AUTHOR :SHERMEEN CONTACT :00923125142366 SKYPE ID : shermeen35 Shermeen21@gmail.

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Acknowledgements Writing a research dissertation is no easy task and the complexity of it is only understood once a person gets into the business of it. Even though it is an individual task, with the support of some people, going through the process becomes several times more difficult. In my case, this process was eased foremost by my supervisor Martin Hipkiss who rightfully guided me through the task. Then my parents without whose support, I would not have been completing this degree in the first place and lastly but not in least, my friends who have been there with me through it all.

Contents
Executive Summary....................................................................................................................................... 4 Chapter One: Introduction ............................................................................................................................ 5 1.1 Research Background.......................................................................................................................... 5 1.2 Significance and Scope of the Research.............................................................................................. 7 1.3 Research Aims and Objectives ............................................................................................................ 7 1.4 Research Questions ............................................................................................................................ 8 Chapter Two: Literature Review ................................................................................................................... 9 2.1 Human Resource Management .......................................................................................................... 9 2.2 Human Resource Management in Higher Education........................................................................ 11 2.3 State of Education in Pakistan .......................................................................................................... 13 2.4 State of Human Resource Management in Pakistan ........................................................................ 14 Chapter Three: Research Methodology ...................................................................................................... 16 3.1 Research Design ................................................................................................................................ 16 3.3 Secondary data Collection ................................................................................................................ 17 3.4 Ethical Considerations....................................................................................................................... 17 3.5 Technique for Analysis ...................................................................................................................... 18 3.6 Justification for the Methodology Chosen ........................................................................................ 18 3.7 Limitation of the Research ................................................................................................................ 19 Chapter Four: Data Analysis ........................................................................................................................ 20 4.1 Findings for Students ........................................................................................................................ 20 4.2 Findings for Teachers ........................................................................................................................ 24 4.3 Discussion.......................................................................................................................................... 27 Chapter Five: Conclusion and Recommendations ...................................................................................... 30 Appendix A: Questionnaire for Students ..................................................................................................... 35 Appendix B: Questionnaire for the Teachers............................................................................................... 37

Executive Summary
The importance of higher education and its role in building up a sustainable and well operative economy is increasing without doubt. So much so that universities now have started becoming not only an integral part of the businesses of an economy but also are involved in consultation of various governmental issues. Furthermore, once the students from universities enter the practical world, they become important builders of the economy itself. On similar bases, the management of the human resource to gain strategic and competitive advantage in the market is increasing as well. This research is merging the two issues and is concentrating on the management of the human resource in the higher education field. Since it is a primary research and since all countries of the world could not be studied, the country chosen for the primary research and analysis is Pakistan. Through two sets of questionnaire survey, this research analyzing the management of human resources in the four universities (University of The Punjab, Government College University Lahore, Lahore School of Economics and Lahore University of Management Sciences) chosen as a sample and the result that they have upon the quality of services they provide to the students. Finally, some recommendations have been proposed to make the situation better in which the higher education of Pakistan is in currently.

Chapter One: Introduction

1.1 Research Background
The level of competition that has now come to prevail in the world has become not only intense but also high in absolute terms. This increase in competition has now included in itself, almost all the market, industries, business organizations and economies of the world and the only way to deal with it is to manage self-entity in the best way possible.It would not be exaggerated or wrong to say that the requirement of efficient management that exists in the businesses and also in the nonprofit organizations of today was not found to exist previously. Moving on with that thought then, it is not at all a surprise that so much research is going into the development of the management topic in both greater detail and in more branches. One such branch of management is that of human resource management. As the name implies, it is the focus on the employees, the manpower of the organization such that their performance is enhanced and is steered towards the overall high performance of the organization. The core idea of human resource management is that the employees of an organization are valuable assets (Armstrong, 2005) of the organization and therefore, it is essential to manage these valuable assets in the most strategic and the most returning manner possible. One such area that has recently faced a great deal of growth an increase in demand is the higher education industry. This increase in demand cannot be said to be limited to any specific country or to any specific branch of education. The scope is very general and is found to be very much prevalent. As Misra (2009) sees it, the growth in the higher education sector after the era of globalization, when compared to the pre globalization era has been marvelous. The growth then, has not only been because the education institutions got capitalized and realized the level of money that can be made through training the youth, but it has also been because of the general rise in the level of competition in the labor market of the world. The high profitable and established business organizations of the world then seek the best of the best graduates and workers for their organization. Even though it is now being argued that the grade point average or the degree of the student is not a perfect measure to judge the capability of that student or to predict exactly what kind of worker he or she would be, these two things are generally good measures for both the elements and also help the organization in deciding between a number applicants for a job (Vogt, 2007). In that then, the students want to attain the best degree (in their respective fields) from the best colleges and to get the best possible grade point average and thus to have the best possible record to present in a business interview. All this together then, has basically led to the growth of the higher education industry around the world. Also, as the process of globalization has increased and more people can travel around the world for the purpose of achieving education, it has become important to manage these institutions well and thus to attract the maximum number of consumers for the

