empowerment, Conflict Management
OCT007: Leadership Skills, Motivation, Empowerment
NOV007: Presentation Skills, Adaptability & Flexibility
Dec007: Planning & Organizing Skills, Management development Programme
JAN008: Initiative ness, Coaching & Monitoring
FEB008: Problem Solving & Decision making Skills, Project Management
MARCH008: Stress Management, Team Work
APR008: Self Confidence, Report Writing
MAY008: Monitoring & Coordinating Skills, Management Development Program
In Country Trainings:
International Institute :
JCCP
In country & In house Institutes:
LUMS(Lahore Univ Of Management Sciences)
MDI (Management Development Institute)
SDPI(Sustainable, Development, Policy
Institute)
NAVITUS
ICIL
ACE
CMD(Center for Management Development)
GOVERNMENT
4.16:Staff affairs
4.16.1:
Staff affairs:
Staff affairs section will perform different set of activities for management staff of
the refinery. Record of all the employees from joining to till date was maintained
in the section.
The core activities of staff affairs are as under
Employee Record
Performance Evaluation
Employee Appraisal Form
Congratulations on a Job Well
Letter of appreciation to Employee
Employee Job and Motivation Improvement Meeting
Warning Notice
Giving Job Performance Feedback (Checklist) .
For management staff record of their salary, benefits package and annual
appraisal is been kept and monitor in the section
4.16.2:
PERFORMANCE APPRAISAL
Annual performance appraisal and prepared for each member of the
management staff. The annual report shows overall conduct and performance in
relation to the objectives set for the year and fixes objectives to the following
year. The report is discussed in detail with the employee and a relevant portion of
the copy is given for his personal record.
5
4.16.3:
Outstanding
Good
Above Average
Average
Below Average
REWARD MANAGEMENT
5
Basic pay
2,500
3,000
7,500
10,000
12,000
15,000
20,000
25,000
30,000
40,000
50,000
60,000
Board approval
Total package
9,136
11,385
24,048
32,339
37,990
47,885
61,377
75,448
87,540
115,043
145,927
173,790
Provident Fund
10% of basic pay per month is deducted as provident fund from salary of
employee and equal share by the company
Entitlement
5
60 years
55 years
Rs.5,000
Rs.10,000
Rs.15,000
Rs.20,000
Pension
Basic pay x length of service x 2.3% = monthly pension
e.g. Rs. 10,000 x 10 years x 2.3 = rs.2300 per month
Different Awards, Polices, and Allowances
Long Service Awards
Length of Service
35 years
Microwave Oven
30 years
25 years
20 years
10 years
Wall clock
For Retirees
41 to 50 years
Rs.4000
36 to 40 years
Rs.3500
31 to 35 years
Rs.2500
26 to 30 years
Rs.2000
20 years
Rs.1000
5
Previous rate
(per month)
Rs.100
Rs.400
Rs.440
Rs.450
Rs.490
Messing Allowance:
The workers who are required to perform duty either at Rawalpindi/Islamabad or
outstation will continue to be paid messing allowance at the present rates.
Traveling Allowance:
Traveling allowance is Rs.35 per person.
Traveling allowance is admissible to self, wife and three dependent
children upto the age of 24 year.
Title in terms of railway fare will be economy class
Journey must be taken by the shortest route and bus fare will only be
admissible in case the journey is performed to the place, which are not
connected by rail.
Employees turnover
Employee List Report
Separate employee list
Employee promotion list
Employee retiring between
Employees turnover
Turn over report is use to find out the percentage of employees
leaving the organization
We can calculate turn over simply by dividing Average
Employees with total number of resign.
We can calculate average by adding count at start + counted at
end divided by 2.
5
4.17.2:
By using the system we can find out turn over report of one
month to a year.
A turn over report of past three months is given below
Introduction:
Transport office will deal with allocated pool vehicles allocating vehicles to ARL
employees and Official guests of company. In special cases vehicles are hired
from outside. transport section will perform following functions.
Daily movement of Pool vehicles
Procurement of new vehicles
Disposal of new vehicles
Fuel from ARL pump
Allocated Vehicles for management staff and their fuel quota
Fuel working allowance for grade 3 and 4
Fuel on personal account
Fuel to group of companies
School college transport facilities to children of employees
General aspects of transport office
Some of the main positions of the section are
Executive (Admin)
Trainee Senior Management (Fuel manager)
Senior Officer (transport)
Supervisor senior (transport)
Supervisor senior (Petrol Pump)
Drivers (16)
4.18 :
SWOT ANALYSIS
SWOT Analysis:
A SWOT Analysis is conducted by the company so that it is able to position itself
to take advantage of particular opportunities in the environment and to avoid or
minimize environmental threats. In doing so, the organization attempts to
emphasize its strengths and moderate the impact of weaknesses. The analysis is
also useful for uncovering strengths that have not been fully utilized and in
identifying weaknesses that can be corrected. Matching information about the
environment with the organization's capabilities enables management to
formulate realistic strategies for attaining its goals.
