INTRODUCTION

Cellular mobile communication is the fastest growing area in the telecomm

sector. It has attracted almost 15% of the total investment in the telecomm sector and
the growth rate can be measured by the estimate that there will be around 2.5 billion
wireless subscribers by the end of year 2006. Number of licensed operators for mobile
networks has increased exponentially and they are running successful businesses with
attractive returns in most of the developing as well as developed countries of the
world.
In Pakistan the mobile phone companies started their operations in 1990s. During the
fifteen years period mobile phone has become very popular in Pakistan. Now, the
world has gradually become a global village. That means, a revolution in field of
communication in the business world. Easy accessibility of the wireless has paved the
way for the mobile phone industry, the world over. Initially, it was regarded as a
luxury for the elite but as this industry goes on expansion now it can found at more
affordable prices for the general public.
As we all know this is the age of competition, as with the case of mobile industry in
Pakistan there are currently six mobile operators doing business in the Pakistan
market, which are
 Paktel
 Instaphone
 Mobilink
 Ufone
 Telenor
 Warid
In early 90s the mobile phone has been slow to grow the reason is that initially the
rates of services and customer mobile equipment was very high. But as more
companies entering in this particular business the rates starts decreasing. And now the
concept of mobile has changed from luxury to necessity. They are now fast becoming
an integral part of business as well as personal life. On the road, at work or even in the
environs of our house, a mobile phone is security, privacy and reliability.
Pakistan Telecommunication Company Limited has been the monopoly
operator of fixed line telephony services in Pakistan for the last 50 years. But rapid
deregulation, privatisation and liberalisation of telecomm sector, in Pakistan as
globally have necessitated broadening of the company’s investment base and business
operations. This would ensure company’s presence in all potentially profitable fields
of telecommunications and successful operation in the future competitive
environment.
Pakistan with its large population, low fixed-line as well as mobile penetration and
high estimated demands presented an opportunity for expanding into mobile
communication business.

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THE COMPANY’S PROFILE
The company is a wholly owned subsidiary of Pakistan Telecommunication
Company Limited. It was incorporated on 30th of June 1998 under a license obtained
from Pakistan Telecommunication Authority to be the fourth licensed operator of
cellular mobile services in Pakistan. The company has set up its headquarters in
Islamabad, Pakistan and will be offering its services under the brand name of Pakistan
Telecomm Mobile Ltd.
The parent company, Pakistan Telecommunication Company Limited has
been the monopoly operator of telecommunication services in Pakistan for the last 50
years. Realizing the current trends in the telecomm business and rapid deregulation,
privatization and liberalization of telecomm sector in Pakistan as elsewhere in the
world, PTCL has been expanding it’s business operations in other areas of
telecommunication. It is with this in mind that PTCL has set up PTML to compete in
the mobile telephony business. PTCL is also the largest data communication and
Internet service provider in Pakistan. To further enhance it’s business in Internet
services; it has now formed an independent subsidiary by the name of Paknet. PTCL
has a sound financial standing, with annual revenues of more than RS. 40 Billion.
Ufone Launched on January 29, 2001, Ufone is a new cellular operator in
Pakistan. Pak Telecom mobile Ltd. offers Ufone services to you, which is a 100%
owned independent subsidiary of Pakistan Telecommunications Corporation Ltd.
Ufone has been a highly successful venture, touching 100,000 subscribers in
less than four months of start of the operation.
Ufone is the only mobile service named after the people it is meant to serve-you.
From the kind of quality you were waiting for, to the price you always wanted to the
service standards you deserved l Ufone is designed to cater to your individual
requirements. Whether you need a mobile phone to enhance your business, or to stay
in touch with your finance or to provide reliable security to your children. Ufone has a
package tailor made to your needs and your budgets. Pakistan telecom mobile limited
(Ufone) was incorporated on July 18 1998 as a public limited company for
establishing and operating cellular mobile services in Pakistan on GSM900 band.
Mission Statement
The mission of Ufone is to provide cellular mobile service in Pakistan at affordable
rate for the general public.

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To achieve that mission they started their operation by providing:
“Quality mobile communication service to customers, tailored to their needs in a cost-
effective manner.”
Introduction to Ufone
Ufone is a mobile service named after the people, it is meant to serve YOU. They
have targeted the general public of country who cannot afford the expensive mobile
communication before the Ufone.
It is designed to cater the normal consumer classes. Prices charged by Mobilink and
Instaphone were little out of approach for most of the customers so in order to cater
the needs of that deprived market, Ufone is launched. Prices charged by Ufone were
50% lower than other mobile companies as it started the operations.
Packages Introduced
Initially Ufone have introduced two main packages i.e.
 Postpaid
 Prepaid
Main features of Postpaid
 Lowest Rates ever offered
 Enhanced value Added services
 Better coverage
 Detailed and friendly bill statement
 Convenient locations for billing
Main features of Prepaid
 Cards valid for six months
 Incoming calls up to six months even if our card expires in between.
 No monthly charges (Ufone JAZBA)
 Two customer friendly tariff options
 Rich value added services included in the cost
 No hidden costs, now unpleasant surprises
 Better coverage
 Easily available at most retail outlets
Value Added Services
 Ufone packages come with bundled value added services such as

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  CLI
 Voice mail
 Conference Call
 Call waiting
 MMS
 VPN
 Electronic Recharging
International Roaming
 Expansion plans include international roaming all round the world
 Already covering more than 200 countries of the world
Product Life Cycle and 4P’s of Ufone
Since the inception of its launch, Ufone has been able to capture the substantial share
in the market.
Price Low and competitive prices charged
Product GSM
Placement more than 200 cities of Pakistan and planning for the entire country
Promotion Advertising through TV and other media
SWOT analysis-Ufone
Strengths
 GSM, proven technology worldwide
 Understanding and experience of Telecom sector
 Low and competitive prices
 Political and business clout
 Chosen management from the industry
Weaknesses
 No previous experience of working in competitive environment
 Spill-over of market image from PTCL
Opportunities
 Low pricing is bringing substantial number of customers
 They have an opportunity to attract those customers which are not using mobile
services yet as 60% of population is uncovered by present operators
 They can use strong promotion

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 Deregulation and liberalization of telecom sector
 Cooperation with GMPCS operators
 Increasing rate of urbanization
 A large rural population of about 65 % mostly uncovered by present operators
Threats
 Threats of new entrants
 Existing companies providing services
 Unstable economic and political conditions
 Competitive pressure direct as well as indirect
 Slow historical growth rate in mobile sector
UFONE: as an Organization

Pak Telecom Mobile Limited is a 100% subsidiary of PTCL. It is one of the major
initiatives taken by PTCL in the process of modernizing its services and expanding its
business to wireless communications. Due to stiff competition in the cellular market,
PTCL has decided to hire professionals from the private sector with relevant
experience to run this company. Through its independent analysis of the cellular
market, PTCL has come to the conclusion that there is still a lot of unexplored
potential that can be a prospective source of benefit for the company.

The technology chosen for this purpose is GSM 900. Pak Telecom Mobile Limited
has only invited the world’s topmost network providers to participate in the bid.
Internationally renowned telecom consultants Omnitele have been hired to advice and
conduct the evaluation. In order to give a jump-start to the company, a comprehensive
initiation plan has been made along with aggressive customer acquisition, care and
retention strategies.

Products and services to be provided by PTML will be far richer in content and
quality than any of the existing service providers. PTML will have to set up a
completely new network since it requires radio wave propagation equipment that is
not used in fixed line communication that PTCL uses

Improvements in voice quality, level of interactive communication media’s

convergence, value-added services and IN based services will be concentrated on.
They have bought the best equipment available in the international market. The
associated systems will eliminate complaints of billing errors, facilitate ease of

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subscription purchase and ensure that customers’ level of satisfaction is not only met
but exceeded to a level where it becomes a pleasure to become a PTML subscriber.
This is unprecedented. PTML is aiming to provide best in city coverage along with
state of the art value added services for subscribers according to their needs. PTML is
also ensuring that it is properly geared up for the future convergence of Internet with
mobile telephony.
It is a $60 million company that is provided by Nortel Networks, which is currently
one of the leading names in the telecom equipment with the headquarters in Canada.
From conceptualisation till now, Ufone management has observed gaps in services
needed and provided by current operators. They believe that they will not only fill but
also improve upon the service levels currently experienced in the market at
competitive prices.
Objectives
The following quantitative objectives will provide a measure of the success of our
marketing strategies outlined below.
 Capturing 35% of the market by the year.
 Service availability in all the 300 cities and towns by the year 2007 with
subsequent expansion into other areas to cover most of the urban and rural
population.
Life Cycle Analysis
The Ufone is still in the Growth stage of its life cycle as the number of subscribers are
increasing at a faster pace. Following statistics apply to the Ufone.
Sales Rising (As Compared to Mobilink )
Cost moderate
Customers Innovators
Competition Intense (As Already Three Mobile Services are In the Market )
Price Competitive / Low Pricing (Their Competitive Edge)
Promotion Create image
Placement enormous (As Available In Key Shops in Cities)
Product Ufone GSM (A Mobile Service Provider)

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Organizational Structure

CEO

FINANCE
IS ENGINEERING

MARKETING HR

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HUMAN RESOURCE DEPARTMENT

Role of HR Department
 Policy initiation and formulation
 Advice (on personnel policy, labor agreement, needs and welfare of company
and employees)
 Service (employment, training, benefits functions, recruiting, interviewing,
testing job applicants, maintenance of adequate employee records etc.)
 Control (monitoring performance and conformance of other departments to
personnel policy, procedures and practices)
Functions of HR Deparment
 Employment (recruitment, selection and induction into the organization)
 Transfer, Promotion, Layoff (checking conformity of skills with new
department in case of transfer)
 Training and Development (coaching, performance appraisal, post appraisal
counseling, job rotation, understudies, special broadening assignments,
feedback)
 Compensation Administration (designing and installing job evaluation
program, pay structure, analyzing jobs and their dollar-worth, maintaining
suitable records, wage and salary surveys of the labor market)
 Health and Safety (health programs, safety programs)
 Discipline and Discharge (Discipline = training that mould or corrects,
punishment of wrongdoers. Training people to abide by rules of behavior and
punishing those who don’t, formulating list of rules and penalties for each
offence, approval for discharge)
 Labor relations (wages, rates of pay, hours of work, conditions of
employment, negotiation, contract interpretation and administration, grievance
handling, allocation of overtime)
 Benefits and Services (pensions, insurance programs, sick leave pay plans,
loan funds, social programs, recreational programs)

