Internship Report

On
Kissan Support Services Private Limited
(A-Subsidiary of ZTBL)
Islamabad

Submitted To:

Virtual University OF Pakistan

Islamabad Campus

Submitted By:
Haffiz Muhammad Waseem Farid
Class:
MBA (HR)
Roll Number:
Mc100203703

Date:
13.01.2012

Virtual University OF Pakistan Islamabad Campus

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 Dedication

I dedicate this internship report to my parents. Because of their prayers and

encouragement I have been able to complete this report.
Praise is to Allah, the most Gracious and Merciful, who blessed me with the knowledge
and wisdom and enabled me to overcome this task. Heartiest gratitude to my parents
without their continuous encouragement and love I could not have accomplished this
task.

Acknowledgements

I am very grateful to my advisor Mr. Safeer Abbas and Mr. Afiet Khan for help,
support and time during the entire course of my internship. I am also very grateful to all
the staff members at KSSL Head Office Islamabad, especially Mr. Ehsan-ul-Haq and
Mr. Tahir Imran for their guidance and encouragement.

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 Executive Summary

KSSL (A-Subsidiary of ZTBL) is one of the company playing a very important role
in the agriculture sector development of Pakistan. It’s providing high quality services,
manage customer experience efficiently, have comparative advantage due to its
innovative technology and provide high profit to its stakeholder. Provision of
Agricultural Machinery, Bio–Fertilizer, Drip/Sprinkler Irrigation System,
Dairy/Livestock/Poultry related equipments etc. Provision of services to the farmer’s
community like Laser Land Leveling, hiring of agricultural experts in various
disciplines, Embryo Transfer Technology for rapid dissemination of quality animals.
ZTBL has major contribution in economic development because they offer no of
services relating to the banking system like, agriculture loans with very low markup
(tractor, pesticides, seeds. urea etc), Short term and long term credit services, utilities
bills, deposits and various loan schemes. ZTBL Human Resource Management
Committee of the Board held on November 10th, 2005 approved the proposal to
outsource non core services of the Bank and formation of Bank’s Subsidiary to
provide different kind of support services. Formation of the Bank’s subsidiary KSSL
subsequently endorsed in 20th meeting of ZTBL Board held on November 16, 2005
and commenced operations on March 20, 2006. The Security Exchange Commission
of Pakistan allowed incorporation of KSSL, a Subsidiary of the Bank. The purpose of
KSSL is to provide support staff to ZTBL, undertake its non core activities and carry
out any business for its sustainability.

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 TABLE OF CONTENTS
NO PAGES
1 Title page 1
2 Letter of Undertaking 2
3 Scanned copy of Internship Certificate 3
4 Dedication 4
5 Acknowledgement 4
6 Executive Summary 5
7 Table of Contents 6
8 Brief Introduction 7
9 Overview of the organization: 7
10 Organizational Structure 12
11 Plan of Internship Program 15
12 Training Program 16
13 Structure of the HR Department 24
14 Functions of HR Department 26
15 Critical Analysis 38
16 SWOT Analysis 41
17 Conclusion 44
18 Recommendation 45

8. & 9. Brief Introduction & Overview of the organization:-

KSSL Vision statement

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 Dedicated to serve the needs of the farming community, by delivering financial
products and technical services on a competitive and sustainable basis, in a
convenient, efficient and professional manner, leading to success of the Bank and the
farmers

KSSL Mission statement

To play effective role in the promotion of economic growth, by enhancing the

availability of credit to the agriculture sector, through reliable access to sustainable
financing, special lending programmes, technical assistance and other products &
services and to promote career development opportunities for increasing
professionalism and technical proficiencies of employees.

Brief history:-
Zarai Taraqiati Bank Limited (ZTBL) erstwhile Agricultural Development Bank of
Pakistan (ADBP) is the premier financial institution geared towards the development of
agriculture sector through provision of financial services and technical know how. The
restructuring of former ADBP is being carried out with the aim to uplift the agriculture
and rural sector by raising farm productivity, streamlining the institutional credit and
increasing income generating capacity of the farming community. ZTBL was
incorporated as a Public Limited Company on 14th December, 2002 through repeal of
ADB Ordinance of 1961.

The new corporate structure redefines the bank's status as a public limited company
registered under companies Ordinance'1984 with an independent Board of Directors
which aims at ensuring good governance, autonomy, delivering high quality
ZTBL is a key R.F.I of Pakistan providing affordable, rural and agriculture financial/non-
financial services to the rural Pakistan, comprising 68 % of the total population. The
Bank through a country-wide network of 358 branches is serving around half a million
clients annually and over one million accumulated account holders with the average loan
size of around Rs.89,000 serving 65%, 31% & 4 % of subsistence, economic and large

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growers respectively.
The total assets of the Bank stand at Rs.84 billion with authorized capital of Rs.25 billion
as of 31.12.2005, with a nation-wide working strength comprises 5500 employees. The
share of ZTBL in total national institutional agricultural credit remains around 35%.
ZTBL was incorporated as a Public Limited Company on 14th December, 2002 through
repeal of formal Agricultural Development Bank of Pakistan Ordinance of 1961. Thereby
transforming the bank as a corporate entity to serve as a R. F.I
ZTBL Human Resource Management Committee of the Board held on November 10th,
2005 approved the proposal to outsource non core services of the Bank and formation of
Bank’s Subsidiary to provide different kind of support services.
Formation of the Bank’s subsidiary KSSL subsequently endorsed in 20th meeting of
ZTBL Board held on November 16, 2005 and commenced operations on March 20, 2006.
The Security Exchange Commission of Pakistan allowed incorporation of KSSL, a
Subsidiary of the Bank.

Corporate Information:-

1) Ms. Roohi Raees Khan Chairman BODs

(Acting President ZTBL)
2) Mr. Anjum Saeed Akhtar Member
MD/CEO KSSL

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3) Mrs. Azra Mehmood Shaikh Member

4) Mrs. Shaheen Saifullah Toru Member

5) Mr. Ashfaq Akhtar Chaudhry Member

6) Mr. Rafiq Bughio Member
7) Mr. Abdul Ghaffar Bhatti Member
CFO, ZTBL
8) Mr. M. Asghar Chaudhry Member
EVP (HR), KSSL
9) Mr. Saeed Akhtar Company Secretary

KSSL BOD’S SUB–COMMITTEES

The following sub-Committees assist KSSL in its operational decision making and other
related matters:-

1. AUDIT COMMITTEE
2. HUMAN RESOURCE COMMITTEE
3. BUSINESS DEVELOPMENT
4. INFORMATION TECHNOLOGY COMMITTEE

Nature and Volume of Business

Business Development Department

 Undertake implementation of Awami Zarai Scheme by provision of Fertilizers

and other inputs to ZTBL borrowers.

