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INTERNSHIP REPORT ON PUNJAB VOCATIONAL TRAINING COUNCIL (PVTC)

PRESENTED TO:
CHAIRMAN
DEPARTMENT OF BUSINESS ADMINISTRAION Allama Iqbal Open University ISLAMA ABAD

PRESENTED BY: ZULFIQAR ALI ROOFI ROLL NO. Q-576422 M. B. A. (HRM) ADDRESS:
ZULFIQAR ALI ROOFI S/O MUHAMMAD ABBAS ADMIN & ACCOUNTS OFFICER, VOCATIONAL TRAINING INSTITUTE KASSOWAL, TEHSIL CHICHAWATNI DISTRICT SAHIWAL

3.

ACKNOWLEDGEMENTS:

First of all I am thankful to my Allah Almighty, who bestowed me and provides ability to complete my Internship Report on PVTC, Punjab Vocational Training Council. I am also thankful to my respected teachers, who provided me guidance regarding internship. Lastly I am also thankful to Mr. Abdul Waheed Sahib (Senior Manager Administration at PVTC, Muhammad Ramzan Khan Principal Government College of Commerce Arifwala and other office staff who gave me precious information about said organization during my internship program.

OCTOBER 2009

ZULFIQAR ALI ROOFI

4.

LIST OF CONTENTS 1.Title 2.Certificate of internship training 3.Acknowledgement 4.List of Contents 5.List of tables & illustrations 6.Summary 7.Objectives of Visiting the Organization PVTC 7.1 Role & Participation 8.Overview of the Organization 8.1 Brief History of PVTC 8.2 Nature of Organization 8.3 Business Volume 8.4 Number of employees 8.5 Product line / services offer by organization 9.Organization Structure of HRM Department 10.Human Resource Management Process in Organization 10.01 Human resource Planning (HRP) and Forecasting 10.02 HRP Process 10.03 Forecasting HR requirements 10.04 Methods of forecast HR needs 10.05 Employee recruitment and selection 10.05.01 Sources of Candidates 10.05.02 Internal Sources 10.05.03 External Sources 10.05.04 Employ selection process Training and development Training need assessment Employee development Performance Management Setting performance standards and expectations. Performance reports writing procedure Employee compensation and benefits Types of compensation and benefits Organization career Management Employee job changes Job changes within the organization Promotion Transfer Demotion Separations Layoff Termination Resignation Retirement 11.Labor Management Relation 12.SWOT Analysis

13.Recommendations 14.References & Sources used 15.Annexes / Appendices.

5-

LIST OF TABLES AND ILLUSTRATIONS

These are following tables and illustrations available in this report. 1. 6SUMMARY

77.1

OBJECTIVES OF VISTING THE PEL ROLE AND PARTICIPATION

Alhamdulillah I have complete my entire course work of MBA, after completing four semester of MBA. Students of MBA are required to complete their internship and then submit a report accordingly. In this regard I have select PEL Pak Elektron Ltd. for my internship. Following are my objective to visit the PEL for my internship report. 1.To learn about the organizational structure. 2.To visit different department of PEL. 3.To visit department of Human Resource Management. 4.To visit different institutes running under the PEL. 5.To learn about salary & wages policy of the PEL. 6.To learn about the disciplinary policy of the PEL.

7.To learn about the recruitment & selection rules of PEL. 8.To know the training, promotion, and retirement policy. 9.To learn how we can got retain the skilled personnel. 10.To know the charge sheet & discharging policy. 11.To know the bonus and incentive. 12.To know the about other benefits gives by PEL to its employees.

8.

OVERVIEW OF THE ORGANIZATION PVTC

I visited the organization named as PEL. (Pak Elektron Limited) and met with Manger Administration (HR Department). He provided me the following informations regarding his organization PEL. PEL is standing by Pak Elektron Limited. PEL was established in 1956. The object was to initially producing transformers, switchgears and electric motors. 8.1 BRIEF HISTORY

8.2

NATURE OF ORGANIZATION

8.3

BUSINESS VOLUME

Business Volume means revenue, deposit, advances, investments, etc. of the organization. The Pak Elektron business volumes for the period of 2005 to 2009 are as follow.

Years 2005

Business Volume 453,371,000

2006

732,530,000

2007

3,298,246,000

2008

3,729,669,000

2009

6,077,000,000

8.4

NUMBER OF EMPLOYEES

These are the employees are working in Pak Elektron Ltd. (PEL) as following. Employees of PEL

Total Employees of all PEL Total Instructional Staff Total Admin Staff

2, 576 1, 329 1, 247

POSTS & SCALES: Sr. No 1 2 3 4 5 6 7

Designation Chief Operating Officer Sr. Manager / Regional Manager Manager / Sr. Principal / Technical Manager
Area Manager / Deputy Manager / Principal Cat 1

Scale M1 M2 M3 E1 E2 S1 S2

Assistant Manager / Principal Cat II / Senior Instructor Exe. Secretary / Admin & Accounts Officer / Supervisor / Accountant / Instructor / Admission & Placement Officer. Office Assistant / Diary Dispatcher / Computer Operator / Office Secretary / Telephone Operator / Jr. Instructor

8 9

Jr. Computer Operator / Dak Rider / Lab Assistant. Driver / Office Boy / Security Guard / Mali / Sweeper / Lady Attendant.

S3 S4

8.5

RODUCT LINE/SERVICES OFFER BY ORGANIZATION

In Punjab Vocational Training Council offer demand has driven training to Mustahqeen in Industrial, Agricultural and Service sectors at their door step. The Punjab Vocational Training Council is offering following training program or existing courses.
Duration (Months) Total AD AD-01 AD-03 AD-06 AD-07 AL AL-01 CO CO-01 Auto & Diesel Auto Mechanic Motor Cycle Mechanic Auto Electrician Single Cylinder Diesel Engine Mechanic Agriculture & Live Stock Artificial Insemination Computer Applications Computer Operator/ Office Assistant Matric 8 6 2 Matric 1 1 0 Middle Middle Middle Middle 14 8 8 8 12 6 6 6 2 2 2 2 VTI OJT

CO-02 CO-03 CO-05 EL EL-02 EL-03 EL-04 ET ET-01 ET-02 ET-05 HC HC-01 MC MC-04 MC-05 MC-06 MC-07 SG SG-01 SG-03 SG-04 SG-05