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  Organization Planning (developing concept of company as a structure or
system)
 Organization Development (increase level of trust and supportiveness among
people in the organization, enhance interpersonal skills, make communication
more open and direct, directly confront problems, tap the knowledge of all
who can contribute to problem solutions wherever they may in the
organization)
 Human Resource Planning (right number of qualified persons available at the
proper times, performing jobs that are useful to the organization and which
provide satisfaction for the individuals involved, goals and plans of
organization, current human resource situation including skills inventory,
human resource forecast including comparison of projected future demand for
employees with projected supply, designing programs to implement the plans
of recruitment, selection, performance appraisal, transfer, promotion, training,
motivation, compensation, audit and adjustment)
 Equal Employment Opportunity (no discrimination in terms of gender, race,
age, national origin, religion. Involves complaint investigation, interpretation
and policy, monitoring performance)
 Personnel and Behavioral Research (improving worker productivity and also
increasing the quality of working life, employee attitudes and motivation,
predicting success in management and organizational relationships)
 Personnel Information Systems (HR planning, skills inventories, employee
benefits analysis and productivity studies)

Assessing Work And Work Outcomes

Work is designed to maximize productivity. The quantity and quality of services,
behaviors and products that employees are providing are also identified. This area of
the Ufone HR management deals with:
 Designing work to maximize employees’ innovation, creativity, product
quality and customer service
 Determining employees’ productivity and quality of their work
 Measuring employees’ attitudes about the work and work environment

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HUMAN RESOURCE DEPARTMENT

GENERAL
MANAGER

SECRETARY

HUMAN HUMAN
ADMINISTRATION RESOURCE RESOURCES
DEVELOPMENT

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RECRUITMENT PROCESS
Acquiring Human Resources
Customer needs for newer and better cellular services influence the number and type
of employees that mobile phone businesses need to be successful. Management of
Ufone is in the process of predicting the number and type of employees who are
needed to meet customer demands for cellular services. Management is also
identifying current or potential employees who can successfully deliver the required
services. This area of Ufone’s human resource management deals with:
 Determining human resource requirements—that is, human resource planning.
 Recruiting employees and placing them in jobs that best use their skills
 Selecting employees
Getting the Right People
The recruitment process is planned to provide Ufone with the best available talent,
consistent with the needs of the business and its capacity to make full use of those
recruited.
Getting the People Right
Ufone has consistent policies and practices in training and developing staff and
involving them as ‘partners’ in the business rather than as functionaries whose roles
are restricted to obeying instructions.
Planning the Recruitment Process
Before deciding on the existence of a vacancy, management checks whether there is a
need for the work to be carried out at all or whether it can be incorporated into an
existing employee’s job. In case an external source is needed, management then
checks whether it should be a permanent, full-time employee or whether it should be a
contractual one.
Consulting other staff who are involved
The human resource management then considers other departments in the
organization that might be interested in the appointment in order to make it a joint
effort. They talk to relevant supervisors and especially to the people the new person
will work with. Sets of expert panelists are then selected from each relevant
department to interview applicants.

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Working out the sort of person required
The human resource management then lists the duties, responsibilities, authority and
relationships that the job involves. They decide what qualifications are needed, what
type and length of experience are required, and what personal attributes are important.
On this basis they then draw up an up-to-date job description and person specification
and proceed to forecast how soon the person is expected to be competent, what
training they are prepared to give and when the start date of the job should be.
Finding out if he/she exists
The HR management then speculates whether they are likely to find the qualities,
qualifications and experience that they are seeking in one person. If so, research is
carried out on the kind of pay and benefits package to offer. They do this through
monitoring advertisements, referring to salary surveys and networking with other
employers in their area and sector. This research will also determines whether they are
likely to find suitable candidates locally or whether they will have to look further
afield. Then they contemplate whether people will want to join the organization and
on how to attract them.
Planning on how to find them
The HR management gives priority to its own employees even in case of a negative
assessment. They first advertise the post internally, both as a courtesy to staff and
because they may pass the information on to any interested friends and relations.
Word of mouth is also a valuable recruitment method for them and they draw on all
appropriate contacts they have.
Decision on whether to advertise
Once the HR management decides that there is a need to advertise, they pinpoint the
part of the press that they need to contact. Since most of the posts are of a specialist
nature, they intend on advertising in the journals of professional bodies and the trade
press. Their next step is to find out how much adverts cost for varying amount of
space and decide what they can afford.
Writing the Advertisement
The HR management has hired the services of Interflow, an advertising agency, to
propagate their service and company for them. They are also using the services of a
web designer, Eveready media, to post the advertisement of the company on the
Internet. The logo of the organization is right across the middle of the page and they

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have dedicated an entire page especially for questions that anyone might have. All
their adverts for jobs mention the following clearly but succinctly:
 The duties and responsibilities of the job
 The qualification and experience required including hands-on experience,
internal and external experience
 The personal qualities sought including age, gender etc.
 Where the job is based and e-mail contacts
 Indications of the salary or type of salary
 What form of reply is demanded (CV or request for an application form)
Drawing up a short list
Then the HR management decides on the length of the short-list, which includes five
or six people at the most. Following the advert they need help to sift through the
applications. Everything is computerized and on-line which makes it easier to handle
large numbers of replies. In case they run short of time, they get the help of other
staff, supervisors and managers in the organization. Apart from the question of time,
they do this to get second opinions. They look out for the following when reading an
application:
 How well-matched is the candidate to the requirements
 Any unexplained employment gaps
 The quality of presentation
 How tailored the reply is to the particular job and Ufone as an organization.
Replying to Candidates
The candidates that do not match the job are contacted as quickly as possible and
dealt with courteously since the HR management believes in the philosophy that these
people, and their relatives and friends, may be future customers or acquaintances of
potential, future applicants. Those that match the job are called over to undertake an
on-line evaluation test.
Interviewing Potential Candidates
The candidates that pass the on-line evaluation test are then called for interviews. A
date and a time are arranged and the candidate appears for the interview. The
questions of this interview are designed especially for gauging the personality and
ability of the candidate.

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The Screening Process
The results are screened by a set of panelists in order to minimize chances of error in
selecting the candidates. The HR management sometimes keeps a small number of
candidates in reserve.

SUPPLY OF HR
Management determines the supply of human resources as follows:
Internal supply
This is determined through:
HR Audit
It summarizes each employee’s skills, knowledge and abilities.
Replacement Charts
Visual representation of who will replace whom if there is a job opening
External Supply
This is determined through:
 Demographics
 Labor market

ORGANISING THE INDUCTION OF NEW RECRUITS

The purpose of induction is to ensure that new employees:
 Are integrated into their working environment as quickly as possible
 Learn relevant aspects of the organization’s mission, culture, policies,
procedures and methods of working
 Become productive and well motivated
 Become aware of the skills and knowledge needed for the job
 Understand their responsibilities
Advantages
 Newcomers are integrated more quickly into the organization and become
productive earlier
 You show that you value the newcomer, making them feel welcome and
giving them a sound impression of the organization
 Recruitment costs are seem as an investment

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  Successful induction is an essential first stage of an employee development
program
Appointing a Mentor
The HR management usually makes someone about the same age and grade of the
newcomer act as a friend and advisor for the first few weeks. They monitor the
relationship and step in if it isn’t working.
Planning the induction and involving and informing others
The induction program is drawn up and authorized by the newcomer’s manager. The
mentor, if any, is also involved in the process. Other staff that will be working with
the new employee are informed of the induction program whether or not they will be
involved. The induction plan contains three stages in a thirty-day period: the first
stage covers the bare essentials and the objectives to be met; the second stage involves
learning by a mix of approaches; the final stage familiarizes the new comer with all
departments.
Preparing the work area
The new employee’s work area is kept in tiptop shape. All relevant stationery is
checked and it is seen to that the equipment is in working order.
Introducing the recruit to the organization and the department
The newcomer is informed of housekeeping arrangements and provided with the
employee handbook. He/she is given copies of the necessary documentation, the
organization chart and job description etc. An introduction to the department and team
in which he/she will be working must also be made. Although the newcomer will be
introduced to people around the organization, a detailed look at what other
departments do will follow at a later stage of the induction process.
Emphasising the importance of organization policies and procedures
New employees are made aware at an early stage of policies and regulations based on
legislation. Other procedures based on national standards and other schemes are also
introduced.
Planning a balanced introduction to the work
No matter how the training is done, a mix of explanation, observation, practice and
feedback is continuously dispersed. Information overload is avoided. The new

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employee is straightaway given real work to do to avoid boredom and to give early
opportunities for achievement.
Clarifying Performance Standards
The performance levels required are made clear from the outset since HR
management is aware of the fact that employees cannot be expected to meet standards
of which they are unaware.
Conducting regular reviews of progress
These are made during the induction program on a periodic basis, to ensure that all the
objectives and the new employee’s needs are being met. The program sometimes has
to be adapted to match individual learning requirements and speeds. The usual
reviews consist of informal chats but a more formal appraisal interview takes place at
the end of the program, particularly when the employee is on probation. The views of
the employee on the overall induction process are sought for the design of future
programs.

ROLE OF HR RECRUITMENT

Personnel Policies
These are organizational decisions that affect the nature of the vacancies for which
people are recruited. They affect the following specific features of a vacancy:
Internal vs. External Recruiting
One desirable feature of a vacancy is that it provides ample opportunity for
advancement and promotion. Ufone recruited for upper-level vacancies externally.
The top brass of Ufone is a top executive working previously for other cellular service
companies and hence carrying the required experience and expertise.
Employment-at-will Policies
These state that either party in the employment relationship can terminate that
relationship at any time, regardless of cause. Ufone does not believe in employment-
at-will policies and has the typical due process policies. Due process policies formally
lay out the steps an employee can take to appeal a termination decision.
Lead-the-market Pay Strategies
A policy where applicants are offered higher-than-market wages. Ufone believes in
these strategies and has successfully implemented them.