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  Supply of Tractors/Agriculture implements, biogas/wind/solar generation
system, development of exhibition stalls by the companies having cooperation
agreements with KSSL at demonstration farms/model villages.

 Provision of Agricultural Machinery, Bio–Fertilizer, Drip/Sprinkler Irrigation

System, Dairy/Livestock/Poultry related equipments etc.

 Provision of services to the farmers’ community like Laser Land Leveling,

hiring of agricultural experts in various disciplines, Embryo Transfer
Technology for rapid dissemination of quality animals.

 Provision of Agri. Extension Services through Private – Public Partnership.

 Provision of Micro–Nutrients through M/s Fintech. Japan.

Product lines

 KSSL started provision of fertilizer to ZTBL Borrowers through M/s Pak

Arab Fertilizer Limited (72 warehouses), M/s Engro Fertilizer Limited (94
warehouses), M/s Pak American Fertilizer Limited (26 warehouses) and M/s
Suraj Industries. (44 dealers).
 KSSL has also started pesticides, seeds & liquid fertilizer.

Provision Of Tractors

 KSSL is entering into agreement with local tractor manufacturers/suppliers for

provision of tractors to ZTBL borrowers.
 So far, KSSL has signed agreements with M/s Shahzad Trade Links (Importer),
M/s Universal Tractors, M/s Hero Tractors, M/s Pirani Group.
 KSSL has signed MOU with M/s YTO Tractor, China for import of 55 HP
tractors.

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  Two YTO Tractors were displayed at the Kissan Melas at Naudero, Sargodha,
Khairpur/Sukkur, Badin, Nawabshah and Rahim Yar Khan wherein the
participants had shown enthusiasm and interest towards these Chinese Tractors.

Supply Of Agri-Machinery/Implements

 KSSL has entered into agreement with M/s La Rose Import & Export
International, Lahore for supply of agricultural machinery/implements to ZTBL
borrowers.
 The said company will import solar panels and other machinery along with
agricultural inputs and KSSL will arrange supply of these energy efficient
equipments to ZTBL borrowers.

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10. Organizational Structure :-

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Number of employees

The total numbers of employees of ZTBL/KSSL throughout the Country are as follows:
Total Number of ZTBL Employees = 5,494
Total Number of KSSL Employees = 1,855
Grand Total = 8,349

Introduction of all departments

Security Services Department

 Provision of Security Parameters of Head Office, Zonal and Field Establishments
 Ensure top standard security arrangements under prevalent environs
 Security Unit, KSSL plays a pivotal role in enhancing Security of ZTBL.
 To achieve the maximum level of security measures, Security Unit has managed
the following systems:-
 Structural & Energy Barriers at all entry points.
 Security Surveillance Equipment at Head Office and Branches.
 Regular Firefighting/Emergency Evacuation Practice in collaboration with Fire
Brigade.
 Training of Fire Fighters at National Institute of Fire Fighting, Islamabad.
Medical Services Department
 To provide state of the art Medical Services to the ZTBL employees.
 To facilitate Hospitalizations Reimbursement claims/bills of nationwide
ZTBL/KSSL employees.
 To provide emergency medication to ZTBL/KSSL employees and OPD
Treatment to the employees.

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  To enlist Hospitals of repute, Medical Centers and Diagnostic Center in order to
dispense top Health Care / Medical Services.

Sports Department

 To promote sports in line with the instruction of Government of Pakistan, by

employing the national/international level players of different games.
 To encourage participation of Women in different Sports discipline in conformity
with the Government Policy of gender equality..

Human Resource & Administration Department

HR&A Department, KSSL performs broad range of duties and oversees all outsourced
activities of KSSL. The details of which are listed below:-

 To Provide Manpower and Support Staff

 Repair & Maintenance Services
 Janitorial Services
 Mail Management Services
 Photocopying Services

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11. Internship Program

Brief introduction of, HR&A, Department, KSSL, HO, Islamabad

I have worked in Human Resource & Administration Department Kissan Support

Services Private Limited Head Office Islamabad (A-Subsidiary of Zarai Taraqiati
Bank Limited).
HR&A Department, KSSL performs broad range of duties and oversees all outsourced
activities of KSSL. After establishment of Subsidiary in the year 2006, the Bank assigned
the non-core function for provision of Manpower and Support Staff for ultimate posting
in the Branches of ZTBL throughout the Country. Presently the entire Security Staff,
Clerical Staff and Non-Clerical Staff have been recruited by the KSSL and posted in the
Office of ZTBL. Though the expenses on their Pay and Allowance are booked to ZTBL
through an agreement with the Bank but all the other matters (Employee service Matters)
relating to leave, education, service matters, transfers and postings, fixation of pay,
insurance and staff relations & welfare, compensation & benefits are the responsibility of
KSSL.
The ZTBL Head Office is comprised of two main buildings have 12 and 6 stories. There
is a need to carryout regular repair and maintenance of these buildings. Prior to KSSL,
Bank managed its repair and maintenance but this responsibility has also been given to
KSSL. Now KSSL have ensured proper maintenance and repair in a better way and with
fewer expenses.
The ZTBL Head Office is comprised of two main buildings have 12 and 6 stories. There
is a need to carryout regular cleanness and Janitorial Services of these buildings. Prior to
KSSL, Bank managed its Janitorial Services but this responsibility has also been given to
KSSL. Now KSSL have ensured proper Janitorial Services in a better way and with less
expense.
The ZTBL Head Office is comprised of two main buildings have 12 and 6 stories and
having a lot of Departments in those buildings. There is a need to carryout photo copying

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services to run smoothly their daily departmental functions. Prior to KSSL, Bank
managed its carryout photo copying services but this responsibility has also been given to
KSSL. Now KSSL have ensured proper carryout photo copying services in a better way
and with less expense.