Computer Applications & DBM Comp. App. for Business Auto CAD Electrical R & M Electrical H. Appliance Industrial Electrician Refrigeration & Air Condit. Electronics Electronics / Radio Mechanic Radio & Television Mechanic Computer Hardware R & M Health Care Clinical Assistant Mechanical Welder / Fabricator Plumber Fitter (Bench Work) Machinist Stitching Domestic Tailoring Leather Garment Stitching Dress Making Embroidery

Matric Intermediate Matric

14 14 8

12 12 6 2

2 2

Middle Matric Matric

14 14 14

12 12 12 2

2 2

Matric Matric Matric

8 14 20

6 12 18 2 2

Matric

14

12

Primary Primary Primary Matric

8 8 8 14

6 6 6 12 2 2

Primary Primary Primary Literate

8 8 14 14

6 6 12 12 2 2 2

TX TX-01 TX-02 TX-03 TX-04

Textile Courses Computer Textile Designing Computer Pattern Designing Textile Fitter Weaving (Jute) Miscellaneous Screen Printing Beautician Import Export documentation Literacy Course Middle Middle Middle Illiterate 8 8 8 7 6 6 6 7 2 2 2 Matric Matric Middle Middle 14 8 14 14 12 6 12 12 2 2 2 2

MS MS-01 MS-03 MS-04 MS-05

9.

ORGANIZATION STRUCTURE

PVTC website www.pvtc.gop.pk

10.

HUMAN RESOURCE MANAGEMENT PROCESS IN ORGANIZATION

10.1 HUMAN RESOURCE PLANNING (HRP) & FORECASTING 10.1.1 HUMAN RESOURCE PLANNING PROCESS

Human Resource Planning is a process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing assigned tasks. Human Resource Planning is defined as the process by which management determines how an organization should move from its current manpower position to its desired manpower position. 1Meaning of human resource requirements and time and stages of requirement. 2Right Person---At Right place----At Right time 3Human Resource Planning is also called manpower planning, personnel planning or employment planning. 4The process of estimating the future quantity and quality of people required. 5The basis of forecast will be annual budget and long term corporate plans. 6Demand forecasting must consider several factors like

7Internal (Budget constraints, employee separations, production level etc.) 8External (Competition, laws, change in technology). 9To asses the surplus and shortage of HR. (Downsizing).

OBJECTIVE OF HRP

1To anticipate the impact of technology on jobs and HR. 2To determine the level of Recruitment and Training. 3To estimate the cost of HR and Housing needs of employees. 4To meet the needs of expansion and diversification program.

IMPORTANCE OF HRP 1Future Personnel needs exa-excess staff, VRS 2Creating highly talented personnel - upgrade 3International Strategies 4Foundation of personnel function recruitment, selection, promotions 5Resistance to change and move anywhere, anytime 6Increasing investment in human resources Foreign Assignments 10.1.2 FORECASTING HR REQUIREMENTS

Human Resource department of PVTC performs Human Resource planning. Human Resource planning systematically forecasts an organizations future demand and supply of employees. It also tells that which type of Human Resource is required? What should be their abilities and qualifications? For this purpose job description and job specification are defined after the analysis of the job for which recruitment is to be done. Now the challenge is that from where this need is to be filled, and how many number of employees are to be hired to fulfill future demand. 10.1.3 METHODS OF FORECAST HR NEEDS

Forecasting is the process of estimation in unknown situations. Prediction is a similar, but more general term. Both can refer to estimation of time series, cross-sectional or longitudinal data. Usage can differ between areas of application: for example in hydrology, the terms "forecast" and "forecasting" are sometimes reserved for estimates of values at certain specific future times, while the term "prediction" is used for more general estimates, such as the number of times floods will occur over a long period. Risk and uncertainty are central to forecasting and prediction. Forecasting is used in the practice of Customer Demand Planning in every day business forecasting for manufacturing companies. The discipline of demand planning, also sometimes referred to as supply chain forecasting, embraces both statistical forecasting and a consensus process. An important, albeit often ignored aspect of forecasting, is the relationship it holds with planning. Forecasting can be described as what the future will look like, whereas planning predicts what the future should look like. Time series methods Time series methods use historical data as the basis of estimating future

outcomes.

Rolling forecast is a projection into the future based on past performances, routinely updated on a regular schedule to incorporate data.

Moving average Exponential smoothing Linear prediction Trend estimation Growth curve Topics

Causal / Econometric Methods Some forecasting methods use the assumption that it is possible to identify the underlying factors that might influence the variable that is being forecast. For example, sales of umbrellas might be associated with weather conditions. If the causes are understood, projections of the influencing variables can be made and used in the forecast.

Regression analysis using linear regression or non-linear regression Autoregressive moving average (ARMA) Autoregressive integrated moving average (ARIMA) Econometrics

Judgmental Methods Judgmental forecasting methods incorporate intuitive judgments, opinions and subjective probability estimates.

Composite forecasts Surveys Delphi method Scenario building Technology forecasting Forecast by analogy

10.2 EMPLOYEE RECURITMETNT AND SELECTION DEFINITION OF RECURITMENT & SELECTION Recruitment is a process of locating, identifying, and attracting capable applicants and selection is a process of screening job applicants to ensure that the most appropriate candidates are hired. The procedure of recruitment and required qualifications for each cadre to be borne on the strength of Council will be determined by the management. No person shall be appointed against any post in the Council unless he/she possesses minimum prescribed qualifications for such post.

All appointments in the Council shall be subject to verification of personnel data of employees prior to or after the appointment. The employees shall be required to furnish information with regard to their antecedents at the time of submission of their joining report to the Administration / HR Department of PVTC / Principal of VTI. If at any stage it is found that the information provided by the employee was incorrect, the services of such employees shall be liable for termination without notice. No person shall be eligible for permanent appointment in the Council, unless he/she has attained the age of 18 years or is more than 55 years of age or medically unfit. All employees of the Council will be appointed through advertisement in the press as per approved budget. However, staff of grade S4 can be appointed without advertisement in the press. The Chairman may relax any recruitment clause subject to ratification by the Council. Initial appointments on all posts / grades (except the posts below S1 other Junior Instructor) shall be made on the basis of examination / test to be conducted by third party or a transparent system, approved by Chairman. 10.2.1 SOURCES OF CANDIDATES

These are following sources are use for recruitment and selection in Punjab Vocational Training Council.