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Image Advertising
Ufone is portraying itself as a people-oriented organization where human resources
are the primary concern and it is aiming at being the best cellular operator in Pakistan.

RECRUITMENT SOURCES

Internal vs. External Sources

External recruitment is currently the trend at Ufone as it is still in its infancy but once
all vacancies are filled, the organization will switch over to internal sources. Ufone at
this moment is looking for the perfect mix of employees in order to combine the best
of all worlds and expose the organization to new ideas and new ways of doing
business etc. The final philosophy behind internal recruitment sources is that a sample
of applicants are generated who are well known to the firm, these applicants are
relatively knowledgeable about the company’s vacancies which minimizes the
possibility of inflated expectations about the job and above all, it is faster to fill
vacancies internally.
Direct Applicants and Referrals
Direct applicants are people who apply for a vacancy without prompting from the
organization. Referrals are people who are prompted to apply by someone within the
organization. Ufone uses both sources of recruits since they have certain advantages
e.g. before applying for the vacancy, they have already collected information
regarding the job and believe themselves to possess qualifications in conformity with
the requirements.
Advertisements in newspapers and periodicals
Ufone believes that these generate less desirable recruits and at a greater expense.
Two points that management especially notes in designing the job advertisements:
What to say: The organization tries its utmost to give enough information to persons
reading an ad to evaluate the job and its requirements, allowing them to make a well-
informed judgment regarding their qualifications. Sometimes this means running
longer advertisements, which costs more. However, these additional costs are
evaluated against the costs of processing a huge number of applicants who are not
reasonably qualified or who would not find the job acceptable once they learn more
about it.

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To whom to say it: The organization is using the Internet, newspapers, word of
mouth etc. and is taking one step at a time. Right now they are involved in general
advertising but will soon try to reach specific parts of the overall labor market.
Colleges and Universities
Fresh graduates from colleges and universities are also a welcome source to Ufone.

RECRUITMENT CHANNELS

Internal Channels
These include:
Job Posting Programs: These inform employees about openings and required
qualifications and invite qualified employees to apply.
Departing Employees: In the case of Ufone, a buyback occurs—that is, when the
employee resigns to take another job, management tries to outbid the new job offer.
External Channels
Same as external sources.

SELECTION

Types of selection methods

Following are common selection methods employed by HR management at Ufone:
Interviews
“A dialogue initiated by one or more persons to gather information and evaluate the
qualifications of an applicant for employment”. The HR staff :
 Keep the interview structured, standardized, and focused on accomplishing a
small number of goals. That is, they plan to come out of each interview with
quantitative ratings on a small number of dimensions that are observable and
avoid ratings of abilities that may be better measured by tests.
 Ask questions dealing with specific situations that are likely to arise on the
job, and use these to determine what the person is likely to do in that situation.
 One part is “experience based” questions, which require the applicant
to reveal an actual experience he/she had in the past when confronting
the situation.

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  The other part are “future oriented” questions, which require the
person to state what he/she is likely to do when confronted with a
certain hypothetical situation in the future.
References and Biographical Data
Ufone solicits information on the employee from the people who know the candidate
through reference checks.
Biographical data is collected directly from the job applicant.
Cognitive Ability Tests
These tests differentiate between the mental capacities of individuals. There are three
dominant facets of the tests that the HR management apply:
Verbal Comprehension
They check on the candidate’s capacity to understand and use written and spoken
language
Quantitative ability
They check the speed and accuracy with which the candidate can solve arithmetic
problems of all kinds
Reasoning
They check the candidate’s capacity to invent solutions to many adverse problems
Personality Inventories
There are five common features of personality:
 Extroversion
 Adjustment
 Agreeableness
 Conscientiousness
 Inquisitiveness
The HR management records the mix of these features in each employee’s individual
record.
Work Samples
Work-sample tests and job-performance tests simulate the job in miniaturized form.
HR management checks the behavioral consistency between the requirements of the
job and the requirements of the test.

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Training
Training is the organized procedure by which people learn knowledge and/or skills for
a definite purpose. Almost every employee hired by an organization will require some
training in his or her job. Some training programs may be more extensive than others,
but all require the trainer to have identified content and subject matter needed in the
training and tasks to be performed on the job to ensure that the training will prepare
individuals to perform the job effectively. Many firms provide new employees with
copies of the descriptions and specifications for the jobs to which they have been
assigned. This aids in orienting them and acquainting them with what they are
expected to do.

Designing Effective Training Systems

Ufone uses an “Instructional design process” (which refers to a systematic approach
for developing training programs). It consists of the following:
Conducting Needs Assessment
There are different pressure points that suggest whether training is necessary such as
performance problems, new technology, internal and external customer requests for
training, job redesign, new legislation, changes in customer preferences, new services
or employees’ lack of basic skills. The assessment carried out by Ufone involves:
Organizational Analysis
Determining the appropriateness of training, given Ufone’s business strategy, its
resources available for training and support by managers and peers for training
activities.
Person Analysis
Determining whether performance deficiencies result from a lack of knowledge, skill,
or ability or from a motivational or work design problem; identifying who needs
training; and determining employees’ readiness for training.
Task Analysis
Identifying important tasks, knowledge, skills and behaviors that need to be
emphasized in training.

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Creating A Learning Environment
For employees to acquire knowledge and skills in the training program and apply this
information to their jobs, the training program includes specific learning principles.
Following are some of the principles followed by Ufone:
Employees Need To Know Why They Should Learn
Ufone HR management realizes that employees learn best when they understand the
purpose and expected outcome of training activities. The training objectives have
three components and help employees understand why they need the training:
 A statement of what the employee is expected to do (performance)
 A statement of the quality or level of performance that is acceptable (criterion)
 A statement of the conditions under which the trainee is expected to perform
the desired outcome (conditions)
Employees use their own experiences as a basis for learning
Since employees are more likely to learn when the training is linked to their current
job experiences and tasks, hence they are provided an environment that is identical to
the environment they will be working in.
Employees Need To Have Opportunities To Practise
Practice involves having the employee demonstrate the knowledge, skill or behavior
emphasized in the training objectives under the conditions and performance standards
specified by the objective. The Ufone HR management makes it a point that
instruction does not exceed employees’ short-term and long-term memory capacity. If
lengthy procedure or process is to be taught, instruction is delivered in shorter
sessions, or chunks, in order not to exceed memory limits. Visual images are also
used to reduce demands on memory.
There are multiple practice sessions distributed over a period of 3 months.
Employees need fFeedback
Employees need information about how well they are meeting the training objectives.
Feedback focuses on specific behaviors and is provided as soon as possible after the
trainees’ behavior in order to be effective. Also, positive trainees’ behavior is verbally
praised or reinforced depending on the circumstances. Videotapes are also an integral
part of the practice sessions. The trainers view the videotape with trainees, provide
specific information about how behaviors need to be modified, and praise trainee
behaviors that meet objectives.

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Employees learn by observing the others
A process called behavior-modeling training, which uses models to get trainees’
attention and to demonstrate the skills or behaviors that trainees need to learn. For the
model to be effective, HR management clearly specifies the desired behaviors or
skills and gives the model characteristics similar to the target audience. After
observing the model, trainees are given the opportunity to reproduce the skills or
behavior shown by the model in practice sessions.
Employees need the training program to be properly coordinated and arranged
Good co-ordination ensures that trainees are not distracted by events that could
interfere with learning. Activities before the program include communicating to
trainees the purpose of the program, the place at which it will be held, the name of a
person to contact if they have any questions, and any preprogram work they are
supposed to complete. Books, speakers, handouts and videotapes are prepared. All
necessary arrangements to secure rooms and equipment are made. The physical
arrangement of the training room complements the training technique. Trainees are
informed of starting and finishing times, break times, and location of bathrooms.
Distractions are kept to a minimum. When trainees are asked to evaluate the program
and take tests to determine what they have learned, time is allotted for this activity at
the end of the program. Following the program, any credits or recording of the names
of trainees who completed the program are noted down. Handouts and other training
materials are stored or returned to the consultant. At the end of the program, the
manager considers how it could be improved for the following time.
Ensuring Transfer Of Training
For training programs to be successful, trainees are made to use training in their work.
Transfer of Training—the use of knowledge, skills and behaviors learned in the
training environment on the job—is influenced by the degree to which learning
occurred in the training program, the work environment, and the extent to which
trainees are prepared to deal with factors in the work environment that inhibit use of
new skill, knowledge or behavior.
Selecting Training Methods
Ufone uses the following:

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Presentation Techniques
These involve traditional classroom instruction, distance learning and audiovisual
techniques. They are used ideally for presenting new facts, information, different
philosophies and alternative problem-solving solutions or processes. They consist of:
Classroom Instruction: The trainer lectures a group. In many cases the
lecture is supplemented with question-and-answer periods, discussions and case
studies. The instructor tries to build active participation, job-related examples, and
exercises into traditional classroom instruction so that trainees will learn and use the
information presented on their job.
Distance Leaning: It will be used by the Head Office and Branch offices to
provide information about new services, policies or procedures as well as skills
training and expert lectures. It involves two-way communication between people. It
includes audio conferencing, videoconferencing and docuconferencing (this allows
employees to collaborate on a shared document via computers).
Audiovisual Techniques: This is a common method used by Ufone that
involves overheads, slides and video. Video is the more popular instructional method.
It is being used by the organization for improving communication skills, interviewing
skills and customer service skills and for illustrating how procedures should be
followed. It is usually used in conjunction with lectures to show trainees’ real life
experiences and examples.
Hands-on Techniques
These include:
On-the-job Training: It is used for newly hired employees, upgrading the skills of
experienced employees when new technology is introduced, cross-training employees
within a department or work unit, and orienting transferred or promoted employees to
their new jobs. The basic philosophy of the HR management of Ufone is that
employees learn through observing peers or managers performing the job and trying
to imitate their behavior.
Simulations: A training method that represents a real-life situation, with trainees’
decisions resulting in outcomes that mirror what would happen if the trainee were on
the job. They allow trainees to see the impact of their decisions in an artificial, risk-
free environment and use simulations to teach management, interpersonal as well as
technical skills.