Total time period of my internship was 6 weeks and date of my internship was w.e.f.
11.11.2011 to 23.12.2011.
I have worked in Human Resource & Administration Department Kissan Support
Services Private Limited Head Office Islamabad. It is further classified in following Sub
Departments.
 Recruitment & Appointment Department.(11.11.2011 to 17.11.2011)
 Human Resource operations Department.(18.11.2011 to 24.11.2011)
 Personal Information Section.(25.11.2011 to 01.12.2011)
 Pay Fixation Department.(02.12.2011 to 08.12.2011)
 Transfer & posting Department.(09.12.2011 to 15.12.2011)
 Promotion Department.(16.12.2011 to 22.12.2011)

.
12. Training program

Recruitment & Appointment Department. (11.11.2011 to 17.11.2011)

After induction as internee in KSSL first of all I was deputed in Recruitment &
Appointment Department. Operations/activities of the department are as follow:-
First of all the budget and vacancies are approved by the Board of Directors and
sanctioned vacancies to HR Department. After this they announce/publish vacant post in
News papers & Websites. Vacant posts are also filled by internal resources i.e.
promotions. All appointments in the service of the Company shall be made by direct
recruitment and by a promotion from lower cadre or grade. For appointment following
things must be followed/viewed by the Competent Authority.
No person shall be appointed by the Company as a regular employee who has completed
sixtieth years of age. The recruitment shall be through a process of open competition,

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written tests, group discussion, interviews and selection by a selection board to be
constituted by the competent authority.
In case there are skill deficiencies at the managerial positions (Asstt: Vice President and
above), the Company may fill in those positions by direct recruitment, exclusively on
merit, through a process of open competition amongst internal and external candidates.
Provided that for external applicants to be eligible for managerial positions, a minimum
of 10 years experience including three years experience of working in a similar position
will be necessary.
The Company may, however, employ a person on contract basis for a specific job for a
duration not exceeding three years in aggregate on such terms & conditions as may be
determined by the competent authority, provided however that such a person had not
been retired or relieved from the service of the bank/company under the terms of a
Golden Handshake scheme, an early retirement scheme or terminated in terms of staff
regulations.
The employees of the Company will be liable to be posted in any of the bank
subsidiaries, in which case, there shall be no change in the terms & conditions of service
of such employees during their posting in the subsidiary. Such employees at all time shall
be deemed to be employees of the Bank.
The Company may however, hire persons to perform as its agent or representative in
particular village or group of villages and to provide support services such as extending
the bank’s outreach, to market its products, to identify and facilitate the potential
customers in meeting the bank lending requirements and also to assist in the process of
recovery of Bank dues. The agents or representatives, so hired shall not exercise any
financial and administrative powers and their monthly remuneration shall require the
approval of competent authority.

Tasks assigned to me

After induction as internee in KSSL first of all I was deputed in Recruitment &
Appointment Department. My senior told me about the procedure of appointment.
Already received applications were scrutinized and select legible candidates, made batch
for interview. I made interview letters and dispatched. We arrange their test/interview

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and made evaluation sheets for members. After interview we made files of
selected/passed candidates then put up the files to MD/CEO for approval for appointment
of applicants. After approval of Competent Authority we made appointment letter and
dispatched.

Human Resource operations Department. (18.11.2011 to 24.11.2011)

Human Resource Operation Department of KSSL is a department which controls and
supervise the following departments,
 Performance Management Department
 Policy & Regulations Department
 Training & Development Department
 Staff Relations & Welfare Department
We can say that HROD is a main Department which is the head of all Sub Departments
of HR, control and supervise the functions of above and below mentioned departments
Tasks assigned to me

In HROD they give me brief of all departments and told that all the files are sent to
Competent Authority through HROD. They deal with different kind of cases. When I was
deputed to HROD then training session was continued. I went staff college with my
superiors and assist them to arrange training of clerical employees.

Personal Information Section. (25.11.2011 to 01.12.2011)

It is sub department of Human Resource Department. They have personal data of all
employees all over the Pakistan. They have maintained their data branch wise and Zone
wise. After appointment, the appoint letter is delivered to Personal Information Section
then they enter his data in their record. After appointment newly appointed employee
submit his joining report to his respective controlling officer then joining report is
forwarded to Personal Information Section. They enter his whole particulars/information
for main record i.e. name, parent’s name, date of birth, designation, salary, place of
posting joining date etc.

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They have maintained initial record of newly appointed employee, the employees whose
joining reports are pending; they maintain their record in separate file.
After receiving the joining of newly appointed employee, they divide his initial
data/record in three separate files i.e. Bio Data, salary file and transfer & posting then
they give him a PINo. (Personal Information Number) which is unique ID of every
employee.
If any employee transferred & posted to any other branch or Zone then they transfer his
record in other zone file and update their record on daily basis.
The data of resigned employees is also updated and keep their record in resigned files.
They also handle the cases of gratuity and insurance of all employees. They provide data
to Competent Authority for Budgeting, pay fixation, bonus, and annual increment for
further necessary action at their end.

Tasks assigned to me

During deputation in Personal Information Section, Incharge PIS told me about their data
base, I entered the data of newly appointed employees. It was end of the year; I also assist
him for budgeting and provision for next year budget. We made Branch wise & zone
wise position of our cadre wise position and sent to Competent Authority. In other words
Human Resource reporting was made by us.

Pay Fixation Department. (02.12.2011 to 08.12.2011)

Pay Fixation Department of KSSL is performing following functions for smooth

operation of the Company.
 Award of annual increment as per prevailing policy of the Company and update
the salary record of employees.
 Preparation of award lists for country wide circulars.

 Preparation of updated individual pay slips time to time.

 Implementation of any announcement made by Competent Authority &
government for compensation of employees.

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Pay fixation department fix the salary and give allowances on following grounds.
i) HOSPITALIZATION -Free of cost subject to observance of laid down
procedure and as per rates approved from time to time. Bank also bears
expenditure, in addition to the normal ceiling, in respect of 14 diseases which
require prolonged treatment without hospitalization. These are, Cancer, Cardiac
diseases, AIDS, Kidney Failure, Any surgical and/or medical treatment on account
of accident involving hospitalization/ treatment, diabetes, Asthma, Parkinson,
Hepatitis B&C, C.T. Scan, antirabies and MRI.
ii) MATERNITY CHARGES @ of Rs.3000/- at Home and @ Rs.5000/- at Hospital.
Facility available thrice during entire service.

iii) TEACHING ALLOWANCE Frozen at the actual amount drawn during the month of
December, 2007 by the Officers & above deployed for instructional duties in the
Staff College. It will cease to be admissible on transfer from teaching duties.
However, it will stand abolished for new incumbents. For Optees see under
monetized salary structure.