services possible. In their own special market, the idea of gaining competitive advantage through various means also holds very much for the higher education sectors. Thus seen that way, in order to gain and sustain the competitive advantage of the higher education organization, it is important for the management of the universities and colleges to manage the overall business well. This management then, includes the efficient management of the staff and other employees hired by the firm, as mentioned above. Taking this importance of efficient management of higher education institutes to the next level brings the point of the significance it has for the developing and the under developed parts of the world. Not only is education itself indispensable to these countries but also, good businesses which results in the boost for the economy overall are important. These two factors hold for all the economies of the world but in the case of the developing and under developed worlds, this phenomenon is more important for the simple reason that they need the resources that are generated through the way of higher education. One such developing country in which the higher education in struggling, not only to get recognition in terms of the services they are providing but also in terms of the potential, pent up demand for the consumers, is Pakistan. Pakistan as a nation has almost always been politically important in terms of international political. The trend of GDP growth in the country has been fluctuating to say the least over the years and even though there has been some significant infrastructural and business development in the country, the core problems are still the same as those existed in the 1950s (Husain, 2009). One of the contributing reasons for this is the extremely low budgetary allocation to the field of education. As the Ministry of Education of the Pakistan (2005) notes it, the total percentage of GDP allocated for the development and sustenance of the overall education in the country was 2.21% in the fiscal year 2005 and 2006 and the allocation, in the light of more important expenses has been reduced further in the later budgets. In this little budget and lots of pent up demand, the only idea that is worse off is the growth and stability of Pakistan itself. Out of a youth of 44 million people (Husain, 2009), the total number of people attending secondary and higher education institutes combined, as studied by the Ministry of Education (2005) was only 13.7 million. Meaning that only 30 percent of the youth is attending universities or colleges of any sort and the rest 70 percent of manpower, that can actually change the fate of the country is going to waste or is succumbing down to clerical or other low level jobs for the reason of earning a livelihood. In such a scenario then, such a low budget is catastrophic news for the country already however, coming to terms with this fact, what is required for the existing universities is to manage the existing levels of demand with the existing levels of private and governmental

budget and to provide the most cost effectives and the most progressive manner possible so that whatever resources the country has in favor of higher education can be utilized for the achievement of maximum advantage. In this management again, comes the factor of human resource management. This precisely is what this research paper is going to discuss through various analysis and review of literatures. In basic terms, this research is going to study the need and the prevalence of human resource management in the higher education sector of Pakistan and then, by looking at the literature review and comparing the two results is going to present recommendations as to what measures should the management of the universities and the higher education commission develop for the overall efficient performance of the organization.

1.2 Significance and Scope of the Research

The information this research provides will be specific to the human resource management and it is being assumed in the research that efficient human resource management is one of the significant factors that can aid the growth and success of an organization. Finally, the research will be limited to the discussion of higher education in Pakistan as studied through research from thesampled universities (both private and public). The sample, as the research methodology section studies has an element of convenience sampling in it since the samples have been selected from the universities existing in Lahore. It is however being assumed that since a combination of private and public institutes in Lahore is being taken as sample, the results would be largely generalizable to at least the higher education sector of Lahore Pakistan. If further research is conducted to investigate other higher educational institutions in other cities of Pakistan, there could be more interesting results come out. It is therefore, this research could not be generalized to whole educational institutions in Pakistan.