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Business Games and Case Studies: These are designed to make the trainees study
and discuss among themselves (case studies), while in business games, the trainees
must gather information, analyze it and make decisions. Ufone believes in business
games because they stimulate learning since participants are actively involved and
they mimic the competitive nature of business. The types of decisions that participants
make in games include all aspects of management practice.
Behavior Modeling: Each training session focuses on one interpersonal skill and
includes a presentation of the rationale behind the key behaviors, a videotape of a
model performing the key behaviors, practice opportunities using role playing,
evaluation of a model’s performance in the videotape and a planning session devoted
to understanding how the key behaviors can be used on the job. In the practice
sessions, trainees are provided with feedback regarding how closely their behavior
matches the key behaviors demonstrated by the model. The role-playing and modeled
performance are based on actual incidents in the employment setting in which the
trainee needs to demonstrate success.
Interactive Video: Instruction is provided one-on-one to trainees via a monitor
connected to a keyboard. Trainees use the keyboard or touch the monitor to interact
with the program. This is used to teach technical procedures and interpersonal skills.
Group Building Techniques
These help trainees share ideas and experiences, build group identity, understand the
dynamics of interpersonal relationships, and get to know their own strengths and
weaknesses and those of their co-workers.
Evaluating Training Programs
Ufone continuously monitors its training programs in order to:
 Determine whether the program is meeting objectives, is enhancing learning
and is resulting in transfer of training to the job.
 Determine whether trainees believe that the content and administration of the
program were satisfactory.

EMPLOYEE DEVELOPMENT

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Developing Human Resources
The HR manager ensures that employees have the necessary skills to perform current
and future jobs. Because of the new technology and the quality movement in this
field, Ufone believes in work performed by teams. Hence, managers and employees
develop skills to be successful in a team environment. Because many employees value
work that is personally rewarding and does not interfere with non-work activities, the
HR management also helps employees identify their work interests and goals and
cope with issues such as balancing work and family roles. This area of Ufone’s
human resource management deals with:
 Ensuring that employees have the skills needed to perform their current job
 Preparing employees for future work roles
 Identifying employees’ work interests, goals and values and other career
issues.

Approaches To Employee Development

There are 4 approaches:
Formal Education
These involve lectures by business experts, business games and simulations and
meetings with customers. Separate education programs are offered for supervisors,
middle managers and executives. Special programs for particular jobs are also
offered.
Assessment
This involves collecting information and providing feedback to employees about their
behavior, communication style or skills. The employees, their peers, managers and
customers are asked to provide information. It is used to identify employees with
managerial potential and to measure current managers’ strengths and weaknesses. It is
also used to identify managers with the potential to move into higher-level executive
positions, and is used with work teams to identify the strengths and weaknesses of
individual team members and the decision processes or communication styles that
inhibit the team’s productivity.
Job Experiences
A major assumption of Ufone is that development is most likely to occur when there
is a mismatch between the employee’s skills ad past experiences and the skills

26
required for the job. To be successful in their jobs, employees must stretch their skills
—that is, they are forced to learn new skills, apply their skills and knowledge in a new
way, and master new experiences. The various ways in which job experiences are
used by Ufone for employee development is:
Enlargement Of Current Job
Management gives its employees an opportunity to develop in their current job by
adding challenges or new responsibilities.
Job Rotation
It involves providing employees with a series of job assignments in various functional
areas of the company or movement among jobs in a single functional area or
department. Management does this to help employees gain an overall appreciation of
the company’s goals, increase their understanding of different company functions,
develop a network of contacts, and improve their problem-solving and decision-
making skills.
Interpersonal Relationships
Employees are made to develop skills and increase their knowledge about the
company and its customers by:
Mentoring: A mentor is an experienced, productive senior employee who helps
develop a less experienced employee (the protégé). Most mentoring relationships
develop as a result of interests or values shared by the mentor and the protégé.
Given the advantage of these programs that they ensure access to mentors for all
employees, regardless of gender or race, Ufone management uses them to socialize
new employees, to increase the likelihood of skill transfer from training to work
setting, and to provide opportunities for women and minorities to gain the exposure
and skills needed to move into managerial positions.
Coaching Relationships: A coach can be a peer or a manager who works closely
with a person to help him or her develop skills and strengthen behavioral weaknesses.
The coach provides feedback, interprets company issues related to their weaknesses,
acts as a sounding board for new ideas and sets up exercises to help the person
practice new behaviors. The progress is evaluated after 6 to 8 months of working
together.

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Succession Planning
It involves the identification and tracking of “high-potential” employees. They are
those that the company believes capable of being successful in higher-level
managerial positions. The HR management then gives them special assignments, such
as making presentations and serving on committees and task forces.
Development For Managers With Dysfunctional Behaviors
Certain managerial behaviors can cause otherwise competent managers to be
ineffective. These behaviors include insensitivity to others, inability to be a team
player, arrogance and poor conflict-management skills. Assessment, training and
counseling is typically used by Ufone to help managers change the dysfunctional
behavior.

HUMAN RESOURCE PLANNING

Planners analyze an organization’s human resource in a dynamic environment and
develop activities that enable a firm to adapt to change. This planning process requires
accurate information about the levels of skill required in various jobs to ensure that
enough individuals are available in the organization to meet the human resource
needs.
Compensating Human Resources
Besides interesting work, pay and benefits are the most important incentives that
companies can offer employees in exchange for contributing to productivity, quality
and customer service. Also, pay and benefits are used to reward employees’
membership in the company and attract new employees. The positive influence of
new work designs, new technology, and the quality movement on productivity can be
damaged if employees are not satisfied with the level of pay and benefits or believe
pay and benefits are unfairly distributed. This area of Ufone’s human resource
management deals with:
 Creating pay systems. They have a competitive pay system in which the basic
pay is maintained 15% over and above the market rates.
 Rewarding employee contributions with monetary and non-monetary
incentives.
 Providing employees with benefits. These include medical insurance and
retirement benefits.

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Developing Pay Levels

Market Pressures
The company has developed pay levels based on two important competitive market
challenges:
Service Market Competition
Ufone needs to be able to sell its services at a frequency and price that will bring a
sufficient return on its investment. Ufone is maintaining its labor costs at par with its
service-market competitors and hence is able to compete with attractive price levels.
a) The major component of their labor costs is the average cost per employee,
which includes:
 Direct payments (in wages, salaries and bonuses)
 Indirect payments (in health insurance etc.)
b) The second major component of labor costs is the staffing level (the
number of employees) which is adequate and economic in this case.
Labour Market Competition
It is the amount Ufone must pay to compete against other mobile companies.
Employees As A Resource
Ufone considers the employees as a resource in which it has invested and from which
it expects valuable returns. Although controlling cost has a direct effect on Ufone’s
ability to compete in the service market, it maintains its competitive position by not
keeping costs low at the expense of employee productivity and quality.
Ufone offers attractive and competitive pay policies and programs for encouraging
desired employee behaviors and discouraging undesired behaviors.
Deciding What To Pay
The advantage of paying above market level is the ability to attract and retain the top
talent available, which can translate into a highly effective and productive work force.
Ufone management has collected market-survey data on minimum and maximum
rates of pay. The company makes use of ranges to recognize differences in employee
performance, seniority, and training, and so forth in setting individual pay.
Employee Compensation
This includes:
 Minimum wage

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  Overtime
 Equal employment opportunities (in terms of equal pay without
discriminating against sex or race)
 Merit pay (payment based on performance)
 Individual incentives (reward for individual performance that can be earned
and re-earned)
 Profit sharing (focuses on individual employee)
Employee Participation In Decision Making
Ufone believes that involvement in design and implementation of pay policies leads to
higher job and pay satisfaction because employees have a better understanding of and
greater commitment to the policy when they are involved.
Employee Benefits
These include:
 Insurance benefits (health, life, disability)
 Employee security benefits (income security, retirement security)
 Time off benefits (on-the-job breaks, sick days and well pay, holidays and
vacations, leaves of absence)
 Work scheduling benefits (deadlines must be met whether from home or from
office)
 Employee services (educational, financial, social)

Career Planning
It entails matching an individual’s skills and aspirations with opportunities that are or
may become available in the organization. This matching process requires that those
in charge of career planning know the skill requirements of the various jobs. This
allows them to guide individuals into jobs in which they will succeed and be satisfied.

Career Development Issues

The issues at Ufone involve:

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Socialization And Orientation
There are various aspects:
Organizational Socialization
The process by which new employees are transformed into effective members of the
company. It involves being prepared to perform the job effectively, learning about the
organization, and establishing work relationships. It involves four phases:
 Anticipatory Socialization: It occurs before the individual joins the company.
Individuals develop expectations about the company, job, working conditions,
and interpersonal relationships through interactions with representatives from
the company during the selection process and prior work experiences in
similar jobs. Potential employees are provided with realistic information about
the job, working conditions, company and location, to ensure that they develop
appropriate expectations. Ufone management ensures that there are no unmet
expectations.
 Encounter: No matter how realistic the information they were provided
during the interviews and site visits, individuals beginning a new job will
experience shock and surprise. Employees need to become familiar with job
tasks, receive appropriate training, and understand company practices and
procedures. Ufone ensures challenging work and complete cooperation and
help of managers and peers to enhance employees’ learning a new job.
 Settling In: In this phase, employees begin to feel comfortable with their job
demands and social relationships. They begin to work on resolving work
conflicts and conflicts between work and non-work activities. Employees are
interested in the company’s evaluation of their performance and in learning
about potential career opportunities within the company. Ufone facilitates all
their needs and desires.
 Orientation: At this point Ufone management familiarizes new employees
with company rules, policies, and procedures.
Career Plateauing
An employee is considered platitude if the likelihood of receiving future job
assignments with increased responsibility is low. Employees can plateau for several
reasons:
 Lack of training