iv) DUAL CHARGES ALLOWANCE It has been abolished w.e.f 1-7-2006.

v) ACTING CHARGE ALLOWANCE: For officers and above abolished with effect
from 1-7-2006. However, Acting Charge Allowance @ 10% of basic pay per
month is admissible to Stenographers posted as PAs with Departmental/Divisional
Heads, w.e.f. 01.01.2008.

vi) SPECIAL PAY IN NORTHERN AREAS @ 15% of basic pay per month in Branches
as per list attached.

vii) SEVERE WINTER ALLOWANCE @ Rs.650 per month at specified stations (list
attached) for a period 6 months from November to April.

viii) UN-ATTRACTIVE AREA ALLOWANCE @ 20% basic per month at specified

stations. Effective from 01.01.2008 the non-optees officers and above having
domicile of the area, where this allowance is admissible, will not be entitled to this

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 allowance during the period of their posting in the said areas.

ix) DEPUTATION ALLOWANCE @ 20% of basic pay per month.

x) PERSONAL PAY.

Tasks assigned to me

During deputation in pay fixation department they were working on annual increments
and making lists & pay slips. They told me about the criteria of pay fixation and annual
increments. Software is developed by Information Technology Department for
implementation of Pay Fixation. After fixation of pay we did print of lists and pay slips
then categorized the lists & pay slips Zone Wise. After it we attached the pay slips with
lists and dispatched to concern Zones.

Transfer & posting Department. (09.12.2011 to 15.12.2011)

After recruitment, newly appointed employee posted against vacant post and some time
they have been deputed at the disposal of Zonal Chief, and then they posted at concern
branch in the best interest of bank. Transfer & Posting is a regular feature of the Bank’s
business operations. Accordingly, transfers & postings shall be made within the defined
parameters of the policy and authority matrix to ensure that adequate number of
employees with appropriate qualification/experience is present in each work area of the
Bank to achieve the objective of maintaining operational. Employees of the Bank can at
any time be transferred and posted at any office of the Bank located anywhere in
Pakistan. A Management Cadre employee(s) may be transferred to another office for a
temporary period of not exceeding three months for the reasons of business/operational
exigency. An employee under temporary transfer shall be entitled to normal travel and
daily allowance for the duration of transfer period.

A regular transfer shall be one where a management cadre employee is posted from one
office to another normally for a period of three years. In case of exceptional performance
the period of stay shall be extended by another one year. Similarly in the case of poor

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performance or indiscipline an employee may be transferred before the expiry of the 3
years period. Employees on regular transfer shall be entitled to compensation as per rules.

An officer who upon transfer, on administrative grounds, is not able to shift his family to
the place of his new posting shall be entitled to visit his family after every 3 months for a
period of 3 days (inclusive of journey time), at the Bank’s expenses as per normal
TA/DA rules.
In order to groom and prepare employees for future responsibilities and emerging needs
principal of job rotation will be applied not only for job enrichment/enlargement but also
as a part of succession planning policy of the Bank.
Authority on Transfer

All Transfers and Postings powers rest with the MD/CEO and he may delegate
these powers to various levels of the Management as deemed fit. The Transfers and
Posting powers have been re-delegated to various level of Management and given in the
Hand Book of Administrative, Financial & Disciplinary Powers.

Tasks assigned to me

My superior told about policies and procedure of Transfer & Posting. We made some
transfers on the recommendations of Zonal Chief for smooth running of banks functions
in best interest of bank. We made files for approval of transfers and put up to Competent
Authority. After approval we dispatched transfer orders to employee and concerned
departments.

Promotion Department .(16.12.2011 to 22.12.2011)

The Promotion Policy is aimed at providing equal opportunity to all employees of the
Bank for advancement of their career on the basis of qualification, work experience and
performance thus enhancing motivation and output of the organization

a) Promotion shall not be a matter of right of any employee.

b) Promotion of all employees to higher grade shall be made against available

vacancies.

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 c) Promotion of employees working in specialized cadre shall be made
against vacancies within their respective cadre.
d) Promotion from non-clerical cadre to clerical cadre and within non clerical
cadre will be made on basis of typing and driving test respectively.
e) Promotion from Clerical cadre to officer cadre and within clerical cadre
will be made on seniority-cum-fitness.
f) Promotion of Officers and Senior Officers shall be based on seniority-cum-
fitness.
g) Promotion of AVP and above shall be merit based. The officers will be
interviewed and due weightage will also be given to ACRs/PARs and
qualification for determining the overall merit. Promotion will be made in
the order of merit list.
h) In case there is skill deficiency, the vacancies will be advertised for
selection through open competition amongst internal and external
candidates.

Grant of one special increment to non-clerical employees who have no

line/inadequate chances of promotion after completion of every five year service in
the Bank
One special increment after every five year of service on first of January of the year
falling after completion of five years upto a maximum of 6 special increments upon the
recommendations of controlling officers to those non-clerical cadre employees of the
bank who have no line/in-adequate chances of promotion w.e.f. 01.01.1999.

HR Operations Department shall call recommendations from the controlling officers each
year in the month of January, consolidate/scrutinize the same and after approval of the
President, grant special increments to eligible nonclerical employees.

Tasks assigned to me

During this period they briefly told me about the policies & procedure of promotions.
They assigned me to assist them in making seniority list at the end of the year for further
necessary action at their end.

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 13. Structure of the HR Department

8.1 Hierarchy of HR Department GM

HR & Admin.

Manager Manager
Admin HR

(Admn.
Office)
Admn. Admn. Officer Admn. Career
Admn.
Officer (Recruitment Officer Planning &
Officer
(Transfer & & (Record & Performance
Selection) (Discipline)
Posting) Information) Managemen
t

Admn. Admn.
Officer Officer
(Cell A) (Cell B)

Admin./ Mail Hostel,

Management Transport Building
Unit
&
Management
Janitorial
Services Cafeteria &
& Photocopying Protocol
Services

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 .
No. of Employees Working under HR&A

Sr. No Designation No. of Employees

1 General Manager 1
2 Manager HR 1
3 Manager Admn. 1
4 Junior Manager/officer 7
5 Senior Assistant 7
6 Assistant/Typist 10
7 Naib Qasid 5
8 Driver 2
Total 34

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14. Functions of The HR Department

