Block No. 13, Sector H-8, Allama Iqbal Open University, Islamabad.
Submitted by:
Muhammad Hammad Manzoor MBA (HRM) 2nd Semester
Roll No. 508195394 508, 5 Floor, Continental Trade Centre (CTC) Block 08, Clifton, KARACHI (0321-584 2326, 0322-555 5901)
th
Human Resource Managment (527) Q. No. 01(a) How can we communicate a picture as realistic as possible of a job and of the organization to prospective employees? What kinds of issues are most crucial to them? Answer:
DEFINE JOB REQUIREMENTS: Before filling a job, it is wise to analyze the job to determine what's required for optimal performance. Different factors should be analyzed, such as: job performance (key result areas) specific job requirements (education, experience, skills) company requirements (cultural fit, values) co-workers (manager, peers) behaviors Job analysis You need to define accurately and clearly the nature and purpose of the role and the skills and attributes needed to carry it out. Job analysis is the first stage in this process. It involves asking questions and gathering information to identify the key elements of the job and the ideal characteristics of the post-holder. This analysis forms the basis of the job description and the person specification. Job description The job description outlines the role in terms of the day to day tasks and responsibilities and benefits which the post-holder is entitled to. The job description helps potential applicants to decide whether to apply for the job, and can be used to devise the advertisement and the employment contract. Creating a job description A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis considers the areas of knowledge and skills needed for the job. A job usually includes several roles. The job description might be broadened to form a person specification or may be known as Terms of Reference Roles and responsibilities A job description may include relationships with other people in the organization: Supervisory level, managerial requirements, and relationships with other colleagues.
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Question-1b) What screening and selection methods are available, and which ones are most accurate? Explain.
Answer.
Selection Process
Selection is the process of choosing from a group of applicants those individuals best suited for a particular position. Most managers recognize that employee selection is one of their most difficult, and most important, business decisions. This process involves making a judgment -not about the applicant, but about the fit between the applicant and the job by considering knowledge, skills and abilities and other characteristics required to perform the job Selection procedures are not carried out through standard pattern and steps in this. Process can vary from organization to organization some steps performed and considered important by one organization can be skipped by other organization
Legal Considerations
Legislation, executive orders, and court decisions have a major impact on human resource management. It is important for hiring managers to see the relationship between useful and legally defensible selection tools.
Organizational Hierarchy
Different approaches to selection are generally taken for filling positions at different levels in the organization.
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Type of Organization
The sector of the economy in which individuals are to be employed private, governmental, or not-for profit can also affect the selection process.
Probationary Period
Many firms use a probationary period that permits evaluating an employees ability based on performance. This may be either a substitute for certain phases of the selection process or a check on the validity of the process.
Selection Criteria
Mostly the selection of applicant depends upon the following factors or criterions. 1. 2. 3. 4. 5. EDUCATION COMPETENCIES EXPERIENCE SKILLS AND ABILITIES PERSONAL CHARACTERISTICS
Applicant who is best fit should be hired instead of hiring a person with extra ordinary skills it means right person for right job should be hired person who is over or under qualified for the particular job will not be able to adjust in the organization.
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Question. 2-a) As jobs become more team-oriented, assessment centers will be used more often for non-management jobs. Do you agree or disagree?
Answer. Yes, of course. I am fully agreed with that. Assessment centre can frame the job description, job specification of a particular position. So Assessment centers could frame the specification of non-management job. Assessment Center The assessment center method involves multiple evaluation techniques, including various types of job-related simulations, and sometimes interviews and psychological tests. Common job simulations used in assessment centers are: In-basket exercises Group discussions Simulations of interviews with subordinates or clients Fact-finding exercises Analysis/decision-making problems Oral presentation exercises Written communication exercises Simulations are designed to bring out behavior relevant to the most important aspects of the position or level for which the assesses are being considered. Known as dimensions (or competencies) these aspects of the job are identified prior to the assessment center by analyzing the target position. A job analysis procedure Identifies the behaviors, motivations, and types of knowledge that are critical for success in the target position. During assessment, the job simulations bring out assessees behavior or knowledge in the target dimensions. Validity and Fairness In addition to improved accuracy in diagnosis and selection, the organization that operates an assessment center enjoys a number of indirect benefits. Candidates accept the fairness and accuracy of promotion decisions more readily and have a better understanding of job requirements. Training managers to be assessors increases their skills in many other managerial tasks, such as handling performance appraisals and conducting coaching and feedback discussions.