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  Low need for achievement
 Unfair pay decisions or dissatisfaction with pay raises
 Confusion about job responsibilities
 Slow company growth resulting in reduced development opportunities
Managers have developed preventive measures to avoid plateauing. They are as
follows:
 Help the employees understand that being “stuck” in a position is not
necessarily the employee’s fault
 Provide performance feedback to employees, especially to unproductive ones
 Encourage employees to become involved in developmental opportunities,
including training courses, job exchanges, and short-term assignments in
which the employees can use their expertise outside their departments.
 Encourage employees to seek career counseling if they ever feel plateaued and
available options accompanying the counseling to help deal with the problem.
Skills Obsolescence
It is a reduction in an employee’s competence resulting from a lack of knowledge of
new work processes, techniques, and technologies that have developed since the
employee completed his/her education. Ufone management has made provision for
this by:
 Providing employees with the opportunity to exchange information and ideas
 Giving employees challenging job assignments early in their careers
 Providing job assignments that challenge employees and require them to
“stretch” their skills
 Providing rewards for updating behaviors, suggestions, and customer service
and service innovations
 Allowing employees to attend professional conferences, subscribe to
professional journals and magazines, attend seminars
Coping With Job Loss
Companies that lay off employees can experience lowered job commitment, distrust
of management, and difficulties recruiting new employees. It also causes stress and
disruption in the personal lives of laid off employees. Managers must first help the

32
employees who will lose their jobs and then take steps to ensure that the “survivors”
of the layoff remain productive and committed to the organization.
Retirement
It involves leaving a job and work role and making a transition to life without work.
Ufone management has taken a proactive approach on this issue in the following
manner:
Pre-Retirement Socialization
The process of helping employees prepares for exit from work. Management
encourages employees to learn about retirement life; plan for adequate financial,
housing and health-care resources; and form accurate expectations about retirement.
Early Retirement Programs
These offer employees financial benefits to leave the company. Ufone management
has decided on a lump sum of money and a percentage of salary based on years of
service. Eligibility for early retirement is based on age and years of service.

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CURRENT ISSUES REGARDING DIVERSITY AND EQUAL
EMPLOYMENT OPPORTUNITY
Based on:
 Race
 Gender
 Nationality
 Religion
 Disability
 Age
Ufone is free from all sorts of discriminatory problems and maintains employment
opportunities on the basis of performance. Nobody is given preference except for the
ones that perform better. A major percentage of the workforce at Ufone is of the
female gender and there are people from various religions working there as well. The
jobs have been designed to accommodate a diverse workforce and the company has
maintained policies that work towards avoiding conflict between the employees.
Everyone concentrates on the objectives that they have been assigned.
Employee Safety
Safety Awareness
The employees are given a physical environment that is comfortable and healthy. In
summer there is adequate air-conditioning and in winter there is central heating. There
exists an auto fire extinguishing system. There are numerous fire exits and all the
employees are made aware of the locations. Since Ufone is handling cellular services
and there is no potential danger in the nature of its business, hence the only thing that
the HR management needs to ensure is a healthy environment.

Employee Health
Employees who are dependent on any drug or other element, or who have emotional
or physical health problems often experience difficulties on the job and create
difficulties for those who work with them. The HR management takes great care in
training the supervisors to handle such problems and with an organizationally
sanctioned program in place to help these employees, the supervisors stick to their
area of expertise (i.e. monitoring employee performance) and refer any employee

34
whose performance seems to be hindered by health problems to a staff of experts. HR
management is hoping to kill two birds with one stone with these programs:
 That these kinds of programs will help in preventing problems that inhibit
performance, hence giving a substantial payoff in productivity.
 This will also create goodwill among the employees that will translate into
increased job satisfaction and higher retention rates.
Ufone has two general types of programs:
Employee Assistance Programs
These programs are remedial in nature. They attempt to ameliorate problems
encountered by workers who are drug dependent or psychologically troubled.
Employee Wellness Programs
These programs are preventive in nature and attempt to promote good health among
employees who are not necessarily having current health problems.

Components Of Safety And Health Program

Following are the components of the safety and health programs at Ufone:
 Objectives and policies
 Top management support
 Organization (arrangements created are conditioned by the size of Ufone and
the nature of its safety problems)
 Establishing Responsibility for Safety
 Engineering (proper engineering to remove work hazards)
 Job Safety Analysis
 Analysis of accidents
 Education and training
 Enforcement (of standard operating procedures and safety rules)
 Healthful work environment
 Adequate medical treatment
 Rehabilitation (in case of a serious disability caused to employee)
Health Services
Following are included in the health services of Ufone:

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 Adequate facilities for emergency care of work injuries and for conducting
pre-employment and periodic medical examinations
 Proper first-aid treatment for injuries. Serious cases are referred to private
practice physicians and hospitals
 Pre-employment medical examinations
 Reasonable first aid to employees for non-occupational illness while on the
job.
 Information and education services for the personal health of employees
 Consultation with those suffering physical or emotional maladjustment to the
work situation.
 Co-operation with public health authorities in regard to mass inoculations and
other measures for the prevention of communicable diseases
 Advice and supervision, where necessary, to maintain proper company
sanitation.

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Discipline And Discharge
Some employees will occasionally fail to meet performance requirements or will
violate company policies while on the job in any company. Ufone has prepared a
discipline program for such cases that could ultimately lead to the individual’s
discharge. The employee will be given an unofficial warning for the first offence,
followed by a written reprimand for additional offences. At some point, later offences
will lead to a temporary suspension. Before suspending the employee, the HR
management will issue a “last chance notification”, indicating that the next offence
will result in termination.

Work Schedules
The timings are the same as any other organization with the exception that
performance is the criteria for everything and not the person’s presence in office.
Whether he/she sits at home or comes to office, the deadlines must be met, the work
must be performed and the output must meet the standard set. HR management
believes that this will reduces tardiness, absenteeism and increase employee
satisfaction. It will also enhance the mental and physical health outcomes for
employees, giving them an increased sense of control as well as a means for
managing potentially distracting work-family conflict.

Family Friendly Policies

These include:
Family Leave
This involves maternal and paternal leave. During the leave Ufone continues to
provide health benefits, and after the leave the worker gets his/her old job back.
Job Analysis
The HR management at Ufone indulges in the process of getting detailed information
about jobs. This includes the identification of the tasks performed; the machine and
equipment utilized; the services involved; and the training skills, knowledge, and
personal traits required of the worker. It helps:
 Recruitment, selection and placement
 Performance appraisal
 Training and development

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  Job evaluation and redesign
 Career planning
 Human resource planning
Purpose
 Evaluate how environmental challenges affect individual jobs
 Eliminate unneeded job requirements that can cause discrimination in
employment
 Discover job elements that help or hinder the quality of work life
 Plan for future human resource requirements
 Match job applicants and job openings
 Determine training needs for new and experienced employees
 Create plans to develop employee potential
 Set realistic performance standards
 Place employees in jobs that use their skills effectively
 Compensate jobholders fairly

Job Design (For Motivation)

Ufone indulges in job design by defining the way work will be performed and the
tasks that will be required in a given job. The procedure that management undertakes
involves the following components:
 Job Rotation
 Larger Units of Accomplishment (breaking the whole task into little steps)
 Job Enlargement (adding more and different tasks to a specialized job)
 Job Enrichment (adding duties and responsibilities that will provide for skill
variety, task identity, task significance, autonomy and feedback on job
performance)
 Self Managed Work Teams
Performance Measures
Ufone determines, through job analysis and design, the kind of performance it expects
from its employees, and maintains regular records on each employee right from the
joining date.

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Choosing A Source Of Performance Information
Supervisors
The opinion of the supervisors will be taken over and above all since HR management
believes that supervisors have extensive knowledge of the job requirements and that
they have had adequate opportunity to observe their employees—in other words, that
they have the ability to rate their employees. In addition, because supervisors have
something to gain from the employees’ high performance and something to lose by
low performance, they have the motivation to make accurate ratings.
In case of any problems such as the supervisor not having an adequate opportunity to
observe the employee performing his or her job duties, the computer tracking system
and other appropriate records will used as indicators..
The performance evaluation system seeks to minimize the opportunities for favoritism
to affect ratings, and to do this Ufone will not rely on only the supervisor’s evaluation
of an employee’s performance.
Peers
The employee’s co-workers. HR management believes that peers have expert
knowledge of job requirements, and they often have more of an opportunity to
observe the employee in day-to-day activities. Peers also bring a different perspective
to the evaluation process, which can be valuable in gaining an overall picture of the
individual’s performance in several different settings. Hence they shall also be used to
obtain feedback on the employee.
Subordinates
Subordinates will also be given a chance to voice their opinions regarding their
supervisors and managers.
Self
Since individuals have extensive opportunities to observe their own behavior, and
they will have access to information regarding their results on the job in Ufone, hence
their opinion on their own performance shall also be taken into account.
Customers
The HR management is planning on using the customer as a source of feedback on
employee performance as well since they have direct contact with the employee.

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Job Withdrawal
A set of behaviors that dissatisfied individuals enacts to avoid the work situations.
There are four components:
Behavior Change
One might expect that an employee’s first response to dissatisfaction would be to try
to change the conditions that generate the dissatisfaction. This can lead to supervisor-
subordinate confrontation, perhaps even conflict, as dissatisfied workers try to bring
about changes in policy or upper-level personnel.
Physical Job Withdrawal
If the job conditions cannot be changed, a dissatisfied worker may be able to solve his
or her problem by leaving the job. This could take the form of an internal transfer if
the dissatisfaction is job-specific. On the other hand, if the source of the
dissatisfaction relates to organization wide policies, organizational turnover is likely.
In addition to the overall turnover rate, one also needs to be concerned with the nature
of the turnover, in terms of who is staying and who is leaving.
Psychological Job Withdrawal
When dissatisfied employees are unable to change their situation or remove
themselves physically from their jobs, they may “psychologically disengage”
themselves from their jobs. Although they are physically on the job, their minds may
be somewhere else.
Health Problems
If a person is truly in a dissatisfying situation and can neither change it nor leave, the
stress related to this situation can translate into health problems without psychological
disengagement.