1.3 Research Aims and Objectives

Every research is constructed with some aim and objective in mind. This not only helps in the provision of orientation for the research but also has an effect on the type of methodology chosen and the type of analysis chosen for the creation of a research paper. Taking that into account, this research is being done with the following aims: i) To understand the role of human resource management towards the success, stability and growth of higher educational institutions to provide solid and sound researched information into the academic world where the situation of higher education of Pakistan is questioned and explored.

The objectives in order to achieve the aim are,

i)

ii) iii) iv) v)

To understand the importance of human resource management in an education institution and to figure out the strategic goals and missions of that human resource management. To explore the situation of higher education and the level of efficiency of providing education to student in Pakistan To find out the level at which human resource management is efficiently applied in these higher education institutes of Pakistan. To find out the obstacles, attitudes and problems in the way of efficient human resource management. Develop a recommendation proposal for the betterment of the situation of higher education in Pakistan especially in the light of human resource management.

1.4 Research Questions

The research questions have been designed in such a way so as to provide orientation to the methodology and the overall conduction of research. These questions then are as follows: i) ii) iii) iv) v) What is the importance of human resource management in the higher education sector in Pakistan? What is the current standing and efficiency of higher educational institutions in Pakistan? How efficiently is the human resource management in both the private and the public universities being practiced? What are the major reasons that contribute to the existence of current HR management system? How proper human resource management system could improve overall success, growth and stability of the educational institutes of Pakistan?

Chapter Two: Literature Review

2.1 Human Resource Management
Mathis and Jackson (2011) note that people working in an organization are in fact human assets that form the glue holding all other assets in the organization, such as the financial and physical assets, both tangibles and intangibles together. Human resource management then, as a function of the overall management equation then guides the usage of these human resources to achieve better, financial, physical, tangible and intangible results. Furthermore, it has been pointed out by Mathis and Jackson (2011) that in order to incorporate human resources as an important part of the overall competency of the business, the approach of human resource management of simply referring to the training, payment and lawsuit systems regarding the employees needs to be altered. According to Dessler (2009), as a management process, human resource management includes a number of functions to better divide and deal with the systems of an organization. These are, i) Planning: which includes the establishing of goals and standards and the development of rules, procedures, plans and forecasts, ii) Organizing: which deals with giving each subordinate a specific task and the establishment of department as well authority and communication management, iii) Staffing: includes the determination of what kind of people the organization wants to hire in order to maintain its journey towards its mission and vision and it includes the selection, counseling, training, evaluation and compensation of the employees, iv) leading: which deals with the process of getting the job done and providing to the employees the right amount of motivation and morale maintenance and finally, v) controlling: which deals with the setting and checking of standards and the levels of performance (Dessler, 2009). David (2009) goes into slight history of the human resource management and the ways through which the organization used to achieve profitability and success. He notes that, Historically, companies focused on achieving competitive advantage by holding protected assets, having extensive financial resources, competing based on price or benefiting from economies of scale.Increasingly, however, companies are recognizing that employees and how they are managed may prove to be as important to competitive success as other organizational attributes. In accordance to the development of higher education around the globe, Misra (2009) notes that, There has been phenomenal growth in the higher education sector in the era of globalization compared with the pre independence era.