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Diagnosing Management Skills and Assumptions as Part of a Corporate Culture Change Strategy Individual assessments in a plant or department can be combined to form an integral part of an organizations culture change strategy. After an organization has decided on the desired culture, the next logical step is to define the behaviors necessary to implement that culture and evaluate incumbents skill levels in these behavioral areas. For example, an essential ingredient of a participative culture is the ability to run a meeting so all participants can speak their minds and have a sense of ownership in decision making.
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Question No. 2b) What are the key issues that should be addressed in the design, conduct, and evaluation of training programs? Answer: Training
Training consists of planned programs designed to improve performance at the individual, group, and or organizational level. Improve performance ultimately bring the measurable changes in the knowledge, skills, attitudes, and or social behavior.
Is the change positively related to the achievement of the goals? Will similar change occur with the new participants in the same training program?
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Question. 3a) Should managers and non-managers be appraised from multiple perspectives for example, by those above, by those below, by coequals, and by customers?
Answer.
Performance Management
Performance consistently management employee, or areas. management (PM) includes activities that ensure that goals are being met in an effective and efficient manner. Performance can focus on the performance of an organization, a department, even the processes to build a product or service, as well as many other
The Process of Performance Management 1. Define performance 2. Facilitate performance 3. Encourage performance
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Requirements of Effective Appraisal Systems Legally and scientifically, the key requirements of any appraisal system are Relevance Sensitivity Reliability In the context of ongoing operations, the key requirements are Acceptability Practicality Relevance Implies that there are 1. Clear links between the performance standards for a particular job and organizational objectives, and 2. Clear links between the critical job elements identified through a job analysis and the dimensions to be rated on an appraisal form
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Performance Standards translate job requirements into levels of acceptable or unacceptable employee behavior. They play a critical role in the job analysisperformance appraisal linkage. Relationship of Performance Standards to Job Analysis and Performance Appraisal
Rating Methods or Formats Relative Rating Systems Comparing the performance of employees to that of other employees Absolute Rating Systems Evaluating each employee in terms of performance standards without reference to others Results-Oriented Systems Emphasis is on what employee produces Who Should Evaluate Performance? Possible Raters The immediate supervisor Peers Subordinates Self-appraisal Customers served Computers
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Question No. 3b) What is the best way to develop pay systems that are understandable, workable, and acceptable to employees at all levels?
Answer. Introduction Pay is a key factor affecting relationships at work. The level and distribution of pay and benefits can have a considerable effect on the efficiency of any organization, and on the morale and productivity of the workforce. It is therefore vital that organizations develop pay systems that are appropriate for them, that provide value for money, and that reward workers fairly for the work they perform. Pay systems are methods of rewarding people for their contribution to the organization. Ideally, systems should be clear and simple to follow so that workers can easily know how they are affected. In considering rewards it should be borne in mind that pay and financial benefits are not the only motivator for worker performance. Other important motivators for individuals may include job security, the intrinsic satisfaction in the job itself, recognition that they are doing their job well, and suitable training to enable them to develop potential. What are pay systems? Key Points: Pay systems provide the foundation for financial reward systems There are basic rate systems, where the worker receives a fixed rate per hour/week/month with no additional payment There are systems related in whole or part to individual or group performance or profit There are systems based in part on the worker gaining and using additional skills or competencies Pay systems provide the bases on which an organization rewards workers for their individual contribution, skill and performance. Pay structures Pay structures are different - they are used to determine specific pay rates for particular jobs, usually based on the nature of the job, its content and requirements. A pay structure provides the framework within which the organization places the pay rates for its various jobs or groups of jobs.
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Human Resource Managment (527) Pay systems fall into two main categories:
Those where pay does not vary in relation to achievements or performance, (basic rate systems), and those where pay, or part pay, does vary in relation to results/profits/performance (including the acquisition of skills). There are also systems where pay, and any enhancement, is related to the gaining of extra skills or competencies that can allow a worker to carry out a wider range of work, or work at a higher level, and provide opportunities for greater job satisfaction. The selection of an organizations pay system is often determined by negotiations between management and worker representatives. In theory these negotiations can be kept quite separate from negotiations over payment structures and levels or amounts of pay; but in practice negotiations often embrace all pay-related issues. Selecting and installing a pay system Key Points: Accept that there will inevitably be a cost involved. Avoid most potential problems with a systematic, well-timed and carefully planned approach. Involve the workforce, or its representatives, as much as possible, perhaps through a joint working party. Re-examine the reasons for change and take advice both inside and outside the organization. Obtain expert help if needed. Don't just discard the existing system - take stock through discussions to enable the organization to keep the good and change the less good. Identify what the new system is required to do - how does it relate to the organizations overall objectives? Look at the possible new systems and consider which might best suit the particular organization, with or without alteration. Changes to pay make people anxious, and so the new system should be kept simple and agreed with the workforce and their representatives. Prepare the way carefully with briefings to the workforce and management. Look out for any changes to differentials and relativities. Document the system and if possible run it for a trial period.