10.2.1.1

INTERNAL SOURCES

In Punjab Vocational Training Council (PVTC) and Vocational Training Institute (VTIs) following are internal sources uses for recruitment. 1. 2. Promotion is the discretion of the management and cannot be claimed as a matter of right. Vacant posts of Council will be filed with existing employees as possible who fulfill the eligibility criteria (Both Qualification and Experience) of that post to which one is being promoted. 3. Employee may be considered for promotion in the next grade based on performance 4. / circumstances provided they have completed a minimum of 3 years of service in the existing grade. Chairman will be the competent authority to approve cases for accelerated promotion of employees based on exceptional performance / circumstances by relaxing condition of 03 years service. 5. Employees if promoted will get promotional increase of up to 10% OR minimum of new pay scale which ever is higher to the promoted employee. 6. 7. Proposals for promotion of eligible employee will be considered once in a year. Total process is completed by 1st October of each year. The proposal for promotion of employee will be forwarded by the immediate supervisor to the Competent Authority of that post in which one is being promoted on the basis of his / her performance. The Competent Authority will constitute a Promotion Board to review the promotion proposals on the basis of employees annual appraisal, performance, results of in house examination/test, achievement of goals, general conduct, communication skills, pears relationship, and team work, academic & professional qualifications and make

recommendations for his consideration/approval. 8. If an employee has reached the maximum limit of his / her present pay scale and has not been promoted to the next grade, he will continue to receive increment in salary according to increment policy for the year subject to the condition that total emoluments do not exceed the maximum limit of next higher grade w.e.f. 01.07.2007. As an example date, month and year.

10.2.1.2

EXTERNAL SOURCES

In Punjab Vocational Training Council (PVTC) and VTIs following are external sources uses for recruitment. EMPLOYMENT AGENCY PVTC does not consult any employment agency for its recruitment process. ADVERTISING MEDIA Advertisement is done through print media as Newspaper in order to attract applicants. Especially daily Jang will be preferred for advertisement. APPLICATION FORMS Almost all organization requires job candidates to fill out an application. The application might be a form on which the person gives his or her name, address, and telephone number. Or it might be a comprehensive personal

history profile, detailing the persons activities, skills and accomplishments. 10.2.1.3 EMPLOYMENT SELECTION PROCESS

All of the process from recruitment to training is done in the main head office of (PVTC) in Lahore. Selection process consists of following procedures. POLICY It is the Council policy 1.To lay down procedures for recruitment and promotion of employees. 2. To lay down procedures to select right men for the right jobs on merit in order to attain optimum efficiency and productivity OBJECTIVE The objective of the policy is: - To establish a fair & rational system for recruitment and promotion of employees. SELECTION BOARD/COMMITTEE The Competent Authority may constitute the selection committee for recruitment of employees. The recommendations of the selection committee shall be referred to the competent authority for final selection and approval, as laid down in the Recruitment Procedure for Council Employees attached as Annexure to regulations 1. 2. All employees of the Council (PVTC) will be appointed through advertisement in the Press except grade S4. The quorum for selection board will be 50% of the total member of selection board.

3.

If President of selection board can not chair due to any reason, he may request any member of selection board to chair the Board.

4.

CHIEF OPERATIONG OFFICER (COO)

COO will be selected from amongst the short listed candidates who might have applied in response to the advertisement. Short listing will be done by one of the members of the Council appointed for purpose by the Chairman. The Selection Board for the Chief Operating Officer (COO) will be as follow:
i. ii. iii. iv. v. Chairman PVTC Member PVTC Member PVTC
(To be nominated by the Chairman PVTC) (To be nominated by the Chairman PVTC)

President Member Member Member Member

Secretary PVTC
Any other to be nominated by the Chairman PVTC

Appointing authority of the COO will be Chairman PVTC. Council will ratify the COO appointed by the Chairman. 5. SENIOR MANAGER, REGIONAL MANAGER & MANGERS

Selection of Senior Manager, Regional Manager & Managers will be carried out by interviewing short listed candidates who might have applied in response to the advertisement. Short listing will be carried out by a member (s) appointed by the COO from amongst the PVTC staff. Selection Board for the employee mentioned in para 5 above will be as follows.

i. ii. iii.

Chairman or Member PVTC COO PVTC

(In case of the absence of Chairman)

President Member Member

Any other professional or Manager PVTC


(to be nominated by Chairman PVTC)

The appointing authority for Senior Manager, Regional Manager & Manager will be Chairman. The selection board will normally put up two names against each post to appointing authority in order of merit for appointment for his consideration / approval. 6. AREA MANGERS, DEPUTY MANAGER, ASSTT MANAGERS, (TECHNICAL, ACCOUNTS & ADMINISTRATION etc) Selection of Deputy Managers, Area Manager and Assistant Managers will be carried out by interviewing short listed candidates who might have applied in response to the advertisement. Short listing will be carried out by a member appointed by the COO from amongst the PVTC staff. Selection Board for the employees mentioned in para 6 above will be as follows:
i. ii. iii. Chairman or Member PVTC President Member Member

(In case of the absence of Chairman)

COO PVTC
Any other professional or Manager PVTC
(to be nominated by Chairman)

The appointing authority for Executive cadre will be Chairman respectively. The selection board will normally put up two names against each post to appointing authority in order of merit for appointment for his consideration /

approval. 7. SUPPORT STAFF

Selection of the support staff such as Supervisor, Executive Secretary, Office Secretary, Accountant, Computer Operator, and Telephone Operator etc. etc. will be carried out by interviewing and conducting practical test where necessary, of the short listed candidates. Preference will be given to Mustahqeen and pass-out of VTIs for posts mentioned at serial no. 7. Short listing will be carried out by an officer nominated by the COO PVTC. Selection Board for the staff mentioned in para 7 above will be as follows:
i. ii. iii.

COO PVTC Manager PVTC


Manager / Deputy Manager PVTC

President Member Member

COO PVTC will be appointing authority for the posts mentioned at para 7 above and normally two names will be put up for final selection. 8. SERVICE STAFF

Manager Administration will be responsible for the selection and the appointment of the service staff lime Peon, Office Boy, Chowkidar, Mali etc. etc. preference will be give to Mustahqeen for those posts and can be filled without advertising in the press. Selection Board for the service staff will be as follows:

i. ii.

Manager Administration PVTC


Two Deputy Manager PVTC
(to be nominated by Manager Admin)

President Member

Manager Administration PVTC will be appointing authority for the service staff. Two names will be put up to him for final selection for his consideration / approval.