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It has been further noted by him that the objectives of higher education have slowly but finally become more precise and thus the system of governance has developed a great deal because of the reason of increased accountability and autonomy of education and educational institutes. For human resource management, David (2009) notes that the work design and workforce planning, the management of the competencies of the employees and the management of the attitudes and behaviors of the employees are the three basic activities that the administration of the organizations need to take into account. These function, as explained through a Venn diagram, are overlapping and thus, for efficient overall management need to be taken into account and managed together. Next, it has been pointed out that the size of the organization in terms of its revenues and its growths is directly related to the level of sophistication of the staff and the range of training that the organization makes available to the non-managerial employees especially (Dimick and Murray, 1978). This makes sense because as mentioned above, it is the employees that turn the wheel of the organization and put it into operation. Now the more efficient the employees, the better it will be for the expansion of the organization. Moreover, the strength and expanse of the organization is also linked to the level of decisions that are made by the line manager and not by the personal specialists and finally, the relationship of the expanse of the organization is with the extent of talent and education that the employees have. However, as Hsu and Leat (2000) point out, this relationship is not one way and the size of the organization itself has some impact on the human resource management functions. As noted the size of the business has a very strong impact on the recruitment and selection processes, the recruitment method and the selection technique for staffing. So basically, the more sophisticated the organization itself is, its human resource practices will be equally sophisticated and mature. So if one has to critically appraise the overall operational and strategic maturity of the organization, one of the key ways is to analyze the human resource management system incorporated by the organization. Now as far as the current importance of the human resource management system is concerned, Francis (2006) notes that the expectation about the role of human resource in the organizations are changing as is visible from the current models of human resource management. Theoretical models are based on upcoming trends and on the observed trends in the real life settings and therefore, the increase in the number of academic models which encourage the strategic incorporation of human resource management in business means that its application is also prevalent or will be in the near future.The businesses are striving to make the overall use of their human resource more and more strategic in order to maximize their competitive advantage and operational efficiency in the market. Also, efficient human resource

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management is required to earn the best return for the investment that a business is making into its human capital.

2.2 Human Resource Management in Higher Education

One of the biggest lag that secondary data in this regard faces in the fact that the study of human resource management in the field of higher education has been largely restricted to the developed countries. One critical implication of this, as proposed by the study of Hsu and Leat (2000) is that the maturity level of higher education in the developing and the under developed countries lacks due to which, the study of human resource management and its application has been immature. Nonetheless, this section is going to study the presence, importance and the impact of human resource management in the field of higher education. It is considered important to study the role of human resource management in higher education mostly because the role of teaching staff and other university faculty is becoming more and more complex (Coaldrake and Steadman, 1998) and also, the pressure upon them is increasing (Mclnnis, 2000). And thus to ensure the capability of universities to cater to multiple agendas, development of the workforce is essential (Gordon and Whitchurch, 2007). Mondy (2008) notes that the development and training element of human resource management has given rise to the idea of corporate universities. These are institutes that focus on areas such as company training, employee development and adult learning instead of the traditional education programs. The idea of corporate universities then, is more proactive and strategic than reactive and tactical and is also in close connection to the corporate goals of the organization. Noting the importance that human resource management has for the universities, Huisman (2010) says that the universities depend on the knowledge, skill and the motivation of their staffs. However, to clear the misunderstanding that the staff of a university may only include teachers and that the competitive advantage of the universities in the education markets rests on the shoulders of teachers and the efficient management of them only, Huisman (2010) points out that by staff it is not only meant the academic staff but also the administrative employees of the organization. He says, Therefore, universities cannot afford to neglect questions of human resource management: which competence is important for new appointments to the institution, which category of personnel should be assigned to which tasks, which conditions increase performances and how individual development of employees is linked to the strategic objectives of this organization.

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As far as the role of human resource management in higher education is concerned, Misra (2009) writes that since the universities epitomize the seat of higher learning in modern education, and the rise in the demand of students from the universities in terms of education and other facilities on and off campus, human resource management is an aid for the integration of people with the strategy and performance of the university. It has been noted further that human resource management, incorporated into the system of higher education will help to build the capacity to conceptualize and support the implementation of significant change. Next, noting the functions themselves of human resource management in the context of higher education, Weinacker (2008) writes that these include the motivation of employees (especially the teachers to perform better) enhancing the organizational performance, dealing with the potential loss of organizational knowledge as evident from large numbers of retirements of the faculty and administrative members, designing and implementing effective ways to achieve and solve issues in the educational organization. Sims and Sims (1995) however note that the process of bringing improvement in the education institutions is not an easy or a short term job and thus need to be completed not only strategically but also in perfect alignment with the predesigned goals and missions of the organization. Knapp and Siegel (2009) give huge amount of importance to the proper management of the higher education and say this as the first line of their book, Today, higher education faces a simple choice: reinvention or extinction. The word simple here, is quite an ironic one since the choice for an organization is not simple at all. Innovation requires strategic management to the most efficient of its levels and also the right implementation of the management. As noted further, Knapp and Siegel (2009) say that due to the recent economic recession, colleges and universities have come to the edge of the chaos with the results that scholarships and endowments have seriously reduced and the budgets generally are up. This implies simply that the management of the universities needs to pull up its socks and provide the most returns to the money that people invest in them. One way obviously as mentioned is through the proper management of the employees of the university or college that is efficient human resource management. Human resource management as already noted looks into the ways that need to be employed for the people working in the organization to work more productively and more satisfactorily. Next, Amaral, Jones and Karseth (2002) study that the question of how to optimize the performance of the higher education sector has led to the generation of a lot of debate at both institution and system levels. As the authors note the evolution of the human resource management within the higher education institutes in Australia, they say that in the late 1950s