SOURCES OF JOB DISSATISFACTION

Characteristics Of Organizational Tasks

The HR management realizes that there are three aspects of tasks that affect job
satisfaction:

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Complexity Of Task
There is a strong positive relationship between task complexity and job satisfaction.
Boredom generated by simple, repetitive jobs that do not mentally challenge the
worker leads to frustration and dissatisfaction. This also leads to lack of attention.
The HR management believes in “Job Enrichment” (which refers to specific ways of
adding complexity and meaningfulness to a person’s work) to ensure that the
employees are constantly interested, attentive and alert on their jobs.
Physical Strain And Exertion On The Job
Despite extensive automation, many jobs can still be characterized as physically
demanding. Therefore the system has been designed in a way to minimize stress,
distribute the workload equally over the employees and give them ample time to meet
deadlines.
Value Of The Task To The Employee
Ufone management has added value to tasks by making the employees feel that they
are responsible appealing to the prospective employee’s non-financial values.

FACTORS THAT INFLUENCE JOB CHOICE

Vacancy Characteristics
Attractive characteristics include:
Pay Level
Ufone is offering an attractive and competitive pay structure relative to market rates.
CHALLENGE AND RESPONSIBILITY:
The HR management of Ufone realizes that for many people work plays a large role
in establishing their personal identities. Hence the challenge and level of
responsibility of the jobs are kept at optimal levels.
Job Security
Job security is a major concern of every employee. Ufone offers its employees ample
benefits in case of termination and gives a notice in ample time.
Advancement Opportunities
Having opportunities to advance within the organization is important to most people,
especially applicants for managerial and professional vacancies. All such
opportunities are on the basis of performance in Ufone, hence providing all
employees an equitable system.

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Geographic Location
Some job applicants have strong preferences for where they want to work. All offices
are centrally located and easy to access. So far the Head Office is in Islamabad with
branches opening in Karachi and Lahore and further plans of expansion all over the
country.

Employee Benefits
These are also ranked important in choosing a job. The employees are offered
retirement benefits with 100% medical for the employees. There is also the facility of
paid leave under special circumstances.

Job Evaluation And Redesign

The process of job evaluation involves assessing the relative dollar-worth of each job
to the organization to set up internally equitable pay structures. If pay structures are
not equitable, employees will be dissatisfied and quite, or they will not see the
benefits of striving for promotions. To put dollar values on jobs, it is necessary to get
information about different jobs to determine which jobs deserve higher pay than
others.
Job redesign involves improving work methods, reduce errors, eliminate unnecessary
handling of materials and duplication of effort, reduce fatigue, increase employee
commitment and responsibility, and in general, to improve the performance of the
employee-job unit.

PERFORMANCE APPRAISALS
The HR management has set clear-cut standards of performance for every job. The
performance appraisal designed by the HR management involves getting information
about how well each employee is performing his/her job in order to reward those who
are effective, improve the performance of those who are ineffective, or provide a
written justification for why the poor performer should be disciplined. Ufone
identifies the behaviors and results that distinguish effective performance from
ineffective performance. The performance appraisals designed by Ufone are distinct
in that their focus is not typically on evaluation and strict appraisal towards improving
performance and developing the appraisee. They focus on behaviors and outcomes,

42
not on personality; issues and problems, not subjective gripes; constructive
development to improve motivation, and growth and performance of the appraisee.
Through the performance appraisals designed by Ufone, the appraisees will:
 Have a clear picture of what is expected of them
 Be able to discuss priorities
 Gain a platform to remove confusion when overload occurs
 Receive feedback on their performance
 Be heard and respected
 Be offered constructive guidance on attaining agreed goals
 Receive help in constructing personal development plans and targets
 Take ownership for their performance
The HR management hopes that the appraisal system will provide the opportunity to:
 Learn at first hand about the way the job-holder works and performs
 Get a better understanding of the job-holder’s potential and needs
 Motivate the job-holder
 Develop a consistent approach to guidance and encouragement
 Tackle problems more effectively
 Improve the communication process

Purpose And Uses

Employee Performance
Appraisals are an aid to creating and maintaining a satisfactory level of performance
by employees on their present jobs. When the actual evaluation process is followed up
with an appraisal interview with each employee, it may contribute toward more
effective or improved performance on the part of the individuals.
Employee Development
The appraisal may highlight needs and opportunities for growth and development of
the person. Growth may be accomplished by self-study, formal training courses, or
job-related activities, such as special broadening assignments and job rotation. It
should be clear that training and development.
GRIEVANCE HANDLING

43
Grievances
Grievance is any dissatisfaction or feeling of injustice in connection with one’s
employment situation that is brought to the attention of management.

Handling Conflict Situation

Personal conflicts occur when two or more parties have opposing attitudes or
approaches to a particular situation, issue or person. Obvious sources of conflict range
from a difference of opinion, problematic working conditions or unrealistic work
expectations through discriminatory behavior, to poor communication or non-
compliance with organization norms or values.
Conflict can occur between a member of staff and the manager, between two or more
members of a team, or between departments, sections or managers. The options
available to the HR management are to apply grievance procedures, disciplinary
measures or mediate between the parties.
Conflict can be covert and take the form of resentment or irritation. Such conflict is
much harder to detect and easier to ignore. Whichever type it is, the HR management
is completely prepared to handle it.
Advantages of managing conflict situations for the Ufone management are:
 Better motivated staff; staff energies are directed to work rather than emotions
 An organization or staff that presents a positive name to the outside world
 Improved team work
 Better personal development of individuals

Recognising Conflict
Management realizes that in order to handle conflict, it has to be spotted first. It could
be overt-from an obvious or identifiable cause, clearly visible and defined, or covert-
from a less obvious cause, hidden and with a potentially unrelated root source.

Monitoring The Climate

Management continuously monitors the climate at work and this acts as an early
warning system, which makes it far easier to deal with conflict swiftly and efficiently
before it gets out of hand. When management sees a likely conflict situation, it takes
proactive measures in order to prevent it getting out of hand or actually becoming a
conflict.

44
Researching The Situation
Management then takes time to find out the real cause of the conflict, who is
involved, what the key issue is, and what its actual and potential effects are. It
empathizes-sees the situation from other people’s point of view rather than come to
snap judgments.

Planning The Approach

Management maintains a neutral stance and does not take sides. Instead, it encourages
the parties concerned to examine the interests behind their position and tries to create
a climate of exchange so that the parties may deal with each other more constructively
next time. Then it works out a strategy based on the results of the investigation. The
management then decides upon the result wants to achieve bearing in mind that, as
different evidence emerges, this outcome may not always be possible.

Handling The Issue

Management makes sure to stay in control of the situation. Handling conflict is a
difficult process that can create extreme emotions, hence it uses the following
techniques:
 It stays calm—takes time to respond, doesn’t give a knee-jerk reaction. If
necessary takes a rain check until everyone involved is calm enough to discuss
the issues rationally and constructively
 It listens to the points of view of all involved and takes time to understand all
the issues involved in the conflict. It makes a note of the fact that people will
be more open and honest if they feel that they have a receptive and interested
audience. It takes into consideration body language and spoken language.
 It avoids:
 Flight—running away from the conflict. It leads to loss of respect
 Fight—being aggressive. It causes greater long term conflict and
intimidates staff
 It stays assertive—this means avoiding being either passive or aggressive;
neither is assertive, and each is a short term approach unlikely to solve the
conflict
 Passive—apologizing, withdrawn body language, always accepting the
other person’s point of view whether it is right or wrong

45
  Aggressive—being authoritarian, rarely listening to reasoned argument
An assertive approach involves
 Acknowledging the views and rights of all parities
 Encouraging the parties to find the causes of the conflict—and solutions
 Trying to ensure that opinions and thoughts are expressed honestly and openly
 Suggesting a constructive way forward

Letting Everyone Have Their Say

If the HR management has managed to get the parties around a table for discussion in
a climate where exchange is possible then a compromise solution may be feasible.
Management works on the principle that the desired solution must hit a wide range or
targets. It must:
 Help to build good working relationships
 Be legitimate, non-discriminatory and compatible with organizational practice
 Recognize all parties’ alternatives
 Help to improve communication
 Help to generate a lasting commitment to the solution

Finding The Way Forward

Management recognizes that the most important aspect of handling a conflict situation
is to find an acceptable way forward. It examines the options and decides what to do
next. It ponders over questions like:
Can it reach a compromise acceptable to both, or all, sides? If not, what action needs
to be taken to prevent the conflict from continuing?
It makes sure everyone knows what the conclusion is and what they are expected to
do.
The next steps need to be agreed and spelled out—it could be an individual’s need for
counseling, the likelihood of disciplinary proceedings or an agreement to be followed.
Sometimes there may be problems relating to health or psychology—management
judges where its limits lie in resolving apparently intractable personal antagonisms.

Appraise—Don’t Dwell
It is important to learn from conflict situations and move forward. Management
believes in the principle, “ Appraise—don’t dwell”, meaning to say that it should not

46
dwell on the past and re-open old wounds. It appraises the conflict and the way in
which it was handled. Then it decides what can be learnt from this and ponders over
questions such as,’ How can similar conflicts be avoided in the future? How could it
be handled better next time?’ This enables it to prevent similar conflicts flaring up
again.