Note: After short listing appointing authority may ask the candidates for any post to undergo written / practical test for further short listing.

RECURITMENT FOR EMPLOYEES WORKING IN VTI 1. 2. 3. All employees working in VTIs will be appointed through

advertisement in the Press except grade S4. The quorum for selection board will be 50% of the total members of selection board. If President of selection board can not preside due to any reason, he may request any member of selection board to chair the Board. 4. SELECTION COMMITTEE FOR PRINCIPAL

Selection of Principal will be carried out at PVTC Secretariat Lahore. The selection board for the Principal will be as follows:

i. ii. iii. iv. v.

Chairman PVTC One Council Member nominated by Chairman Chief Operating Officer PVTC Regional Manager (Concerned) Any subject specialist nominated by Chairman

President Member Member Member Member

Chairman will be the appointing authority of the Principal.

5.

SELECTION COMMITTEE FOR INSTRUCTIONAL / ADMIN

Selection of Instructors, Admin & Accounts Officer, Admission & Placement Officer and other technical and clerical staff will be carried out at the level of the VTI within the limit of the posts sanctioned by the Council. The selection will be as follows: i. ii. iii. iv. President Board Of Management Member of Board Regional Manager or Area Manager Concerned Principal President Member Member Member

President will be the Appointing Authority for the posts mentioned above (clause 5). SELECTION COMMITTEE FOR SERVICE STAFF

5.

The selection of Driver, Security Guard, Peon, Mali, Lady Attendant and

Sweeper will be carried out at the level of VTI. The selection board will be as follows: i. ii. iii. Principal Senior Most Instructor VTI Admin/Accounts Officer President Member Member

Appointing authority of the staff mentioned above will be Principal of the VTI. Note: After short listing appointing authority may as the candidates for any post to undergo written / practical test for further short listing. Preference will be given to Mustahqeen for posts mentioned at 6 (Service Staff) and pass-outs of VTIs. After selection committee selection process consists of following procedures. WRITTTEN TEST In PVTC written test of all applicants is conducted by the NTS. Almost all organization take typical written test include test of intelligence, aptitude, ability and interest depends upon nature of the job. Those applicants who qualify are invited for an interview. The criteria of written test are change upon nature of job. INTERVIEW Short listing is done on the basis of academic record and written test and

these short listed candidates are called for an interview. Interview process is done in the main head office PVTC at Lahore. QUESTION IN INTERVIEW 1.In interview mostly both structured and unstructured questions are asked. 2.Interviewer must be common questioning to be effective predictors. 3.No stress questions are asked. SELECTION/MERIT LIST List of selected applicants is made on the basis of the overall merit. Every applicant will see the selection list of candidates on the PVTC web side.

MEDICAL TEST Applicants who are selected are called for final medical test. rejected. APPOINTMENT: 1.The persons selected for appointment in the Council shall have to signify acceptance of the terms and conditions of their appointment by returning the duplicate copy of the letter of appointment to the Admin & HR Department of PVTC / Principal of VTI along with an attested copy of identity card and other certificates/documents as may be required. 2.Every person offered employment with the Council shall have to submit a joining report at the time of resuming his duties. 3.Every employee on successful completion of the probationary period If anyone

unfortunately is disabling to clear medical test for some serious reason he is

shall be issued a letter of confirmation. 4.No TA/DA shall be admissible on joining. EMPLOYEES PLACEMENT Selected employees are appointed to the position for which they are selected at desired of Vocational Training Institute (VTI) like VTI Pakpattan or VTI Sahiwal near to his home station etc. APPIONTMENT OF TEMPORARY / CONTRACT The Competent Authority may appoint any person on temporary / contract basis against regular vacancy (without following the appointment procedures) for a period not exceeding 180 days. However, under special circumstance, Chairman may employ contract employees for more than 180 days and beyond 60 years of age. 10.3 TRAINING AND DEVELOPMENT In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development. The management of may depute an employee to attend and participate in various seminars, symposia, specialized courses, studies and training programs within Pakistan. The Chairman may depute an employee to attend and participate in various seminars, symposia, specialized courses, studies and training programs outside Pakistan. It shall be incumbent on the employee concerned to take active interest and whole-time participation in the seminars, symposia, specified course, study and / or training program.

An

employee

deputed

for

such

training

is

required

to

submit

comprehensive report on the completion of training highlighting his learning experiences. Employees deputed by the Council to attend and undergo specialized courses and training programs shall have to furnish and undertaking to the Council to the effect that they shall attend the full period of course of the training program and shall, on return, remain in the service of the Council, for such minimum period as may be specified. Failure on the part of the employee to fulfill this obligation shall render him liable to reimburse to the Council full cost of the specialized course or the training imparted, inclusive of all travel, boarding and lodging and any other related incidental expenses. TRAINING This activity is both focused upon, and evaluated against, the job that an individual currently holds. EDUCATION This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. DEVELOPMENT This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers

are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others. The conflicts are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer 10.3.1 TRAINING NEED ASSESSMENT

Human Resource is the biggest asset of any organization. PVTC places great emphasis on training and development of its people and it allocates adequate funds for this purpose. It has established a state of the art institute at Green Town, Lahore for the continuous training of its Managers, Principals, Teachers, AAOs, APOs and other support staff.

Employees deputed by the Council to attend and undergo specialized courses and training programs shall have to furnish and undertaking to the Council to the effect that they shall attend the full period of course of the training program and shall, on return, remain in the service of the Council, for such minimum period as may be specified. Failure on the part of the employee to fulfill this obligation shall render him liable to reimburse to the Council full

cost of the specialized course or the training imparted, inclusive of all travel, boarding and lodging and any other related incidental expenses.

i.No employee shall have any right or claim to a higher post or a higher salary upon his return from the aforesaid training. ii.Entire period-including journey time spent on training shall be treated as duty with gross salary. iii.The management has the right to recall any employee deputed for training without assigning any reason. iv.All foreign travel on official duty requires the approval of Chairman.

STAFF & TEACHER TRAINING INSTITUTE OF PVTC

Newly built 4-storey institute has capacity to conduct three courses simultaneously to train and accommodate about 75 persons at a time. Courses are designed by its competent faculty and delivered by faculty it self and guest speakers. Scholars and professionals are invited from the renowned institutions to make them share their expertise and experiences with the participants.