A SWOT Analysis of ATTOCK REFINERY LIMITED is as follows:
STRENGTHS
WEAKNESSES
CHAPTER 5: CONCLUSION
5.1: CONCLUSION
HRM plays a key role in the progress and growth of any company and HRM
procedures needs to be strictly followed specially in Engineering and
humanitarian organizations as they need more skilled,diversified and motivated
staff. Also they need continuous training for updating and upgrading their
knowledge and skills.
Attock Refinery Limited is the pioneer in crude oil refining in the country with its
operations dating back to the early nineteen hundreds backed by a rich
experience of more than 80 years of successful operations, ARLs plants have
been gradually upgraded / replaced with state-of-the art hardware to remain
competitive with new challenges and requirements.
6
Chapter 6: Bibliography
6.1 Books:
Bratton, J., Gold, J., (2003), Human Resource Management (3rd ed.), New York:
Palgrave
Macmillan
6.2 Websites:
http://www.businesslink.gov.uk/bdotg/action/layer?
r.l1=1073861197&topicId=1075689112
&r.l2=1074446317&r.s=tl [Accessed on 27th June, 2008]
http://aede.osu.edu/people/erven.1/HRM/training_new_employees.pdf [Accessed
on 17th
July, 2008]
http://www.humancapitalmanagement.org/pdf/Technology.pdf [Accessed on 28th
July, 2008]
http://www.ppionline.org/ppi_ci.cfm?
knlgAreaID=107&subsecID=175&contentID=253143
[Accessed on 12th July, 2008]
url.http://www.arl.com
url.http://www.goole.com
www.merlin.org.uk
6.3 Articles:
Adams, D. A., Nelson, R. R., & Todd, P. A. (1992). Perceived usefulness, ease of
use, and
usage of information technology: A replication. MIS Quarterly, 16(2), 227247.
Agarwal, R., & Prasad, J. (1997). The role of innovation characteristics and
perceived
voluntariness in the acceptance of information technologies. Decision Sciences,
28(3), 557
582.
Alliger, G. M., Tannenbaum, S. I., Bennett, W., Jr., Traver, H. A., & Shotland, A. B.
(1997).
A meta analysis of the relations among training criteria. Personnel Psychology,
50(2), 341
358.
Ashton, D., & Felstead, A. (1995). Training and development. In storey, j. (ed.),
Human
Resource Management (pp. 234-53). London: Routledge.
Baldwin, T. T., & Ford, J. K. (1988). Transfer of training: A review and directions
for future
6
Donnelly, E. (1987). The training model: time for a change. Industrial and
Commercial
Training, May/June, 3-6.
Dougla, D. E., & Van Der Vyver, G. (2004). Effectiveness of e-learning course
materials for
learning database management systems: An experimental investigation. Journal
of Computer
Information Systems, 44(4), 4148.
Eden, W. B., & Ravid, G. (1982). Pygmalion versus self-expectancy: Effects of
instructor and
self-expectancy on trainee performance. Organizational Behavior and Human
Performance,
30, 351364.
Edvinsson, L., & Malone, M. S. (1997). Intellectual capital. London: Piatkus.
Ford, J. K., & Wroten, S. P. (1984). Introducing new methods for conducting
training
evaluation and for linking training evaluation to program redesign. Personnel
Psychology, 37,
651665.
Garavan, T. N., Heraty, N., & Barnicle, B. (1999). Human resource development:
current
issues, priorities and dilemmas, Journal of European Industrial Training, 23(4/5):
169-79.
Giddens, A. (1976). New rules of sociological method. Hutchinson, Basic Books.
Gist, M. E., Shwoerer, C., & Rosen, B. (1989). Effects of alternative training
methods on
self-efficacy and performance in computer software training. Journal of Applied
Psychology,
74, 884891.
Gist, M. E., Stevens, C. K., & Bavetta, A. G. (1991). Effects of self-efficacy and
post-training
intervention on the acquisition and maintenance of complex interpersonal skills.
Personnel
Psychology, 44, 837861.
Glaser BG, Strauss AL. (1967) The discovery of grounded theory. Hawthorne,
NY: Aldine.
Gold, J., & Smith, V. (2003). Advances toward a learning movement: translation
at work.
Human Resource International (in press).
Green, F. (1999). Training the workers. In P. Gregg, & J. Wadsworth (eds.), The
State of
Working Britain. Manchester: Manchester University Press.