Sources Of Effective Supervision

Following are effective sources of supervision at Ufone:
 Supportive behavior
 Facilitation of work (providing adequate tools, equipment and materials,
proper job information, production plans and schedules etc.)
 Performance Goals (which are challenging but attainable)
 Influence in hierarchy (having it in order to influence the higher ups to provide
adequate resources for the department and for them to understand the
problems of the department)
 Group Relationships and Participation (involve the group as a whole in the
problems of the department, engenders feeling of group responsibility for the
success of the whole section or department)
 Concentration upon Management Functions (devote time to planning,
anticipating and preventing crises, coordinating, motivating, coaching,
training, deciding, organizing, measuring performance and taking corrective
action where necessary)
 Organizational Climate

47
DISCIPLINE

Undertaking A Disciplinary Interview

A disciplinary interview is a meeting between at least one manager and an employee
to investigate and deal with an employee’s misconduct in a fair and consistent
manner.
The benefits are as follows:
 It will tackle the cause of ill-discipline and provide solutions to remedy it
 It will prevent further, more serious action needing to be taken against an
employee
 It will aid general morale, although an ineffective process will have the
opposite effect
Preparing For The Interview
Preparation and planning before the interview are essential in order to be fair and
accurate in making a decision on the employee’s conduct. The procedure-and the
tone-are as positive as possible, to help prevent recurrence and to improve behavior
where possible.
Gathering All The Facts
All written evidence that highlights the employee’s misconduct is obtained. The HR
management always looks for any special circumstances inside or outside work that
may help to explain the problem in order to obtain a balanced view.
Checking The Employee’s Record
The HR management then tries to find out if the employee has already received one or
more warning under the disciplinary procedure.
Checking The Organization’s Disciplinary Procedure
The HR management then ascertains what options are available if the employee is
guilty of misconduct, bearing in mind his/her disciplinary record and the seriousness
of the offence.
Looking For Similar Cases And Outcomes
Management confers with colleagues to see if they have dealt with similar cases and
what the outcomes were. It is also checked whether the employee is committing an

48
offence that is widespread in order to ensure that he/she is not being singled out
unfairly over an offence that should be tackled organization-wide.

Drawing Up A Structure For The Interview

Although no two disciplinary interviews run exactly the same, a brief structure is
mapped out. Management starts by trying to define what they need to achieve from
the interview and note important points that need to be covered. Thought is given to
the reasons, mitigating circumstances or excuses that the employee might make and
how they should be recorded for checking out later. Management also considers who
should be present at the interview, including witnesses.
Informing The Employee
The employee is informed in writing of:
 The reason why he/she faces a disciplinary interview
 The time and place of the interview
 Who will be present and who may accompany the employee at the interview
Management determines if all present should have access to all documents, because in
some cases this will not be in the employee’s own interests.
Sufficient notice is given for the employee to prepare his/her case, and it is seen to
that the room to be used for the interview is available. A phone is kept in order to call
witnesses to the interview but incoming calls are diverted to avoid unnecessary
interruptions.
The manager responsible for taking notes is informed in advance, and witnesses are
called to arrange their availability. If witnesses cannot be present, written statements
are obtained from them.
Conducting The Interview
Disciplinary interviews are stressful for both the manager and the employee. The
ultimate purpose of these interviews conducted by the HR management is to create a
satisfactory environment for all employees.
Everyone is required to stay calm and collected; the interview is not allowed to
develop into a free-for-all shouting match at any point, and management ensures that
the employee is aware that the interview is more than an informal reprimand.

49
The length of the interview is dependent on many factors, but it may become clear at
any stage that the problem has either cleared up or that there needs to be further
investigation, in which case the proceedings are adjourned. Similarly, the interview is
called to a halt if matters get heated or unconstructive.
Management has no set structure for a disciplinary interview.
Informing The Employee Of The Action To Be Taken
After management has made the decision, it brings together the employee and his/her
representative to inform them of the action to be taken, if any. Whenever appropriate,
actions for improving the situation are agreed. These are written down and signed by
both parties and a date set for review. The employee is informed of the appeals
procedure in case he/she disagrees with the result of the interview or thinks that
he/she has been treated unfairly.

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ABSENTEEISM

Managing Absenteeism
Ufone has developed an absence control policy that provides the following
advantages:
 Reduces absence levels
 Minimizes disruption to workflow and production
 Achieves a better motivated workforce
 Prevents unnecessary extra pressures and stress being placed on co-workers
 Ensures that absence is tackled in a fair and consistent manner throughout the
organization
 Removes managerial subjectivity by indicating what are unacceptable levels
of absence and the procedures to deal with them
 Reduces expectations of staff to what might be regarded as extra annual leave
Knowledge Of The Legal Framework
Ufone management approaches the case of each employee who is frequently sick or
has a long-term illness on an individual basis, as each situation is different. Their
philosophy is,” Do not treat an underlying medical condition on a disciplinary but on
a sympathetic basis, thoroughly investigating the situation with the employee and
doctors and following fair procedures”. In the case or persistent, intermittent,
unconnected illness, again fair procedures are followed with the situation reviewed
and discussed with the employee. The person is given the opportunity to improve and
a warning that appropriate disciplinary procedures may be invoked if the situation
continues.
Defining What Are Unacceptable Levels Of Absence
Ufone management has set trigger points where employees know that if they are
absent more than a certain number of times within a given period, action will be
taken. Ufone does not allow a culture where absence is accepted without explanation,
where staff feel they are entitled to take so many days sick leave and where managers
set bad examples.

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Keeping Records Of Absence
Ufone maintains a system where absence is recorded, monitored and managed.
Management then analyses patterns of short-term absence, focuses on individuals
whose attendance records need special attention; and evaluates trends in types of
illness or accidents that might indicate problems within the organization. The figures
are published so that employees are aware of how much time the organization is
losing through absenteeism.
Formal Reporting Procedures
Employees are required to notify either the personnel department of their absence by
10 a.m. on the first day and to give some indication of the reason for the absence and
how long it is likely to last. All other notifications needed to cover the employee's
absence, including self-certification forms and doctors’ medical certificates are also
communicated to the employees.
Holding Return To Work Interviews
The reason for absence is established and whether the illness is likely to recur. The
line manager then takes the opportunity to update the employee on developments that
have occurred during his/her absence. The purpose of this approach is to deter others
from taking avoidable absence, while not giving the ones with genuine illnesses any
reason to worry. Management then tries to find out if there are underlying causes of
absenteeism such as personal difficulties or problems of motivation.
Training Line Managers
Ufone management explains to line managers why they are key figures in absence
control and provides support and training for them.
Don’t Recruit Poor Attendees
When recruiting, management asks for references that refer to the candidate’s
attendance record and assure them of their fitness for work. Disabilities and age are
not an issue.
Maintaining A Safe And Healthy Workplace
Ufone HR management ensures that the legal requirements on health and safety at
work are being followed. People are encouraged in healthy lifestyles through policies
that embrace no-smoking and employee assistance programs. Moreover, people are

52
encouraged to take their annual leave and are not allowed to habitually work and skip
lunch. However, employees are consulted in health promotion activities.
Motivating And Gaining Commitment From Staff
Management tries to find out what motivates staff and affects their commitment to the
organization. The HR management is emphatic and thinks in terms of the way staff is
managed, the content of their job, their role within the organization, and their
employment and working conditions. There is a regular periodic evaluation to see if
there are benefits that would help improve attendance.

Offering Incentives
Attendance bonuses and rewards are offered as incentives for a good attendance
record. The policy of taking sick leave is not hampered with because the longer term
implications of such a move might force genuinely ill people to come to work,
perhaps thus creating other problems.
Evaluating The Absence Control Policy
Monitor the success of control efforts by seeing if absence levels are falling, whether
the policy is more successful in some areas of the organization than others and why,
and by offering more support and training to line managers.

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EMPLOYEE TURNOVER

Managing Staff Turnover And Retention

Turnover can be classified in three ways:
 Employer controlled: dismissals, redundancies and early retirements
 Employee led: dissatisfaction of varying kinds
 Employer and employee uncontrolled: long-term sickness, normal
retirement, maternity leave and death in service
The advantages of managing staff turnover are:
 More effective recruitment
 Better staff morale
 Improved knowledge of labor market as a whole
 More constructive development of organization’s knowledge base
Establishing The Extent Of The Problem
Ufone management uses many measurement techniques
Benchmarking The Organization Against Others
The Ufone management will continuously monitor national, regional and industry
figures in order to see whether its turnover rates are reasonable or not.
They also monitor general labor market trends to assess how these will affect the
organization. These include demographic factors, the number of women, ethnic
minorities and graduates in the workforce, and labor mobility.
Working Out Why Turnover Takes Place
Although external forces may influence turnover, internal factors are usually more
significant. Motivation factors include:
 Working for an efficient boss
 Thinking for yourself
 Seeing the end result of work and gaining a sense of achievement
 Being assigned interesting and challenging work
 Being informed, listened to and respected
 Being recognized for efforts
 Having opportunities for development
 Working with good and supportive colleagues

54
At the same time management also studies the hygiene factors such as pay and
working conditions as well as the safety needs of employees.
Asking Them Why They Leave
Ufone management conducts an exit interview with leavers and gives them a
questionnaire to complete. Both are structured carefully but are not relied on as the
sole source of data.
Assessing The Effects Of Turnover
Management gauges employees’ reaction through employee attitude surveys.
Labor Union’s Role And Collective Bargaining
According to telecom act 1996, PTCL’s subsidiary PTML has a autonomous body
having its own procedures and policies. In PTCL labor unions play an important role
but in PTML, Ufone there is no labor union under the telecom act of 1996. But HR
department of Ufone plays an important role in contract negotiation and performs a
beneficial role of a collective bargainer for its all employees. HR department of
Ufone consist of small number of people and also handle a very less number of
employees. Pay packages and other benefits are negotiated with the employee before
his intake into the organization. Health, housing, telephoning and transport facilities
are given to all level of employees so to create suitable working conditions for
company men’s. Contract negotiations are present in the start of the employee
contract but also sometimes available to upper level of employees so to avoid brain
and talent drain from the company. Company HR tries its best to maintain an
excellent corporate culture and working conditions for all technical, non-technical and
upper level management employees. Also provide a challenging and competitive
environment so the enhance labor productivity in the organization.
Grievance Handling
The HR department plays an efficient role in handling employee’s grievances, which
may comes rarely in the form of employee’s complaint to the organization. Corrective
and preemptive actions are taken to solve and report the complaint by an employee.
According the company law all complaints are entertained and according to law
organization decide the future of an employee grievance.

