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Cultura Documentos
1
ACKNOWLEDGEMENT
S
2
This Dissertation Is
Dedicated to Our
parents and teachers
who always
encourage and
inspire us to learn
the Holy Quran,
3
Sciences and
business techniques
Project
Report
Prepared by:
NOOR ALAM
SP09-MBA-108
MUHAMMAD ALI GOHAR FA09-
MBA-084
4
IHTISHAM HUSSAIN FA09-
MBA-057
FAZAL HAMEED KHATAK FA09-MBA-
048
MUBASHIR KHAN FA09-
MBA-000
FAWAD KHAN
FA09-MBA-000
CONTENTS
DRAWBACKS………………………………………………………………………..
.24.....................................................................................................................................6
MCB – AS AN ORGANIZATION..................................................................................8
CORPORATE INFORMATION....................................................................................10
ORGANIZATIONAL CHART......................................................................................10
HUMAN RESOURCE DEPARTMENT STRUCTURE...............................................11
ROLE OF HUMAN RESOURCE DEPARTMENT IN ................................................12
MCB BANK...................................................................................................................12
HUMAN RESOURCE PLANNING..............................................................................14
EMPLOYMENT CATEGORIES...................................................................................16
WORKING HOUR POLICY.........................................................................................17
Work schedule....................................................................................................................17
RECRUITMENT AND SELECTION...........................................................................17
5
What laws and regulations shape HRM practices?............................................................18
What are our HRM needs?.................................................................................................18
Where do we find qualified job candidates? ......................................................................18
How can we choose the best-qualified job candidates?......................................................18
How can we ensure employee skills are current?...............................................................18
What options exist to handle overstaffing? .......................................................................18
The need for hiring a person is identified by Branch Manager for a specified branch.
The request is forwarded to the regional manager. And than regional manager forwards
that request to the General Manager, and than General Manager forwards it to the
Group Head (provincial level), and in last it is forwarded to Human Resource
Department. Than it becomes the responsibility of the HR department and it evaluates
that whether the branch needs a person or not. ..............................................................18
EMPLOYEE TRAINING...............................................................................................21
Training Approaches..........................................................................................................22
Off the job Training ...........................................................................................................23
EMPLOYEE ORIENTATION.......................................................................................24
COMPENSATION AND BENEFITS............................................................................24
Officers/Executives.........................................................................................................25
Clerical/No clerical ........................................................................................................25
PERFORMANCE EVALUATION................................................................................29
GRIEVANCE MANAGEMENT...................................................................................30
STAFF CODE OF CONDUCT......................................................................................31
RETIREMENT...............................................................................................................31
SUCCESSION PLANNING..........................................................................................31
DRAWBACKS………………………………………………………………………...
24
SUGGESTION………………………………………………………………………..2
5
CONCLUSION………………………………………………………………………..
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INTRODUCTION
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MCB’s MISSION
To become the preferred provider of quality financial services
in the country with profitability and responsibility and to be
the Best Place to Work.
MCB – AS AN ORGANIZATION
.
Understanding
At the core of it lies not only an achieving successful result, but the
curiosity to delve into the consumer’s insights for a better and simpler
lifestyle.
Relationships
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MCB BANK would fostered strong bonds with its customers. We would
understand them; their needs. They would feel comfortable with MCB
BANK; it’s their bank; it responds to them; listens to them; partners
with them; grows with them. At MCB, banking is all about being there
for people, making a home in their hearts continuously building
relationships on mutual trust and confidence. We understand that
relationships about expectations- our product and services are based
on our customers ‘expectations. Be it financing for personal or business
related needs. Funds transfer and trade related facilities or need for
different types of deposit accounts, We would offers you a variety of
products and services customized to satisfy your individual needs.
Technology
Convenience
Reliability
With a strong financial base, a promising team and the right resources,
we have proved to be a reliable partner indeed. We understands the
special needs of the business, trading and agricultural sectors. We
would strategically locate branches in small towns and cities and
provide them warm services and support they require to successfully
achieve their business objectives. We would strongly positioned to lead
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the banking sector in the new millennium. You can feel safe in our
hands
CORPORATE INFORMATION
ORGANIZATIONAL CHART
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President
Board of
Directors
Human Resource
Development
Commercial
International Corporate
(consumer) Legal Cell
Banking Banking
Banking
11
Human Resource
Development
CMD
Credit Recruitment Cell Staff Affairs Budgeting
Management
Department
Purchase
Remune- Staff Recruitment
of new
ration Matters Expemnses
Premises
12
department of Human Resource comes between the board of directors
and the four other departments or branches. Thus it is clearly showing
that Human Resource Department acts as a bridge or mediator
between the company’s core departments.