10.3.2

EMPLOYEE DEVELOPMENT

WHAT IS EMPLOYEE DEVELOPMENT? Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. Successful employee development requires a balance between an individual's career needs and goals and the

organization's need to get work done. Employee development programs make positive contributions to

organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge. WHY SHOULD EMPLOYEE SKILLL & ABILITIES BE DEVELOP? Employee development programs make positive contributions to

organizational performance. A more highly skilled workforce can accomplish more as the individuals gain in experience and knowledge. In addition, retaining an employee saves the organization a great deal of money. One method of retention is to provide opportunities to develop new skills. In research conducted to assess what retained employees, development was one of the top three retention items. 1.Improve Employee Performance 2.Develop New Managers 3.Recognizing and developing high-potential employees IMPROVE EMPLOYEE PERFORMANCE We can create a customized, in-depth developmental plan for each of your employees by pinpointing their abilities, motivations and growth opportunities. When individuals have clear expectations and learn specific strategies for maximizing their potential and improving performance, they feel valued, motivated and invested in their own professional development, as well as in the growth of the company. DEVELOP NEW MANAGERS Most people in managerial positions have had little or no management

experience or training before taking on their current roles. And problems often occur because the individual's initial expectations, as opposed to the real responsibilities of the position, are entirely different. When people are promoted to management positions for the first time, it is vital that appropriate tools, techniques and guidance are provided to make a successful transition from being a member of the team to leading the team. Caliper can help new managers hone the skills required for making decisions, managing priorities, developing others, communicating effectively and getting projects completed through delegation. RECOGNIZING & DEVELPING HIGH POTENTIAL EMPLOYEES Pinpointing and developing high-potential employees is the main ingredient to ensuring your organization's continued success. Whether it's preparing them for a high-level role or helping them take on more responsibilities, acknowledging your top performers will help you retain valuable employees and set themand your companyup for future success. Caliper can work with you to discover the competencies necessary for success in your organization, to conduct Three Sixties to determine who has leadership potential and to begin development programs so your high-potential employees are ready take on more responsibility when you need them to. 10.4 PERFORMANCE MANAGEMENT 10.4.1 SETTING PERFORMANCE STANDARD & EXPECTATION

The success of your business is directly related to the commitment and productivity of the people who work in your business. And yet it is generally recognized that 60% of employees, or more, are underutilized in their roles at work. So what are the factors that contribute to low performance standards and

expectations? Communication, or miscommunication, is one of the major sources of low productivity. The messages that move between the owner, employees, managers and even customers are not understood in the same way. One classic example is that business owners tend to assume that employees and managers see things the same way they do. Managers tend to lower their expectations (unconsciously) so that they will not have to confront employees. Most people dislike discussing declining performance with their employees, and so actively avoid having to do so by reducing heir expectations of whats required. Employees have a tendency to protect themselves from possible failure by pushing back on what is expected. They will often negotiate/bargain the job down to a more comfortable level. Business owners often have difficulty separating what they want done from how they want it done. Telling employees exactly how to achieve a certain goal leaves no room for the employee to think or use their own initiative. Consequently they often stop trying to contribute and become sheep" just doing what they are told. In this catch-22 situation, the owner is forced into a position where they must constantly be telling everyone exactly what to do. Some owners may not understand the concept of person/job matching, and so have the wrong people in the wrong positions. This situation can be extremely de motivating for the employee.

The owner and employee must collaborate together. They must work together on the fact that the role the employee is performing can be improved in a way where everybody wins - the employee,

the owner, and the business. When you teach the owner to collaborate with the employee, not only does the performance go up, but so does the morale. Short term goals, or wins, must be established. 90-days is the ideal. Set specific goals for the employee in 90-day increments so that there will be ample opportunity to monitor systems and progress, as well as to experience wins on a routine basis. Ideally, involve the employee in this goal setting process so they experience some control over their work. Determine the strengths required to do the job well. If the employee is going to be successful, the owner and employee must decide jointly what strengths are required, and how the employee is going to be able to apply their strengths. This is where having a good match between the employee and the job is so important. The boss doesn't have to figure this out on their own - the employee will probably already know what's necessary. Set standards, and determine HOW they will be done. Decide the standards that will apply to each activity, as well as how the standards will be achieved. Understanding the level of performance required gives the employee a sense of achievement - which is one of the key ingredients to achieving performance standards? This is true for employees at any level. Establish communication agreements. To ensure success, the owner and employee must decide at the outset how they are going to communicate progress (and challenges) along the way. Will it be day-to-day? Week-to-week? The minimum time frame is week-toweek. Less frequent than that and it all falls apart.

The employee decides how to achieve the desired results. The owner will be present and participating for this part, but it is essential that the employee be leading the process in order for them to have ownership. Help the employee take responsibility for deciding how to accomplish the results. You may need to determine if the employee has the skills and development to do this. If they don't, provide maximum guidance to them. Get it in writing. If it is not in writing, within one to two weeks everyone will be confused and uncertain. The focus, responsibility, resources, constraints, timetables and measures all need to be in writing. The purpose of doing this is to make sure the owner and employee are so clear on the goals and process that there is no confusion whatsoever. It sets everyone Establish a monitoring method. Make sure you get agreement on how the performance will be monitored and how frequently. In order for the process to go forward, the employee needs to agree to monitor their own performance, and the owner must agree to sit down and review it with the employee on a pre-determined schedule. Let them know upfront that if they get busy and start canceling meetings, performance will not improve and expectations will not be met. I recommend having the employee keep track of their progress in writing and advise the owner weekly. A simple weekly progress update is a win-win solution and can take as little as 5 minutes. A monthly sit-down, face-to-face meeting is a must also.