Recruitment & Selection Procedure

(i) All appointments in the service of the Company shall be made by direct
recruitment and by a promotion from lower cadre or grade
(ii) No person shall be appointed by the Company as a regular employee who
has completed sixtieth years of age.
(iii) The recruitment shall be through a process of open competition, written
tests, group discussion, interviews and selection by a selection board to be
constituted by the competent authority.
(iv) In case there are skill deficiencies at the managerial positions (Asstt: Vice
President and above), the Company may fill in those positions by direct
recruitment, exclusively on merit, through a process of open competition amongst
internal and external candidates. Provided that for external applicants to be
eligible for managerial positions, a minimum of 10 years experience including
three years experience of working in a similar position will be necessary.
(v) The Company may, however, employ a person on contract basis for a
specific job for a duration not exceeding three years in aggregate on such terms &
conditions as may be determined by the competent authority, provided however
that such a person had not been retired or relieved from the service of the
bank/company under the terms of a Golden Handshake scheme, an early
retirement scheme or terminated in terms of staff regulations.
(vi) The employees of the Company will be liable to be posted in any of the
bank subsidiaries, in which case, there shall be no change in the terms &
conditions of service of such employees during their posting in the subsidiary.
Such employees at all time shall be deemed to be employees of the Bank.

(vii) The Company may however, hire persons to perform as its agent or
representative in particular village or group of villages and to provide support

42
 services such as extending the bank’s outreach, to market its products, to identify
and facilitate the potential customers in meeting the bank lending requirements
and also to assist in the process of recovery of Bank dues. The agents or
representatives, so hired shall not exercise any financial and administrative
powers and their monthly remuneration shall require the approval of competent
authority.

Sources Of Recruitment

Internal Recruitment Sources

In forecasting the supply of inside candidates company uses Qualifications

inventories (manual or computerized records listing employees education career and
development interests, languages, special skills and so on to be used in selecting inside
candidates for promotion) so in order to replace a supervisor of a department a person
below educated then the current supervisor will be selected as a new supervisor.
External Recruitment Sources

External source for hiring employees use by company is Succession Planning (the
ongoing process of systematically identifying, assessing and developing organizational
leadership to enhance performance) in which KSSL do analysis on the important or key
jobs in the organization, create a list of competent employees who can fulfill the
requirement of that job and then select the best employee who can perform that job
efficiently and affectedly. The internal sources used by the company for hiring candidate
are Advertisement, Head hunter and Word of Mouth. In advertisement they use different
mediums like, Newspaper, subscribing the jobs on its web site.

PROMOTION:

a) Promotion shall not be a matter of right of any employee.

b) Promotion of all employees to higher grade shall be made against available

vacancies.

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 c) Promotion of employees working in specialized cadre shall be made
against vacancies within their respective cadre.
d) Promotion from non-clerical cadre to clerical cadre and within non clerical
cadre will be made on basis of typing and driving test respectively.
e) Promotion from Clerical cadre to officer cadre and within clerical cadre
will be made on seniority-cum-fitness.
f) Promotion of Officers and Senior Officers shall be based on seniority-cum-
fitness.
g) Promotion of AVP and above shall be merit based. The officers will be
interviewed and due weightage will also be given to ACRs/PARs and
qualification for determining the overall merit. Promotion will be made in
the order of merit list.
h) In case there is skill deficiency, the vacancies will be advertised for
selection through open competition amongst internal and external
candidates.

Transfer & Posting:

Transfer and posting of employees shall be made to ensure that adequate numbers of
employees are present in each work area of the ZTBL, Branch aimed at maintaining
operational efficiency, control and organizational productivity.

Types of Transfer:

a) A management cadre employee may be transferred to another office for a

temporary period of not exceeding three months for the reasons of business/
operational exigency. An employee under temporary transfer shall be entitled to
normal travel and daily allowance for the duration of transfer period.

b) A regular transfer shall be one where an employee is posted from one office to
another normally for a period of three years. In case of exceptional performance
the period of stay may be extended by another one year. Similarly in case of poor
performance or indiscipline an employee may be transferred before the expiry of

42
 the 3 years period. Employees on regular transfer shall be entitled to compensation
as per rules.

c) The condition of 3 years for a normal stay at one station shall not be applicable to
transfers made by Zonal Chiefs within the jurisdiction of their Zones.

d) An officer under regular transfer shall be entitled to keep his family at any station
of his choice (where there is a ZTBL branch), and thus all facility entitled to the
family will be provided at the station of their stay.

Exceptions for Transfer:

a) A female employee shall not be transferred during the total duration of

three months pre and post delivery period.

b) A terminally or seriously ill employee (who has been declared terminally or

seriously ill by a board of doctors) and physically disabled employees shall
not be governed by the policy.

c) A widowed female employee shall not be transferable for the duration of

‘Idaat’.

d) Any Officer or Executive who is reaching the age of superannuation in the

next three years shall be transferred with his/her consent.

e) Request of an officer or Executive working on an operational assignment

for pre mature transfer to another station may be considered only on the
basis of a ‘Performance Contract’ to be executed by an employee and
accepted by the Bank, clearly defining the value addition that such transfer
will add to the business of the institution.

f). In such a case where an employee’s medical condition require close and
constant medical care by his immediate family, request for temporary
transfer may be considered.

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Punishment & Demotion

Any employee who commits a breach of any of the Staff Regulations of KSSL or who
displays negligence, inefficiency or indolence or who knowingly does anything
detrimental to the interest of the company or in conflict with its instructions or who
commits a breach of discipline or is guilty of any other act of misconduct, or who is
convicted of a criminal offence, shall be liable to one or more of the following penalties:

1 (a) Reprimand;
2 (b) Freezing of salary at the existing level for any number of year;
3 (c) Reduction in existing salary;
4 (d) Delay in promotion;
5 (e) Reversion to a lower post or salary scale;
6 (f) Compulsory retirement;
7 (g) Dismissal from service;
0 (h) Recovery from salary of the whole or part of any pecuniary loss caused to the
0 company by the employee.

Provided that in case where an employee has been found guilty of willfully committing
an act of defalcation or embezzlement, the minimum punishment shall be anyone of the
punishments provided for at (f) and (g) in addition to (h) above.

Training & Development:-

Objectives:

(i) To unleash the hidden potential of the employees.

(ii) To identify and build right set of competencies in employees to optimize their
performance.
(iii)To provide equal learning and development opportunities to employees across the
Bank by enhancing their understanding of new Financial & Commercial products,
regulatory requirements and technological innovations for achieving future organizational

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goals.