13
Recruitment Cell
Staff Affairs
Budgeting
This department assesses the needs of budget required to run out the
HR functions. It allocates certain amount of budget each year to the HR
department. It is responsible for remuneration, purchasing and selling
assets, it provides finance to meet the expenses of staff matters, and it
is required to provide funds to the recruitment cell and staff affairs
departments for recruiting expenses and benefits respectively.
14
workers needed to meet those objectives. Human resource planning
can be condensed into three steps:
(1)Assessing current human resources,
(2)Assessing future human resource needs, and
(3)Developing a program to meet future human resource needs.
Current assessment
It typically begins by doing a job analysis. This defines the jobs within
the organization and the behaviors that are necessary to perform those
jobs. What minimum knowledge, skill, and abilities are necessary for
the adequate performance? How do the requirements compare? These
are questions that job analysis can answer.
Information gathering through job analysis allows management to draw
up a job description and job specification. The former is a written
statement of what a jobholder does, how it’s done, and why it’s done. It
typically portrays job content, environment, and conditions of
employment; the job specification states the minimum acceptable
qualifications an incumbent (in office) must possess to perform a given
job successfully. It identifies the knowledge, skills and abilities needed
to do the job effectively. The job description and job specification are
important documents when managers begin recruiting and selecting
new hires. The job description is used to describe the job to potential
candidates. The job specification keeps the manager’s attention on the
list of qualifications necessary for and incumbent to perform a job and
assists in determining whether candidates are qualified.
Future assessment
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After it has assessed both current capabilities and future needs,
management is able to estimate shortages both in number and kind
and to highlight areas in which to organization will be overstaffed. A
program can then be developed that matches these estimates with
forecasts of future labor supply.
EMPLOYMENT CATEGORIES
Contractual employees
o Annual renewal
o Fixed Contract
Permanent employees
These are the full time employees working with MCB and the
organization relies heavily on these employees for the performance.
Permanent employees are further categorized as under:
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Officers Grade 3
o Executives
These employees are also contractual based but the only difference is
that their contract is automatically understood to be renewed at the
end of each year on performance.
Notes:
The ratio of contractual and permanent employees is 30 % and
70 % respectively.
• Total 5 % females are employed in MCB.
Work schedule
Notes:
• There is no over time policy and no pay will be given for
working after the prescribed time
Human resource decisions are very important. All HRM policies and
practices must comply with the laws and regulations of the country,
state, or province, in which the company operates. The HRM process
actually begins with human resource planning. It is where we will learn
that either the company will need to hire additional employees or, if
overstaffed, lay off employees (decruitment). Recruitment leads to
attempting to select. The best applicant from among those recruited.
Decruitment leads to having some people leave the organization.
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What laws and regulations shape HRM practices?
What are our HRM needs?
Where do we find qualified job candidates?
How can we choose the best-qualified job candidates?
How can we ensure employee skills are current?
What options exist to handle overstaffing?
Regulatory
environment
Human Decruitment
resource
planning
Potential
job Selection Performance Rewards
candidates Recruitment
appraisal
Training
Organizational boundaries
Vacancy Identification
18
Advertisement
Recruitment Sources
Selection devices
1. The application
2. Test
3. Interviews
1. The application
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Note:
Graduation is necessary for applying a job in officers rank
• A bond is singed by officers for working minimum of
3 years
• MCB hires 450 recruits per year
2. Test:
MCB while hiring a new person relies heavily on the test. “Even
Interview is considered to be a formality that is just fulfilled”, as
pointed out by one of the employees of the organization. The test is
based on objective and subjective approach and it includes questions
regarding
3. Interviews:
• Academic Records
• Written and Verbal Skills
• Physical Appearance
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Probation Period:
Reference Check:
After all the selection process is done the HR carries out a reference
check. It is mostly done in case of new employees to confirm their
position if they had been working with other organizations.
EMPLOYEE TRAINING
Importance of training
21
• There is a drop in an employee’s productivity or in the quality of
his or her output.
• There is an increase in safety violations or accidents.
• The numbers of questions employees ask or their colleague’s
increases.
• Complaints by customers or co-workers increases.
EMPLOYEE DEVELOPMENT
Training Approaches
22
Popular on the job training methods include job rotation and mentor
relationships. Job rotation involves lateral transfers that enable
employees to work at different jobs. Employees get to learn a wide
variety of jobs and gain increased insight into the interdependency
between jobs and a wider perspective on organizational activities. The
new employee works under the observation of an experienced worker,
who acts as a model whom the newcomer
Attempts to emulate. Both job rotation and mentoring apply to the
learning of technical skills. Interpersonal and problem solving skills are
acquired more effectively by training that takes place off the job.