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and the 1960s, what management was concerned with was the reduction in the power of the professor (or as noted: god-professor) towards a more democratic system. Then in the 1970s and 1980s, Amaral, Jones and Karseth (2002) note, that the topic shifted towards system level issues, including the debate that the federal government should assume financial responsibility for the higher education and create a separate entity for the management. Further noted by Amaral and Larsen (2003) the governance reforms in the higher education in Europe carried a number of elements of deregulation, as a reflection of overall focus on the market models being applied in the economy around the 1980s and 1990s whereas other countries of the world were focusing more towards the integration of the universities and colleges in the public sector reforms. In India, the economic giant next door to Pakistan, education is being paid special attention and as Kumar (2004) points out, that in order to improve the quality of higher education, institutes like National Assessment and Accreditation Council have been created by the UGC and further the author says that the human resources at the higher education levels serve as the cornerstone of national development mostly because higher education system itself is immensely important for the development of a nation. In this then, like the human resource management function in any other business organization, human resource management in universities deal with the evaluation of the performance of the staff, task determination for the staff, appraisal of knowledge and a more people oriented management (Kumar, 2004). One thing however that is included in the management of the human resource of universities and not included in that of all the other business organizations is the development of a strong relationship between the customers of the university, the students that is and the teachers. Unless this strong bond is created, the flow of education and the instilment of knowledge efficiently will not be possible.

2.3 State of Education in Pakistan

As far as Pakistan is concerned then with respect to the levels of education prevailing in the country, it has been noted by Syed (2011) that the higher education commission in the country as actually more or less ruined the future of the country by ruining the growth and standardization of the higher education in Pakistan. Syed (2011) notes that there are a number of mediocre standard universities mushroomed in the countries, the basic aim of whom is to gather whatever money can be gathered through the sale of the services and that the management of these institution is lacking not only at the university administration level but also at the government level of Pakistan. The higher education commission (n.p) however notes that the institutional framework of the universities and colleges as well as the problem of underfunding is themain contributors to the non-standardized and inefficient education systems in the country. The commission for higher education in the country (2005) notes that in the management of the higher education a

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number of social factors like gender equality, income equality and merit amongst others need to be taken into account in both the provision of education and the hiring of the employees. Returning back to the management of the staff of the organization, Sharma (2009) says that the management of an organization needs to focus on not only the performance of the employees, but also the training and development of the employees. This process includes both the on job and off job training and deals with development of relationship of the workers with the management and with the authority. Dealing with the growth of the employees directly affects the growth of the organization and also helps the staff to deliver better performance in the present work.