Scope:

(i) The Training and Development within the prescribed parameters shall apply to all
employees of the company, regardless of the designation and level.
(ii) Based on the strategic objectives of the company, the training process shall initiate
with the recruitment of an individual in the organization and continue until the person
leaves the organization.

Key parameters of Training Policy

i) Training & Development Policy will operate as a part of the Human

Resource Strategy linked with strategic Business Plan of the company.
ii) Training & Development activities will primarily focus on capacity & capability
building of Human Resource.

iii) Training shall be imparted at the following levels:-

Foundation level
Compulsory for all employees/Fresh recruits.

Intermediate level

Certain minimum/specific courses must be attended before an employee is

considered for promotion to the next higher level.

Advance level
This level shall be mandatory for all middle management positions and
above. Certain minimum/specific courses must be attended before
promotion to next higher position is considered.
Managerial level
Courses in this level shall cater to the development needs of the

42
 organization in producing future leaders as a part of career development
and succession plans.
Training Methodology

The training courses are based on some or all of the following methods depending on
nature and duration of the competency being developed;

1 Classroom teaching
2 Group discussions
3 Exercises/assignments
4 Classroom presentations by individuals & group tasks
5 Field visits/study tours
6 Terminal Tests

Training Strategy

KSSL is committed to constantly provide its employees with the knowledge and skills
necessary to perform their jobs as professional bankers. Training activities continue
throughout the professional life of all company staff starting from orientation of newly
recruited employees till retirement. The company believes that by continuously training
its employees, customers benefit by receiving improved services and company’s staff are
better placed to develop their career and contribute to accomplishment of company’s
mission and objectives.

Arrangements for their boarding & lodging are made by the Bank in the hotels on panel
taken on the basis of negotiated and approved rates with twin occupancy and
complimentary breakfast and some other basic facilities. The plans are also underway to
establish Bank’s own boarding & lodging facility for trainees at Staff College, Islamabad.

Courses offered at Staff College:

1 Accounts Officers Course

2 Agricultural Technology Course

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 3 Management Course for Middle Level Executives
4 Operations Training Course for Managers
5 Disciplinary proceedings/Prudential Regulations Course
6 Commercial Banking Course
7 Basic Course for Clerical Staff
8 Information Technology Training
9 Training for Audit Staff

PERFORMANCE MANAGEMENT

 Objectives:

(a) To ensure that employee’s activities and outputs are congruent with the goals & objectives
of the company.
(b) To inculcate performance driven work culture in the company based on the principles of
“Merit” and Pay for Performance.

 Scope:

Performance Management Policy is applicable to all employees of the company

 Performance Standards & Expectations

Performance Management System under this heading covers all aspects of an
individual’s performance. The salient features are given as under:
i) Defining job description of an employee by the controlling officer.
ii) Determining fitness of an employee for a particular job by the
controlling officer.
iii) Determining goals/targets for achievement by the employee.
iv) Defining Key Performance Measures to assess performance levels.

v) Evaluating Performance of individual employee on the prescribed Form.

Performance Appraisal Reports, upon which the Performance Management System is

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 based, is to be utilized in the following ways:

a. Listing of employees each year for determination of rewards/

compensation based on their annual performance review.
b. Defining parameters for training of the employees & career progression based on
their performance during a year.
c. Timely intimation to the poor performers about their deficiencies/
weaknesses as well as negligence recorded in the Performance Appraisal
Report, for their representation/improvement.
d. Analyzing overall performance of employees in comparison with
organizational goals/objectives.

Performance Management Process:

Performance Planning:
Identification & prioritization (weightage) of individual Goals. The goals
to be fixed by the controlling officers in line with Corporate
Goals/objectives of the institution.

Analyzing overall performance of employees in comparison with

organizational goals/objectives.

Performance Monitoring:

o Observing the employees activities in terms of progress towards

achievement of goals. Monthly, bi-monthly or quarterly meetings between
the employee and reporting officer are suggested to review the progress
and provide ongoing feedback (timely information to improve
performance).

o Keeping documentary evidence of activities/achievements/ shortcomings

or weaknesses of the individual. To enable them to give a warranted and
objective report, the reporting officer may maintain a record of day to day

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 acts of outstanding work, good conduct or discipline and inefficiency,
misconduct, indiscipline, dereliction of duty etc, so that the judgment at
the end of the year is based on the explained facts. For purposes of
keeping the record straight, a simple Memorandum may be issued
whenever an employee is found lacking in any respect and a copy thereof
should be kept in his personal file as well in a separate file to be known as
“Performance Evaluation of Employees” to be maintained by the First
Appraiser.

Performance Appraisal:

The goals set in the beginning of the year provide the Parameters/
Standards against which the performance of the employee has to be
appraised/evaluated at the end of the year.

i) Performance of an employee is appraised annually at the close of

each calendar year and also on the transfer of the First Appraiser
(Reporting Officer) or of the employee concerned, if any of them is
transferred after at least three months after the annual appraisal has been
made. It is not necessary to make an appraisal of the employee in the
event of transfer of Second Appraiser.

ii) In case of multiple controlling officers (Ist Appraisers) the controlling

officer with whom the employee has the longest stay, is competent to
write the report.
iii) Normally Controlling Officer who has not seen the work and conduct of
an employee for at least three months is not competent to write appraisal
report of the employee.
iv) The opinions that are expressed in performance appraisal should
represent the results of careful observation so that, if called upon, the
Appraisers can justify their opinion.
v) In some cases, if need arises, the Second Appraiser can have discussion
with the First Appraiser before appraising the employee.

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 Appraisal of an employee is an important and responsible duty and the manner in which
these appraisals are made will be taken into account in judging the qualities of the
Appraisers.

In order to keep objectivity, the 2nd Appraiser has to justify deviation in rating from that of
1st Appraiser in case deviation is more than 30%.

Status of Performance Appraisal Reports will be determined as per following

Final Score Status

86-100% Very Good

61-85% Good
41-60% Average
31-40% Below Average
30% & Below Poor

Performance Development:

After the Performance Appraisal, the difference between the actual performance as
compared to desired standards of performance becomes clear. This Performance
Gap indicated by Training & Development Needs in Performance Appraisal
Report, will be filled through Annual Training Plan.