There are a number of off the job training methods that are used to
make available to employees. The more popular in practice with MCB
are classroom lectures, videos, and simulation exercise. Classroom
lecture are well suited for conveying specific information. They can be
used effectively for developing technical and problem solving skills.
Interpersonal and problem solving skills may be best learned through
simulation exercise such as case analyses, experiential exercises, role
playing, and group interaction sections, complex computer models, are
another kind of simulation exercise, which in this case is used to teach
technical skills. Off the job training can rely on out side consultants,
local collage faculty, or in house personnel.
Notes:
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MCB works on the following types of training:
EMPLOYEE ORIENTATION
The new comer is informed about the company and its policies.
Following information is provided to the new comer:
Besides interesting work, pay and benefits are the most important
incentives that companies can offer employees in exchange for
contributing to productivity, quality and customer service. Also, pay
and benefits are used to reward employees’ membership in the
company and attract new employees. The positive influence of new
work designs, new technology, and the quality movement on
productivity can be damaged if employees are not satisfied with the
level of pay and benefits or believe pay and benefits are unfairly
distributed.
Wages/Salaries Plan
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compensation. Wages/Salary is the remuneration paid to the
employees in return for their services.
It can save an organization cost involved with high turn over while
attracting, retaining and motivating capable and productive employees.
It is a means of measuring the relative value of a job to an
establishment; with this objective the most highly valued jobs to
receive the highest pay and lowest values to receive the least. Such
measurements can be used as a foundation for determining and
equitable wage/salary structure.
The jobs are being evaluated on the basis of mental and physical
efforts and accountability that is why the jobs are grouped in to grades
according to measurable difference in leaves of duties and
responsibilities.
Pay Structure
Salary chart:
Note:
• Contractual Employees are paid differently; this package
is only available to permanent employees.
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Bonuses
• Officers:
o 4 bonuses per year, i.e. 4 bonus basic salaries
• Executives:
o 4 bonuses per year, amount as bonus: ½ of basic salary
• Clerical/Non- Clerical Staff;
o 3 basics and one gross salary
Loans
• Car Loan:
o The limit for providing this kind of loan is now increased to
RS 450,000
o The markup rate has been reduced as compared to
previous years from 3 to 4 %. The markup rate previously
applicable was 10 %, and now it is brought down to 6.5%
• House Building:
o The house building loan is provided only to those who have
worked at least for 3 years with the bank regularly
o There is no limit for this type of loan
o The markup rate is 5 % for officers and executives
o The markup rate is free for clerical and no clerical staff
o In case of death of an employee before retirement the
whole of house building loan is waived off.
• Computer Loan:
o For officers the markup rate is 6.5%
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o No markup rate for clerical and non clerical staff
Medical Facilities
Insurance
• The company from which MCB have insured their Group and
Branch insurances is Brinks Insurance Company
• Whole of the branch is insured and whole of the cash is also
secured
• Employees are not to worry in case of any mishap like theft
because cash is insured
• If death occurs, group insurance is also given apart from life
insurance
• The insurance company that insures the employees of MCB is
EFU Insurance.
Pension Plan
• When pension is given, medical and house rent are still the part
of the pension
Vacations
• For officers:
o There are 12 casual leaves and 20 privilege leaves
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• For Clerical/Non Clerical:
o 20 casual leaves
o 30 privilege leaves
Leave Encashment
• For Contractual:
o Leave encashment is refunded after 2 years.
Non-Cash Benefits
Overtime Facility
Provident Fund
Stock Option
The employees of MCB are allowed to take shares but these shares are
offered only at market value no discount is given to them. But while
giving shares first preference is given to the existing employees.
Traveling Benefits
Officers and Executives are allowed for the traveling benefits and the
expenses are being bared by MCB, only for official visit.
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Advance Salary Payment
EMPLOYEE DEVELOPMENT
PERFORMANCE EVALUATION
29
• Knowledge about performing a job
• Education
• Initiative (business given to branch by an employee)
Note:
• It was mentioned to the group that due to the set criteria
MCB couldn’t give much promotions. For example, in each
branch of MCB there cannot be more than one A+ and one
A. Grade E and F are not eligible for service. Increments
are given each time performance evaluation is done.
GRIEVANCE MANAGEMENT
Handling Conflicts
“In MCB people as such do not have big conflicts”, as, pointed out by
one officer. But whatever conflicts are their Human Resource
Department tries to solve them out with best efforts. The procedure for
handling Conflicts is through Legal Cell. It also depends on the size of
the matter. At first Regional Manager tries to solve the problem itself
but if the matter is out of control Legal Cell is notified.
30
STAFF CODE OF CONDUCT
Note:
The employee can only be suspended maximum for seven days
RETIREMENT
SUCCESSION PLANNING
31
DRAWBACK
SUGGESTIONS
32