BENEFITS

OF

SETTING

PERFORMANCE

STANDARDS

&

EXPECTATIONS

Employees are energized and empowered to take ownership of their positions. Owners become energized and inspired, ceasing to lower expectations in order to avoid confrontation. The productivity of the company goes up. Everyone knows what is expected of them, which provides certainty to move forward. This process, itself, opens new channels of communication between owners and employees. Megan Tough is director of complete potential, a leadership and HR consultancy based in Sydney, Australia. Put simply, complete potential helps people, teams and organizations get better at what they do. For managers and leaders thats about improving individual capability and skill, getting more out of teams, and adopting attitudes and behaviors that inspire others to do their best work. 10.4.2 PERFORMANCE REPORTS WRITING PROCEDURE

Every employee will be appraised on the basis of his / her performance, achievement of goals, general conduct, communication skills, pear relationship, teamwork, and academic and professional qualifications. 1Appraisal shall primarily be done by the immediate supervisor on prescribed Performas. 2The appraisal shall be done on yearly basis for the period ending June 30 for each employee. 3The process of performance appraisal shall be initiated by the Administration / HR Department or Principal of VTI and shall be completed within 3 week of receipt of performance appraisal forms by the respective in charge. 4While rating and employee on two extreme positions in outstanding or bad (unacceptable) the appraiser will justify by recording his comments giving particular instances for arriving at such

conclusions. 5Competent Authority will finally approve the recommendations. 10.5 EMPLOYEE COMPENSATION AND BENEFITS 10.5.1 TYPES OF COMPENSATION AND BENEFITS

These are the following types of compensation and benefits are in Punjab Vocational Training Council. ANNUAL INCREMENT IN THE SALARY The Chairman will issue increment policy for each year (1st July 30 June) and appointing authority for the various posts will sanction annual increment to the employees as per increment policy issued by the Chairman for that year. The increment annual shall accrue on 1st July each year subject to the condition that the employee will be entitled to the increment if he/she has rendered at least six months continues service on 30th June. The annual increment will be given to all employees as per increment policy for the year. The increment of an employee may be withheld on account of unsatisfactory performance or on account of disciplinary action based on misconduct and the employee shall be informed accordingly. PERFORMANCE INCREMENT The Chairman will issue increment policy for each year (1st July 30 June) and appointing authority for the various posts will sanction performance increment to the employees as per increment policy issued by the Chairman for that year. The performance increment shall accrue on 1st July each year subject to the

condition that the employee will be entitled to the increment if he/she has rendered at least six months continues service on 30th June. The performance increment will be give to the selected employees base on the overall performance evaluated of the employee during the year as per increment policy for the year. SPECIAL ADDITIONAL MERIT INCREMENT The Chairman may grant special additional merit increment to any employee based on his/her exceptional services / performance beyond the call of the duty. PROVIDENT FUND An employee after confirmation in service shall be entitled to become the member of the employee provident fund scheme of the Council. A deduction @ 10% of the basic pay shall be made from the salaries with equal contribution for PVTC secretariat Employee from PVTC account and VTI employee from VTI account. The administration of provident fund will be done by the trustees house in Council Secretariat in accordance with laid down provident fund rules / regulations approved by the Council and as permissible under income tax laws. GROUP LIFE INSURANCE SCHEME All permanent employees will be insured under a group life scheme for the amount prescribed from time to time by the management, payable in the event of his/her death during service in accordance with the terms & conditions of Group Life Insurance Scheme approved by the Council.

Premium under this scheme shall be fully paid from PVTC & VTI accounts for PVTC Secretariat and VTI employee respectively. GROUP HEALTH INSURANCE SCHEME Under the Group Health Insurance Scheme hospitalization and other charges for treatment at a hospital other than food shall be provided to all permanent employees and their families through a health insurance scheme in accordance with the terms & conditions of Group Health Insurance Policy. Premium under this scheme shall be fully paid from PVTC & VTI accounts for PVTC Secretariat and VTI employee respectively and Council (PVTC) is not liable for any medical expenses other than the health insurance coverage for its employees. The Chairman is authorized to frame the health insurance policy and approved the terms and conditions of health insurance with reputable insurance companies subject to Council ratification.

LEAVE FARE ASSISTANCE: Permanent employees shall be eligible to leave fare assistance equal to one month gross present salary in a calendar year for completed year of service provided the employee is granted earned leave for not less than 10 days at the time of availing the LFA. Leave fare assistance is to be availed in the

same year it is granted. However, it may be accumulated for two years in case earned leave is refused due to exigency of service. The period of earned leave in any will not be less than 10 days. 10.6 ORGANIZATION CAREER MANAGEMENT Career management/planning are the process of making and implementing career decisions. Ideally you should start the process well before your final year, but you can start at any stage. An effective career plan requires all the elements in the career planning. You may find you have already explored some of them. It really does not matter where you start as long as you cover all the elements. You should find the process helpful whether you have a clear vision or no ideas what you want to do and you should be able to apply this process throughout your working life. Careers service staff are keen to help, but the commitment to tackle the process must be yours. If you are unsure where to start we suggest you begin with 'What I want and what I have to offer'

TEN STEPS TO PLANNING YOUR CAREER 1. Develop a career plan. Think about what you want to do and find out

more about the kind of training, education, and skills you will need to achieve your career goal. 2. Assess your skills and interests. Think hard about what you enjoy,

what you are good at, what kind of personality you are, and the values you hold. 3. Research occupations. Find out more about the nature of the jobs that

interest you, such as educational requirements, salary, working conditions, future outlook, and anything else that can help you narrow your focus. 4. Compare your skills and interests with the occupations you've

selected. The career that matches your skills, interests, and personality the closest may be the career for you. 5. Choose your career goal. Once you've decided what occupation

matches up best with you, then you can begin developing a plan to reach your career goal. 6. Select a school that offers a college degree or training program that

best meets your career goal and financial needs. 7. Find out about financial aid to help support you in obtaining your

career goal. If you haven't already done so, begin saving for college. 8. 9. 10. Learn about job hunting tips as you prepare to graduate or move into Prepare your resume, and practice job interviewing techniques. Go to your career guidance center (at your middle school, high school,

the job market.

or college) or local library for additional information and help on career planning, or check out our Other Internet Resources. 10.6.1 EMPLOYEE JOB CHANGES

Employee attitudes toward job changes, Management enforced job change and employee perceptions of the psychological contract examine employees' contractual responses to enforced job change. Some job changes may be voluntary. You may be unhappy with your present employer. Any two appointing authorities may authorize a lateral job change or voluntary demotion for an employee between organizations. In PVTC the employee may be moved to a VTI or in PVTC head office into other department regarding same position and same scale. Changing jobs is almost inevitable in todays workforce and is often a little scary no matter your age or educational level. Downsizing, eliminating positions or company closures account for many of the changes. According to the U.S. Department of Labor, workers completely change their professions at least three times during their working life and change jobs within the same profession even more frequently. Some job changes may be voluntary. You may be unhappy with your present employer, or you have received additional education and/or training. In these instances, changing jobs may be eagerly anticipated because of the decision to do something more challenging and rewarding, viewing the change as an opportunity to advance. Involuntarily changing jobs is especially difficult and is the focus of this fact sheet. The degree of anxiety accompanying being forced out of one job and then having to find another is almost proportionate to the number of years worked. In other words, the older you are the more traumatic the job change can be. There are two categories of workers who involuntarily make mid career job changes:

1) 2)

Those that have more than 10 but less than 20 years of service. Those with more than 20 years of experience. Changing the kind of work you do is a big step, takes adequate preparation, and costs an investment of time. However, If you are in one of the two groups above, a few realities must be faced before moving to a new job or a new career:

1. 2.