Employee compensation & benefits :

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16.1 Severance at employee’s option

An employee whose service in the Company has been confirmed, upon leaving
the service of the Company at his option, subject to giving one month’s prior
notice or one month’s salary in lieu thereof in writing of his intention to do so to
the competent authority, shall be eligible to receive:

a) Gratuity @ One month salary for each completed year of service.

b) Encashment of un-utilized leave balance for the year.
Severance at Company’s option.
As and when it is deemed necessary or expedient to streamline general
administration, or enhance institutional efficiency, or to secure a conducive
working environment or where it is noticed that an employee or class of
employees has ceased to be productive on account of physical disability or
otherwise, the competent authority may relieve an employee or class of
employees from the service of the Company, after recording in writing the reason
thereof, subject to the following guidelines:

i. Employees with less than 10 years service from the date of joining
shall be entitled to receive the following severance benefits:

a. One month prior notice of Company’s decision to relieve the

employee from the service of the Company;
b. Gratuity @ One-month salary for each completed year of service;
c. Encashment of unutilized leave balance for the year.

(ii) Employees with more than 10 years but less than 25 years of qualifying
service from the date of joining shall be entitled to receive the following
benefits:

42
 a. Three-month prior notice of Company’s decision to relieve the employee
from the service of the Company or 3 months’ salary in lieu thereof.
b. Gratuity@ One-month salary for each completed year of service.
c. ¼ salary for every year of remaining service upto the age of sixty years.
d. Encashment of unutilized leave balance for the year.

(iii)Employees with 25 or more years of qualifying service from the date of

joining shall be entitled to receive the following severance benefits:

a. Six-month prior notice of Company’s decision to relieve the employee

from the service of the Company; or six months salary in lieu thereof.
b. Gratuity @One-month salary for each completed year of service.
c. ½ salary for every year of remaining service upto the age of sixty years.
d. Encashment of unutilized leave balance for the year.
15. Critical Analysis:-
PIS used to collect, record, and store, analyze, and retrieve data concerning an
organization's human resources. The collection of information on aspects of work life as
diverse as salary and payroll, compensation, leave, accidents, superannuating and
employee benefits has always been part of the human resource manager's function.
I observed that PIS has not made proper security system for their data base. Bank’s LAN
system is also a threat for PIS. All the systems are connected through LAN and every on
has access to other’s system. Personal Information Section has to keep their data base
confidential and try to keep away unauthorized persons. The information systems are
vulnerable to modification, intrusion or malfunctioning. Hence they need to be secured
from all these threats be devising a sound security system.
“Information assets are secure when the expected losses that will occur from threats
eventuating over sometime are at an acceptable level.” They might face some security
issues. Some losses can be inevitably occurred so eliminating all possible losses is either
impossible or too costly. The security might be required to stop unauthorized access to
the Information system The purpose of intrusion may not only be to damage the database
of the organization but may be limited to stealing customer list for any fraudulent

42
purpose. An employee before leaving the organization may have to be stopped from data
manipulation, though he is having authorized access to the system.
Executive management has a responsibility to ensure that the organization provides all
users with a secure information systems environment. Importance for security should be
sponsored by the senior management.
Thus, as dependence on information systems increases, security is universally recognized
as a pervasive, critically needed, quality.
Recruitment & appointment is the process of attracting individuals on a timely basis, in
sufficient numbers and with appropriate qualifications, and encouraging them to apply for
jobs with an organization.
In internal recruiting resources when job vacancies exist, the first place that an
organization should look for placement is within itself. They have to give opportunity to
deserved persons as promoted to higher-level positions because of their service and
commitment to organization but I observed that preference is not given to existing
employees against vacant post,. More over bank should examine the track records of its
present employees and promote them for vacant post. Recruiting among present
employees is less expensive than recruiting from outside the organization but bank give
preference to recruiting from outsides
I observed that organization should carefully assess the kinds of positions it wants to fill
and select the recruiting methods that are likely to produce the best results. Filling entry-
level jobs, acquiring skills not possessed by current employees, and obtaining employees
with different backgrounds to provide new ideas. They should recruit from High Schools
and Vocational Schools, Community Colleges, Universities etc. But they are not adapting
above mentioned methods, they give preference to military personnel and appoints those
who have strong back ground and strong reference
Promoting entry level employees to more responsible positions is one of the best ways to
fill job vacancies and important reason why company should have a human resource
planning system. Skills inventories are useful in identifying individuals who have the
potential for advancement, and individual’s desire to be promoted can be assessed in the
performance appraisal review. A promotion from within policy is intrinsic to career
development and human resource planning. A promotion from within policy can

42
stimulate great motivation among employee, and this motivation is often accompanied by
a general improvement in the employee morale. But I have observed that the promotion
policy is not properly implemented, in middle & lower level, employees are waiting for
their promotions for last 15 years but instead of giving promotion to their existing
employees they are appointing external persons due to this existing employees are still
waiting for promotion.
Training & Development Department play a vital role to unleash the hidden potential of
the employees and to identify and build right set of competencies in employees to
optimize their performance. It is also keen to provide equal learning and development
opportunities to employees across the Bank by enhancing their understanding of new
Financial & Commercial products, regulatory requirements and technological innovations
for achieving future organizational goals.
Based on the strategic objectives of the company, the training process should initiate with
the recruitment of an individual in the organization and continue until the person leaves
the organization but on initial level training opportunity is not provided to newly
recruited employees and they seek from their seniors. There is burden of work so some
time seniors are not in that position to
The Training and Development within the prescribed parameters shall apply to all
employees of the company, regardless of the designation and level but I observed that
proper training strategy is not adopted. Some employees who write in their ACR that they
need some kinds of training but bank did not provide opportunity for such kind of
specific training.
Automatic Telling Machine facility is basic need to fulfill the emergency requirements in
modern era. It helps the speedy services giving to the customers. There is also help in
checking the balances and daily transactions just at one key press but ZTBL is so far from
the modern banking they have huge branches network but they did not introduce online
technology. They are working on introducing online banking system but they are facing a
lot of hurdles. Almost all the branches of ZTBL are working under manual system. ZTBL
is trying to convert its branches into online system but not any branch converted into
online system from manual system. Due to this transactions take more time to complete.
Modern and computerized banking is required to fulfill the customer’s need. Maximum

42
branches of ZTBL are working in old traditional ways. On other hand the branches of
other banks are online and quick transaction take place there.

The decision power is centralized in ZTBL, due to this it creates huge gap among
employees and top management. Lower level employees think that at the time of decision
or implementation of any policy top management just see their own benefit and neglect
the benefits of lower employees this is the basic reason of lack of communication
between the employees and management. They have not very much understanding with
each other and not share the work of each other. Highly skilled people and management
required to meet the new standard of banking. In ZTBL, some employees are totally
irresponsible and lack of complete knowledge of banking system. So these employees are
creating continuous problems in the system of ZTBL.