55
56
RESTRUCTURING AND FUTURE UFONE POLICIES
In this deregulated scenario of telecom sector, PTML (Ufone) is facing a number of
future challenges its competitive environment of cellular sector of Pakistan. After the
latest cellular policy issued by PTA (Pakistan Telecommunication Authority) in
January 2004, the shape of mobile industry has been totally changed. Due to this
policy PTA issues two new licensees for mobile operators. Now Ufone will pass an
extensive restructuring and expansion phase to cope up with new competitive
challenge ahead of it.
The restructuring has been started by adopting new trends and technologies for its HR
and marketing departments, so to work in a new challenging manner to cope up with
the mobile sector changes. A revolutionary policy has been adopted for hiring a
talented HR for its organization. A web base portal is formed to make a pool of online
CV’s so to cope up with the competitive HR requirements of the telecom sector.
Selection and evaluation system is going through its computerization phase so to
adopt a automated HR department for the new restructured company. Automated
training centers has been established so to make its HR the best among the other
operators giving them a big benefit of career development and personality
development as well. A open door policy for HR is adopted so to avoid any employee
grievances on paper. A healthy work environment is given to all employees by
redesigning its office structures. Adopting more and more automated work functions
increases worker’s efficiency. More towards US concept of MBO (management by
objectives) is adopted in the company and more employee involvements in work
activities, make a very positive impact on the employees. Like other operator
Mobilink, Ufone is not going through an extension restructuring. Ufone from its start
adopted the latest and new trends of HRM and Technology as it entered into market in
2001. As semi government body, it is more job secured and incentive oriented
organization than the other private operators of mobile in the market. Now Ufone had
completed his 3rd expansion phase and lunched new connections from 5th May 2004.
Going towards its 4th expansion plan to cope up with the treat of new operators in the
market has to equipped his HR and organization with most updated technologies and
new trends and policies, so to make it the best organization in the market.

57
CONCLUSION
Ufone management is confident that such problems will not occur since they
believe in a labor-oriented environment where the people are the ones that
count. Anyone can voice his/her opinion and thoughts at any time and will be
taken into consideration by upper management. The HR department is
especially trained to handle these kinds of problems and they are confident that
all such situations that may lead to any of the above will be avoided.
Management takes the following steps to:
 Ensure pay rates are competitive.
 Offer a wider choice of benefits.
 Review recruitment literature to ensure it gives and accurate picture of the
organization and look at the quality of induction and training offered.
 Improve job design and introduce flexible working practices.
 Equal opportunity policies.
 Promote career progression opportunities.
 Improve the quality of supervision and management.

Recommendations
Based on our comprehensive and in-depth analysis we have come up with the
following recommendations:
 The biggest need is that they start work on their network expansion as soon as
possible
 They should establish their engineering and quality assurance departments to a
formal working condition with proper supervision, as soon as possible
 Make the job of the BUMs easier by subjecting them to answer only to the
CEO
 Forecasting of subscribers should be done with careful estimation for all future
expansion programs
 They should try to attain a balance between their post paid and pre paid
customers. This also holds true for their normal users and corporate users
 They should tailor their market communication efforts so that they attract only
the markets that they want to

58
 Implement international roaming all over the world as soon as possible
 They should manage their website on a more regular basis and avoid changing
their domain names in the future
 New features and services must be well communicated to the end consumer.
For instance as they have started a Web2Sms service but have not notified
their customers through any means. They could have alerted their customer of
their new website through their info services
 They should also focus on their differentiation policy and try to keep a balance
between their cost leadership and differentiation strategies
 They can use our survey as a first step towards analyzing the present
perception of the mobile customers
 Adopt new trends and polices for hiring the most talented youth of the country
 Give more benefits in the shape of more financial rewards
 Give excellence awards to outstanding employees in their respective fields
 Adopt more private oriented corporate culture rather than a public Ltd.
Organizational culture
 Make your HR more interactive to market and technology oriented changes,
by training and motivating them to face the challenge
 Adopt latest performance appraisal methods to reward its employees
 Give them retirement compensation packages to make HR more productive
and ever lasting too

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 ANNEXURE-A: QUESTIONNAIRE

1) What are your recruitment policies?

2) What steps do you take in planning the recruitment process and how do you
indulge in each step?
3) What are some of the more important personnel policies implemented at your
organisation?
4) Which source of HR do you use? How do you determine the internal and
external supply of HR?
5) What channels of recruitment exist at your organization?

6) What selection methods do you employ at your organization?

7) What exact steps do you follow in each of the methods employed by your
organization?
8) How would you define the training system at your organization? What steps
have you taken in designing it?
9) Do you carry out an induction for the newcomers? If yes, then what steps
exactly do you follow?
10) What are the advantages of carrying out this induction?
11) Do you believe in HR development? What do you expect to achieve out of it?
What are your approaches to it?
12) What system do you have regarding employee compensation?
13) What sort of pay system will you be offering your employees? How will you
develop the pay system?
14) Do you have any sort of problems regarding diversity and equal employment
opportunities?
15) What are your policies and procedures on employee health and safety?
16) Do you have any specially designed programs in this regard? What are the
components of your program?
17) What are your policies on disciplining an employee and under what
circumstances would you feel the need to do so?
18) What is the procedure at your organization for carrying out a disciplinary
interview?

60
19) What are your procedures in case of termination of employment?
20) What sort of work schedules do you offer your employees?
21) Do you carry out a job analysis? If yes, which areas of operation do you
review?
22) How do you indulge in Job Design? What are your sources of job
performance?
23) How do you plan on preventing and in case of occurrence, handling Job
Withdrawal symptoms?
24) What do you think the typical sources of Job Dissatisfaction would be? How
would you prevent them?
25) What are the factors that typically affect job choice among prospective
candidates? How does your organization affect that choice?
26) What issues do you face on career development? How will you handle them?
27) How do you handle absenteeism? Please describe the exact steps?
28) How exactly do you manage staff turnover and retention?
29) How do you handle grievances? Do you take any proactive measures in this
regard?
30) What system of performance appraisals do you use?

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 ANNEXURE-B: INTERVIEW SCHEDULE

Interview held on December 26, 2005

Name: Mr. Faisal Rehman
Designation: Manager HR
Ph. # 03335100033
Place of meeting: Ufone Headquarter Islamabad

Interview held on January 02, 2006

Name: Mr. Waheed Anwer
Designation: Executive HR
Ph. # 03335415555
Place of meeting: Ufone Headquarter Islamabad

Interview held on January 05, 2006

Name: Mr. Waheed Anwer
Designation: Executive HR
Ph. # 03335415555
Place of meeting: Ufone Headquarter Islamabad

Interview held on January 09, 2006

Name: Mr. Faisal Rehman
Designation: Manager HR
Ph. # 03335100033
Place of meeting: Ufone Headquarter Islamabad

Interview held on January 11, 2006

Name: Mr. Faisal Rehman
Designation: Manager HR
Ph. # 03335100033
Place of meeting: Ufone Headquarter Islamabad

Interview held on January 16, 2006

Name: Mr. Waheed Anwer and Mr. Farhan Mehmood
Designation: Executive HR and Sr. Manager HR
Ph. # 03335100033
Place of meeting: Ufone Headquarter Islamabad

62
Interview held on January 18, 2006
Name: Mr. Faisal Rehman
Designation: Manager HR
Ph. # 03335100033
Place of meeting: Ufone Headquarter Islamabad

Interview held on January 20, 2006

Name: Mr. Faisal Rehman
Designation: Manager HR
Ph. # 03335100033
Place of meeting: Ufone Headquarter Islamabad

Interview held on January 21, 2006

Name: Mr. Farhan Mehmood
Designation: Sr. Manager HR
Ph. # 03335100032
Place of meeting: Ufone Headquarter Islamabad

Interview held on January 24, 2006

Name: Mr. Faisal Rehman
Designation: Manager HR
Ph. # 03335100033
Place of meeting: Ufone Headquarter Islamabad

Interview held on December 25, 2006

Name: Mr. Faisal Rehman
Designation: Manager HR
Ph. # 03335100033
Place of meeting: Ufone Headquarter Islamabad

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 ANNEXURE-C: INTERVIEW FINDINGS

Ist Meeting
Date: 26-12-2005
Duration: 01 hour
Findings: In the very first meeting, we presented the official assistance letter from
Foundation University Mr. Faisal Rehman was interviewed and was told about our
project. The basic information about Ufone, company profile and organizational
structure was talked about.

2nd Meeting
Date: 02-01-2006
Duration: 20 minutes
Findings: Mr. Waheed Anwar was interviewed and policies about recruitment and
selection of employees were discussed.

3rd Meeting
Date: 05-01-2006
Duration: 30 minutes
Findings: Mr. Waheed Anwar introduced the different training and development
procedures and techniques adopted by the management for grooming of Ufone
employees.

4th Meeting
Date: 09-01-2006
Duration: 40 minutes
Findings: Some queries regarding employee development and selection were clarified
by the Ufone Officials.

5th Meeting
Date: 11-01-2006
Duration: 15 minutes
Findings: Policies of Ufone about HR planning were discussed with Mr. Faisal
Rehman, Manager HR.

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6th Meeting
Date: 16-01-2006
Duration: 30 minutes
Findings: Mr. Waheed Anwar managed to give us a little time and then referred Mr.
Farhan Mehmood Sr. Manager HR. During these meetings, performance evaluation
and appraisal methods adopted by ufone top management were discussed.

7th Meeting
Date: 18-01-2006
Duration: 01 hour
Findings: Sources of job satisfaction of employees and their career planning issues
were discussed with Mr. Faisal Rehman, Manager HR.

8th Meeting
Date: 20-01-2006
Duration: 30 minutes
Findings: Absenteeism and turnover issued were discussed. Mr. Faisal Rehman told
us the strategies of the organization regarding motivating and compensating
employees to be competitive in the market and thus managing the absenteeism and
turnover factors.

9th Meeting
Date: 21-01-2006
Duration: 10 minutes
Findings: Mr. Farhan Mehmood was interviewed to look for the various disciplinary
action policies regarding the Ufone employees.

10th Meeting
Date: 24-01-2006
Duration: 30 minutes
Findings: In this meeting we asked the senior HR officials regarding their future HR
policies and suggestions/recommendations for ufone top management regarding HR
issues in order to be competitive in the market.

I1th Meeting
Date: 25-01-2006
Duration: 45 minutes
Findings: In the very last meeting we clarified some issued regarding various HR
issued, formally thanked all the officials for their cooperation.

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