Grove, D. A., & Ostroff, C. (1991). Program evaluation. In K. N. Wexley (Ed.),
Developing
human resources. BNA Books.
Hicks, W. D., & Klimoski, R. J. (1987). Entry into training outcomes: A field
experiment.
Academy of Management Journal, 30, 542552.
Hill, T., Smith, N., & Mann, M. (1987). Role of efficacy expectations in predicting
the
decision to use advanced technologies: The case of computers. Journal of
Applied
Psychology, 72, 307313.
Ijab, M. T., & Anwar, R. (2004). Teaching and learning of e-commerce course via
hybrid e learning
model in Unitar. Journal of Electronic Commerce in Organizations, 2(2), 8298.
King, R. C., & Xia, W. (1997). Media appropriateness: Effects of experience on
communication media choice. Decision Sciences, 28(4), 877910.
Kirkpatrick, D. L. (1959) Evaluating Training Programs, 2nd ed., Berrett Koehler,
San
Francisco.
Kirkpatrick, D. L. (comp.) (1998) Another Look at Evaluating Training Programs,
ASTD,
Alexandria, USA.
Latchem, C., Mitchell, J., & Atkinson, R. (1994). ISDN-based videoconferencing
in
Australian tertiary education. In R. Mason, & P. Bacsich (Eds.), ISDN:
Applications in
education and training (pp. 99113). Institution of Electrical Engineers.
Leduchwicz, T. (1982). Trainer role and effectiveness: A review of the literature.
International Journal of Manpower, 3, 29.
Lee, D. H. (1995). The relationship of Learning and Transfer in Organization
Training
Program. Doctoral Dissertation, Sungkyunkwan University.
Leidner, D. E., & Jarvenpaa, S. L. (1995). The use of information technology to
enhance
management school education: A theoretical view. MIS Quarterly, 1, 265291.
Machin, S., & Vignoles, A. (2001). The Economic Benefits of Training to the
Individual, the
Firm and the Economy: The Key Issues. London: Centre for the Economics of
Education.
Mathieu, J. E., Tannenbaum, S. I., & Salas, D. (1992). Influences of individual
and
situational characteristics on measures of training effectiveness. Academy of
Management
Journal, 35, 828847.
Noe, R. A., & Schmitt, N. (1986). The influence of trainee attitudes on training
effectiveness:
That of a model. Personnel Psychology, 39, 497523.
Orlikowski, W. J. (1992). The duality of technology: Rethinking the concept of
technology in
6
Neville, K., Heavin, C., & Walsh, E. (2005). A case in customizing e-learning.
Journal of
Information Technology, 20(2), 117129.
Kodama, M. (2001). Distance learning using video terminalsAn empirical study.
International Journal of Information Management, 21, 227243.
Theakston, C. (1999). How Technology Might Aid Distance-learning MBA
Students: Using
Durham University Business School As a Case-study. International Journal of
Information
Management, 19, 413417.
Venkatesh, V., & Davis, F. D. (2000). A theoretical extension of the technology
acceptance
Model: Four longitudinal field studies. Management Science, 46(2), 186204.
Wild, R. H., Griggs, K. A., & Downing, T. (2002). A framework for e-learning as a
tool for
knowledge management. Industrial Management & Data Systems, 102(7), 371
380.
Wells, F. S., & Kick, R. C. (1996). Enhancing teaching and learning in higher
education with
a total multimedia approach
Zhang, D., & Zhou, L. (2003). Enhancing e-learning with interactive multimedia.
Information
Resources Management Journal, 16(4), 114.
Zhang, D., Zhou, L., Briggs, R., & Nunamaker, J. (2006). Instructional video in elearning:
Assessing the impact of interactive video on learning effectiveness. Information &
Management, 43(1), 1527
6.4: Manuals:
Administration Policies and Procedures Manual ARL
Training and Development Policies and Procedures Manual ARL
Recruitment Policies and Procedures Manual ARL
ERP Data Base System ARL
Staff Affairs Policies and procedures Manual ARL
Compensation Policies Manual ARL
Appraisal Policies manual ARL
6.5: Personal Contracts;
Mr. Asif Saeed (Manager HR) ARL
Mr. Col (R) Muhammad Shujahat (Senior Executive HR) ARL
Mr. Zulfiqar Ali (Coordinator ERP) ARL
Mr. Sajid Hussain (Coordinator T & D) ARL
Mr. Obaidullah (Executive Admin) ARL
Mr. Iftikhar Zulfiqar (Senior Executive HR) ARL
Mr. Kamran Shahzad (Officer HR) ARL
Mr. Saghir Hussain (Officer HR) ARL
Mr. Atif Hameed (Officer HR) ARL
Mr. Khursheed Ahmed (HR Officer) Merlin UK,Muzaffarabad,AJK,Pakistan
6