You may be bitter about being forced into mounting a job search at a time when you feel that you should be able to enjoy job security. You may feel out of touch with todays workplace technology. This is especially true of individuals whose jobs were eliminated due to the revolutionizing of technology or a dying profession.

3.

Employers may hesitate to hire an older worker because of the increased insurance expense and their years of experience often command a bigger salary.

10.7 JOB CHANGES WITHIN THE ORGANIZATION These are the following points be capable to a person for promote, transfer and enforce for job changes;

Abilities (aptitude) Skills Interests Values (what motivates you) Personal qualities Preferred lifestyle

10.7.1 1. 2.

PROMOTION

Promotion is the discretion of the management and cannot be claimed as a matter of right. Vacant posts of Council will be filed with existing employees as possible who fulfill the eligibility criteria (Both Qualification and Experience) of that post to which one is being promoted.

3.

Employee may be considered for promotion in the next grade based on performance / circumstances provided they have completed a minimum of 3 years of service in the existing grade.

4.

Chairman will be the competent authority to approve cases for accelerated promotion of employees based on exceptional performance / circumstances by relaxing condition of 03 years service.

5.

Employees if promoted will get promotional increase of up to 10% OR minimum of new pay scale which ever is higher to the promoted employee.

6. 7.

Proposals for promotion of eligible employee will be considered once in a year. Total process is completed by 1st October of each year. The proposal for promotion of employee will be forwarded by the immediate supervisor to the Competent Authority of that post in which one is being promoted on the basis of his / her performance. The Competent Authority will constitute a Promotion Board to review the promotion proposals on the basis of employees annual appraisal, performance, results of in house examination/test, achievement of goals, general conduct, communication skills, pears relationship, and team work, academic & professional qualifications and make recommendations for his consideration/approval.

8.

If an employee has reached the maximum limit of his / her present pay scale and has not been promoted to the next grade, he will continue to receive increment in salary according to increment policy

for the year subject to the condition that total emoluments do not exceed the maximum limit of next higher grade w.e.f. 01.07.2007. As an example date, month and year. 10.7.2 TRANSFER

Moving employees either laterally or downward; usually does not reduce costs but can reduce intra organizational supply demand imbalances. Every employees shall be liable to serve anywhere within the province against any post. Transfer occurs when an employee is moved from one job to another position that is relative, equal in pay, responsibility or organizational level. Employees can be transferred from one VTI to any other VTI and head office (Lahore).

10.7.3

DEMOTION

Demotion occurs when an employee is moved from one job to another position that is lower in pay, responsibility and/or organizational level. Demotion is used as a tool of punishment, but it is temporarily. The Competent Authority will be authorized to initiate disciplinary action against any employee on the basis of his own knowledge or on information placed before him, in accordance with PVTC Rules / Regulations and the provisions of any law for the time being in force, applicable over the Council (PVTC) employees. The following types of punishments or any other punishment as the competent authority may decide on recommendations of the inquiry committee (refer clause 7 above) depending upon the nature of each

offence/charge may be imposed. i. iii. v. Censure Removal from service. SEPARATIONS LAY OFF ii. Recovery of Loss.

Withholding/deferment of increment. iv. Demotion Vi. Early retirement.

10.7.4 10.7.4.1

Temporary involuntary termination; may last only a few days or extended to years. The Competent Authority will be terminate/dismiss any employees in accordance with PVTC Rules / Regulations after gave one month notice. It is applicable over the Council (PVTC) employees. Any employee of Council (PVTC) shall be retiring from service on attaining the age of 60 years.

10.7.4.2

TERMINATION

Every employee will be entitled to a service certificate on resignation / termination from service as per noted as indicated in appointment letter. An employee whose services are terminated on account of misconduct shall not be entitled to any pay and other benefits. Employment of any employee who is on contract basis can be terminated on the completion of contract or contract period. DURING PROBATION The service of an employee may be terminated during the probation period without assigning any reason by giving one month notice or salary in lieu of.

ON CONFIRMATION The service of an employee may be terminated for any reasons by giving due notice as indicated in letter of appointment or gross salary in lieu of 3 months notice period on either side except in case of clause 4 mentioned below. In case of a post being abolished or number of posts being reduced, efforts shall be made for adjustment; if possible, his service may be terminated by giving due notice or salary in lieu thereof. 10.7.4.3 RESIGNATION

Every employee will be entitled to a service certificate on resignation / removal from service as per noted in appointment letter. Resignation of employee can terminate employment; similarly attrition can terminate employment permanently. Employees sometimes need to leave their job temporarily. The reasons may include medical or educational purpose 10.7.4.4 RETIREMENT

According to PVTC employees service rules and regulation, all employees of Council (PVTC) shall retire from service on attaining the age of 60 years. 11 LABOR MANAGEMENT RELATION The field of labor relations looks at the relationship between management and workers, particularly groups of workers represented by a union. Labor relations is an important factor in analyzing "varieties of capitalism", such as neo corporatism (or corporatism), social democracy, and neo liberalism (or liberalism). Labor relations can take place on many levels, such as the "shop-floor", the

regional level, and the national level. The distribution of power amongst these levels can greatly shape the way an economy functions. Another key question when considering systems of labor relations is their ability to adapt to change. This change can be technological (e.g., "What do we do when an industry employing half the population becomes obsolete?"), economic (e.g., "How do we respond to globalization?"), or political (e.g., "How dependent is the system on a certain party or coalition holding power?"). Governments set the framework for labor relations through legislation and regulation. In Australia labor relations is the commonly used term, though in recent years the term workplace relation has also become common. This was a prominent issue in the defeat of the centre-right Howard Liberal government at the 2007 federal election, who with a Senate majority had introduced the Work Choices policy. The academic discipline of labor studies is closely related to and often studied and taught in conjunction with the study industrial and labor relations in English language universities. Theoretical perspectives Industrial relations scholars have described three major theoretical