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Where output cannot be measured, the sensible solution seems not to pay any bonus; however just because some jobs are difficult to measure, doesn't mean that good performance shouldn't be rewarded. This problem has generally been tackled by providing a lieu bonus based on average bonus earnings to those employees - very often skilled maintenance staff and supervisors - whose work is difficult to measure. In most systems for manual workers the pay packet is in fact made up of a number of components, usually including a fixed basic payment, a variable bonus paid on output of acceptable quality and a fall back provision. Bonus payments are usually paid weekly or monthly. In IPRP systems for white-collar workers the pay packet includes a fixed salary element, where progress through a range may be according to performance, and/or a variable bonus paid out for achieving set objectives. Variable bonus payments are usually unconsolidated and may be paid monthly, half yearly or yearly. Competency-based pay: Competencies are the knowledge-skills and the attitude needed by any individual employee to carry out their job effectively. These can be incorporated into a pay system to reward individuals who positively contribute to the overall values and objectives of an organization. This is competency based pay: rewarding the way people work, not just recognizing what they can deliver. How can the right competencies be defined? Most competency based pay systems are determined by performance indicators. Typically, the competencies needed to drive progression are quantified by senior managers through employee interviews, surveys and job analysis. The following competencies are relevant here: Core competencies that apply to any job within the organization and reflect the organizations core values the technical skills and expertise that are necessary to carry out the job competencies relating to a specific job category e.g. leadership' for senior managers competencies that define the contribution an employee makes to their role including: communication
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Contribution pay: Contribution pay is a relatively new concept. It combines elements of both performance and competency based pay schemes by recognizing employee achievements and competencies. How does it differ from performance pay? Contribution pay is not a direct incentive for achieving a defined set of targets. Instead it is similar to a competence based pay reward system, emphasizing what type of development is needed by employees to enhance corporate success. Market-based pay: Market-based pay links salary levels, and progression through the scales, to those available in the market. It is often used in conjunction with a performance pay matrix, which allows faster progression from the bottom of the scale to the market rate, which will be the mid-point. Progression then slows, regardless of the performance of the worker, as they are deemed to be earning above the market rate for their job. It is rarely used as a scheme in isolation, but may be part of a reward strategy incorporating several performance elements. Team-based pay: While team-based pay has been around for some time in the shape of departmental or group bonus systems it has taken on more importance with the increased interest in team working.
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
In team-based pay systems the payments reflect the measurable goals of the team. Team working may be most effective in situations involving high task interdependence and creativity, although it can be difficult to define the team, the goals, and the appropriate reward. Schemes can be divisive if they are not open and transparent. Goals should not be shifted once agreed - they need to be achievable. The aim of team-based pay is to strengthen the team through incentives - building a coherent, mutually supportive group of people with a high level of involvement. The team achievements are recognized and rewarded. Peer group pressure can also be helpful in raising the performance of the whole team.
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Question No. 4-a) How are the various factors of production affected by global competition? Do we manage people any differently in a globally competitive environment?
Answer.
Global Competition
Global competition is used to describe the worldwide market, and the struggle of different companies or businesses to prevail over the other. Global competition can help with providing good companies that are constantly trying to please the consumers! Global Competitive Environment Rapid pace of change Pervasive shift towards markets Broad and fast diffusion of capabilities Emerging markets New global competitors Excess capacity and slow growth Regionalization of trade - New rules of global competition Potential Problems in Emerging Economies Political instability and succession Too much government intervention Unequal income distribution Infrastructure bottlenecks Overheated economies (inflation, current a/c deficits) Shortage of skilled labor Legal environment (corruption, intellectual property) Inefficient financial systems Overcapacity Emerging Markets Emerging markets are larger than what the per capita income numbers would lead you to believe. Purchasing power vs. exchange rates
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Advantages of global firms Scale related Manufacturing Learning curve Sourcing R&D Marketing, distribution Arbitrage Comparative advantage Scanning and learning from environment Institutional incentives Exchange rate volatility Cross-subsidization Advantages of Localization Close to customer Adapt to local supply conditions Governmental preferences Organizational speed Lower overhead
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Key Success Factors Distribution Fragmented Poor physical infrastructure Geographically fragmented Too many tiers Service infrastructure: poor Marketing; invest in relationships and brand equity Future Challenges Develop competitive advantage Establish regional (or even global) presence Move to higher value added activities Move into services and consumer goods Expand the market
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Question No. 4-b) From a strategic perspective, how can senior management make the best use of the human resource function?