16. SWOT Analysis

Strengths

Strengths are the strong areas or attribute of the company, which are used to overcome
weakness and capitalize to take advantage of the external opportunities available in the
industry.
 Western union facility:

ZTBL, provides the facility of Western union. In this particular scheme money is
transfer in Pakistan from abroad. This is the fastest way to money transfer. You can
receive the money from bank to see the name and password of particular client.

 Government’s bank:

ZTBL is the government bank. They make their policies according to the
government’s rules and regulations. It enjoys its position in the market of banking
system in Pakistan. Government of Pakistan also facilitating the ZTBL.

 Customer satisfaction:

42
 Because of government’s bank, it is enjoying the customer’s satisfaction. Customers
feels secure their money in ZTBL.

 ZTBL has government support:

In growing era there is a chance for ZTBL, to improve itself and increase the shares
in the market because it is most trustable due to government’s bank.

 Low Turnover Rate:

Employees are very much loyal to ZTBL. Employee’s turnover is very low in ZTBL.
Very few employees are leaving the jobs in ZTBL. So it is very big strength that your
employees are loyal to your organization.

 Wide area of services:

They provide the wide area of services. They offer no of services relating to the
banking system like, agriculture loans( tractor ,pesticides, seeds. urea etc ) , Short
term and long term credit services, utilities bills, deposits and various loan schemes.

Weakness:

Weakness are painful for the company means these are the weak factors which needs to
be improve in future otherwise if they exposed to the competitors they can take the
advantage of it.

 Lack of online banking:

Now a days ATM facility is basic need to fulfill the emergency requirements. It helps
the speedy services giving to the customers. There is also help in checking the
balances and daily transactions just at one key press.

 Lack of communication between employees:

42
 During the internship in ZTBL I found the problem of lack of communication
between the employees and management. They have not very much understanding
with each other and not share the work of each other.

 Staff shortage:

There is also weak point for ZTBL, that staff is very short and more staff is required
to meet the needs of official work. Due to heavy burden/load of work the employees
work under stress and there is more chance of errors. One person handles the work of
almost four persons. ZTBL should hire some more staff to reduce the burden of work
from current employees and it will also be helpful to reduce the errors.

 Lack of Skilled staff

Highly skilled people and management required to meet the new standard of banking.
In ZTBL, some employees are totally irresponsible and lack of complete knowledge
of banking system. So these employees are creating continuous problems in the
system of ZTBL.

Opportunities:

Opportunities are the chances exist in the external environment, it depends firm whether
the firm is willing to exploit the opportunities or may be they ignore the opportunities due
to lack of resources.

 Growing banking system:

Nowadays banking system is growing quickly so ZTBL, has opportunities to improve

the standard and get the more share in the market. ZTBL is spreading its Branch
network all over the Pakistan (establishing new Zones and New Branches) it is
helpful to provide loans to people and earn profit. Now a days ZTBL is also trying to
convert its branches into online.

 Increase in Interest Rates:

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 ZTBL, has low interest rate @ 8% as compare to other banks. State Bank of Pakistan
has revised the interest policy and it is opportunity for ZTBL, to increased the
interest rate in order to increase the bank’s profitability.

Threats:

Threats are always evil for the firm, minimum no of threats in the external environment
open many doors for the firm. Maximum number of threats for the firm reduces their
power in the industry.

Increase in no. of banks:

Increase in no. of banks is a threat for ZTBL, No. of private banks (commercial and
private) are operating their business and provide the same facilities. There is not
any other purely agriculture bank but many other banks are providing different
kinds of loans. People can utilize it to purchase tractors or any other agriculture
machinery. Banks are also providing tractors, threshers and other agriculture
machinery on lease. ZTBL also deals in customer banking so increase in no. of
banks can reduce the customer of ZTBL so it is a threat for ZTBL.

 Uncertain Climate Conditions:

As it is clear from the name of Agriculture bank, we are completely relying on

agriculture sector. Agriculture sector is affected by Natural Disasters i.e. earthquake,
heavy rains, floods, lack of rains. We provide agriculture loans to farmers and they
repay after harvesting and sale of their agriculture products so when they face any
kind of natural disaster, their crops are damaged and they are unable to pay their
loans/obligations well in time and some time Government makes some policies in
which ZTBL, has to wave off loans provided to farmers

17. Conclusion

During my internship period in Human Resource Department, Kissan Support

Services Private Limited (A-Subsidiary of Zarai Taraqiati Bank Limited) I have learned
so many things. I have observed some strengths and weaknesses of this organization. The

42
first thing which I learned during this tenure that there is huge difference between
theoretical knowledge and practical knowledge. In my opinion the key of success of this
department is unity among co-workers and good environment of the office. All staff
members support each other in every task and in task completion they work like a team.
They have better understanding level among them. During internship I have found that
ZTBL has major contribution in economic development because they offer no of services
relating to the banking system like, agriculture loans with very low markup (tractor,
pesticides, seeds. urea etc ) , Short term and long term credit services, utilities bills,
deposits and various loan schemes. The major weakness which I have found that In this
modern era modern and computerized banking is required to fulfill the customer’s need
but maximum branches of ZTBL are working in old traditional ways and they don’t have
highly skilled people and management to meet the new standard of banking.

18.Recommendations:-

Based on the above discussion here are some recommendations in order to

achieve the organizational goals by providing such incentives e.g. Medical scheme,

housing scheme, car loans, furniture loans, pension scheme and increasing the number of

year’s employees can work in an organization even after reaching the retirement age

sends the message that the organization is committed to its employees and so the

employees in turn will seek to be committed to the organization. Management should also

ensure that confidentially is practiced especially where there is sensitive information

concerning employees. Such information may include health status, marital issues, and

financial position of employees among many others.

As I discussed in the SWOT Analysis that the employees commitment to the

organization is very low so here are some recommendations that will help to increase the

organization commitment towards the job satisfaction. As on the whole employees were

committed to the organization, they were satisfied with their jobs as they were receiving

42
the good salary packages, have suitable environmental conditions, employees were

having the high job security. But there are some factors that should be considered by the

organizations in order to enhance the employee commitment. Those factors include the

health facilities, transportation facilities and chances of promotion. These factors will

improve the overall commitment level of employees and they will be more satisfied with

their jobs.

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