perspectives or frameworks that contrast in their understanding and analysis of workplace relations. The three views are generally known as unitarism, pluralist and radical. Each offers a particular perception of workplace relations and will therefore interpret such events as workplace conflict, the role of unions and job regulations vary differently. The radical perspective is sometimes referred to as the "conflict model", although this is somewhat

ambiguous, as pluralism also tends to see conflict as inherent in workplaces. Radical theories are strongly identified with Marxist theories, although they are not limited to these. Unitarist perspective In Unitarianism, the organization is perceived as an integrated and harmonious whole with the ideal of "one happy family", where management and other members of the staff all share a common purpose, emphasizing mutual cooperation. Furthermore, unitarism has a paternalistic approach where it demands loyalty of all employees, being predominantly managerial in its emphasis and application. Consequently, trade unions are deemed as unnecessary since the loyalty between employees and organizations are considered mutually exclusive, where there can't be two sides of industry. Conflict is perceived as disruptive and the pathological result of agitators, interpersonal friction and communication breakdown. Pluralist perspective In pluralism the organization is perceived as being made up of powerful and divergent sub-groups, each with its own legitimate loyalties and with their own set of objectives and leaders. In particular, the two predominant subgroups in the pluralistic perspective are the management and trade unions. Consequently, the role of management would lean less towards enforcing and controlling and more toward persuasion and co-ordination. Trade unions are deemed as legitimate representatives of employees; conflict is dealt by collective bargaining and is viewed not necessarily as a bad thing and, if managed, could in fact be channeled towards evolution and positive change.

Radical perspective This view of industrial relations looks at the nature of the capitalist society, where there is a fundamental division of interest between capital and labor, and sees workplace relations against this history. This perspective sees inequalities of power and economic wealth as having their roots in the nature of the capitalist economic system. Conflict is therefore seen as inevitable and trade unions are a natural response of workers to their exploitation by capital. Whilst there may be periods of acquiescence, the Marxist view would be that institutions of joint regulation would enhance rather than limit management's position as they presume the continuation of capitalism rather than challenge it.

12 SWOT ANALYSIS SWOT Analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business. SWOT is the first stage of planning and helps marketers to focus on key issues. STRATEGY SWOT ANALYSIS DEFINITION: SWOT is an abbreviation for Strengths, Weaknesses, Opportunities and Threats. SWOT analysis is an important tool for auditing the overall strategic position of a business and its environment. Once key strategic issues have been identified, they feed into business objectives, particularly marketing objectives. SWOT analysis can be used in conjunction with other tools for audit and analysis, such as PEST analysis

and Porter's Five-Force analysis. It is also a very popular tool with business and marketing students because it is quick and easy to learn. Management is responsible for planning, organizing, coordinating staffing and controlling. A strong management is the backbone of a successful organization. PVTC has been a successful organization in the Punjab of Pakistan. No doubt the management of PVTC has played its role in the success of the organization. The problems, conclusions and recommendations about the management of the organization are as follows:

STRENGTHS PVTC is a non profitable organization working for the development and improvement of poor segment of the area to change their own lives by getting skillful training and the same skill in the different factories or in the mills to cover up the deficiency of untrained people for the industry of Pakistan. HR Manager acquaint with me that their organization has 148 institutions throughout the Punjab and they have sound about 1000 employees working in different institution and HR Manager inform me about that the PVTC are provide the following yearly incentives to their employees. 1PVTC is running a mega project of 146 VTIs successfully through out the Punjab which are totally funded only by Zakat. 2PVTC provides annually 25000 skilled persons to the various industries 3PVTC allows learning skills in various 48 trades through VTIs in the Punjab. 4PVTC is only an institution that has an objective to eliminate the

poverty. 5Service sectors at their door step. 6Technical skill in trainees. 7Good Management. 8Make productive utilization of Zakat Funds for permanent rehabilitation of Mustahqeen-e-Zakat. 9Give stipend of Rs. 500 p.m. to each Mustahiq during training and Rs. 5000 as a grant at the completion of the training for purchase of tools. 10Strive to end poverty and exploitation of Child Labor. 11Each trainee is given on-thejob training as part of the curriculum. 12Assist in employment through placement cell. 13Use vacant /under-utilized Govt. buildings to minimize the capital cost. 14Managed by local BOM consisting of entrepreneurs. 15No burden on Government exchequer. WEAKNESSES 1Absence of important skill. 2Some trades of PVTC are not as much as fruitful due to less acknowledgement of Market demand. 3Jobs in PVTC are not secure as much as it should be. 4Turnover rate is high. 5Curriculum of PVTC is not according to the current market demands. 6Bad Management 7Bad criteria of placement. 8There are not many career opportunities in the organization. Jobs which

are available are not very challenging, although the company offers substantial monetary incentive but these incentive do not make the jobs challenging. Only when employees are required to make use of their abilities on a job, do the job becomes challenging. 9The promotion system is based on age and experience and not on performance. This is big reason due to which employees feel dissatisfied with their jobs.

OPPORTUNITIES 1Pass outs have a lot of chances to do the job where ever a technical person is required. 2In pipeline PVTC has a plan to start about 100 more VTIs through out the Punjab 3Changing task about education. 4Advance Technological. 5Poverty alleviation through skill training. 6Job preference to our trainees from others. 7Public private partnership for efficient management. 8Demand driven quality training. 9Establishment of VTIs at door-step of Mustahqeen.

THREATS Threats means external conditions which could do damage to the objective. These are following in PVTC.

10Other

technical

institutions

like

TTIs

and

PTIs(Poly

Technique

Institutions) are the direct competitors of the PVTC/VTIs 11Due to financial crises in PVTC. It might be possible to close some of the VTIs 12No job safekeeping. 13Wide of the mark use of fund. 14Wrong use of authority, power, right, ability and influence.

13 RECOMMENDATIONS PVTC is a non profitable organization working for the development and improvement of poor segment of the area to change their own lives by getting skillful training and the same skill in the different factories or in the mills to cover up the deficiency of untrained people for the industry of Pakistan. Manager told that their organization has 148 institutions throughout the Punjab and they have round about 1,500 employees working in different institution and Human Resource Manager tell me that they provide medical, insurance and yearly incentives to their employees in Punjab already mentioned above.

14 REFERENCES 1Management (Robbins & Coulter, 2008) 2Labor Management Relations (Mills, 2006) 3Compensation Management (Deluca, 2007) 4PVTC Employee Regulation (2009)

15 ANNEXES / APPENDICES