Answer.
STRATEGIC MANAGEMENT
Strategic management can be used to determine mission, vision, values, goals, objectives, roles and responsibilities, timelines, etc. The Management Process Planning Organizing Staffing Leading Controlling Human resource management is the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety, and fairness concerns. The topics well discuss should therefore provide you with the concepts and techniques you need to carry out the people or personnel aspects of your management job. HRM People Functions Include: Conducting job analyses (determining the nature of each employees job) Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salaries (compensating employees) Providing incentives and benefits Appraising performance Communicating (interviewing, counseling, disciplining) Training and developing managers Building employee commitment And what a manager should know about: Equal opportunity and affirmative action Employee health and safety Handling grievances and labor relations
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Question No. 5-a) What should be the components of a fair policy with regard to collecting, maintaining, and disseminating information about employees?
Answer. Human resource is an integral part of any organization. Great stress is laid on implementing an effective human resource system in an organization. There are lots of department in an organization that makes use of human resource to setup strategic planning and means to process officials assignments. The companies that do not have a proper human resource department suffer from official disorders and lack of management in office activities. THE FOLLOWING ACTIVITIES ARE CARRIED OUT BY HR RECRUITMENT APPROACH -using modern online recruitment and resume assessment. SELECTION METHODS -using modern tools like psychometrics, personality profiling etc THE FOLLOWING ACTIVITIES ARE CARRIED OUT BY HR RECRUITMENT APPROACH -using modern online recruitment and resume assessment. SELECTION METHODS -using modern tools like psychometrics , personality profiling etc STAFF INITIATIONS 1. INDUCTION PROGRAMS -tailoring induction to each individuals. 2.ORIENTATION PROGRAMS -tailoring orientation to each individuals. HOW EFFECTIVE IS THE HUMAN RESOURCE DEVELOPMENT PROCESS WHAT ARE THE VARIOUS METHODS/SYSTEMS USED 1.PERFORMANCE APPRAISALS SYSTEMS -360 degree systems 2.PERFORMANCE MANAGEMENT SYSTEM -self development programs -management development programs -training coaching ASSESSMANT OF POTENTIALS -use it for promotions -for succession planning -for talent management HR AUDIT HR STRATEGIC PLANNING
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Question No. 5-b) What control mechanisms might be most appropriate to ensure that action plans match targeted needs?
Answer. The best part is to have a control data which is numeric and not at all subjective. Secondly proper reviews at both the appraise and appraiser level should be there. There should be constructive discussions between the two. Control and review mechanism human resource structure and system Once the action plan is implemented regarding redeployment like promotion, transfer, demotion, redundancy and retrenchment, recruitment, selection, training, development and retention, human resources structure and system should be controlled and reviewed with a view to keep them in accordance with the plan. The following steps are identified by HR experts regarding control and review of human resource structure and system. They are: 1. Considering the decisions regarding additions at the highest level. 2. Sending periodic reports to the top management stating the existing manpower system and changes therein due to internal mobility and external mobility. 3. Using the personnel budgets as a basis for control as they are formulated on the basis of manpower plans. 4. Auditing the human resources and studying manpower utilization. Manpower utilization can be measured be relating net man hours actually utilize in work to the standard man hours planned to be utilized in work. 5. Measuring the efficiency of labor periodically in the form of labor productivity, employee-sales ratio, employment-investment ratio; employee-turnover ratio, employee-profit ratio etc. and compare them with standards of the organization and actual of other comparable organization. 6. Conducting the surveys and research studies with a view to find out the level of job satisfaction, morale, employee attitudes, interpersonal relations etc. and review and correct the situation with the help of the findings f the surveys and studies.
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
7. Conducting the studies with a view to find out the efficiency and validity of recruitment, selection, training, etc. 8. Sending the reports regarding absenteeism, irregularities, overtime etc. 9. The break-even point / pay back period for new employees. 10. Conducting exit interviews; spotting out the area responsible, finding out the causes and correcting the situation.
3. Inadequacies of Information System: Information system regarding human resources may not be perfect in all industries. Some industries are not giving requisite importance to HR / personnel department
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Sector No. I, Airport Housing 508, 5th Floor, # Society, CTC Chakala , RAWALPINDI Continental Trade Centre, (0300-550 O899) Block-08 08, KARACHI. (0321Clifton 584 2326) Human Resource Management 01 527
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)