2.4 State of Human Resource Management in Pakistan

Being a developing nation, research and development have not been that focused upon in the Pakistan as they were and are required. As far as human resource management is concerned, Khilji (2001) is a pioneer of research who finds out that in Pakistan, there a major generation gap existing in the beliefs and practices about the human resources and its management. Thus, it is proposed, that the senior management needs to re asses their roles, values and their practices and also, they need to pay a lot of attention to the development of the human resources. Now, in Pakistan, there happens to be a major difference between the private and public sector organizations (this has also been taken into account by this research as two private and two public sector universities have been chosen for the primary data collection. This point however will be emphasized upon later in the this research) and therefore, there are resulting differences between the human resource management in the private and public sector of the country overall. One of the major drawbacks that have been found with respect to the public sector is that entrepreneurs usually own the private sector firm and the public sector is left to the mercy of the politician or other government related policy makers (Scott and Falcone, 1998). Now, as far as human resource management is concerned, significant relationship is found between the ownership of the organization and the human resource management sophistication (Ercek, 2006). Sheehan et al (2000) note that various privatization programs emerged in the developing countries around the late 1960s and 1970s and this move is expected to have some serious implication for the workforce management in these countries. Amongst the developing countries then, Pakistan is also an important entity. As the ministry of education of Pakistan (2011) notes, it is focusing on the professional development of managers, staff and planners for the quality assurance and management of the

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higher education institutes as well as the public private partnership to enhance accountability in the private and entrepreneurship in the public sector in the higher education of the country. The above explained literature in a net shell is focusing on the role of human resource management for the survival and overall efficiency of Higher Educational Institutions. Human resource management as a function of management of a business organization is important even when the organization provides educational services. In fact because the quality of performance of the staff is not tangible, even more management and performance appraisal is required to ensure that the quality of work of the staff and therefore the overall satisfaction of the employees is grown and maintained. Furthermore, higher educational system of developing nations like Pakistan is not up to the mark and these institutions are in a dire need to develop strategic human resource management systems to improve their overall efficiency.

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Chapter Three: Research Methodology

3.1 Research Design
Coleman and Briggs (2007) define the process of research as a systematic approach towards a critical and self-critical enquiry which basically aims at contributing in the advancement of knowledge and wisdom. For any research to be conducted then, research methodology happens to be of utmost importance. For this, it has been noted that methodology is actually the theory or the set of ideas that the researcher has about the relationship between phenomena (Coleman and Briggs, 2007; Scott and Morrison, 2006). Basically, an entire research methodology is made up of the strategies and the rationale for using those strategies in the research. Critically analyzing the entire thing then, methodology happens to be more than just the methods and techniques that a researcher uses. The descriptive study has to be used, reason for choosing the descriptive method is to be able to explore in detail the situation of education, especially higher education, and then relate this in theory and through description to the efficient management of the human resources in the country. The descriptive method will allow the researcher to explore and provide detail of the matter in greater detail. Next, the deductive approach has to be used in the research because the research is moving from theory to observation and then to confirmation (Burney, 2008).This research will base on both qualitative and quantitative data as quantitative data will be collected through close ended questionnaires and the qualitative data will base on the literature that will be used in the discussion. The research is going to collect data from both primary and secondary sources. For the primary data collection, questionnaire surveys will be conducted.

3.2 Primary Data Collection

As mentioned questionnaire surveys will be conducted for the primary data collection. These questionnaires will be divided into three categories. The first set of questionnaires will be distributed the students of four universities in Pakistan. The universities chosen are the following: i) ii) iii) iv) Lahore School of Economics (Private Sector) Lahore University of Management Sciences (Private Sector) Punjab University (Public sector) Government College University (Public sector)

The main difference between these four universities is between the fee structure and thus the facilities provided in the universities in terms of each education, sports, extra curriculum and the chances of growth.

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For each university then, two sets of questionnaires will be distributed. The questionnaires will be distributed to i) The students: asking them about their satisfaction levels with the education and the facilities provided on the campus and the skills and teaching styles of the teachers. Moreover, the level of efficiency of management of the teachers by the organization in the opinion of students will be surveyed. From each university, 50 students will be questioned making it a total of 200 student respondents. The Teachers: asking them about the satisfaction with the management and how they are actually managed. Asking them about the human resource management of the teachers that is done by the institutes and finally their projected performance levels. From each university, a total of 15 teachers (including professors, assistant professors and instructors) will be questionnaire making it a total of 60 teacher respondents.

ii)

Thus, in total, the sample would consist of 260 respondents including both teachers and students.

3.3 Secondary data Collection

The secondary findings will be presented in the form of literature review and in discussion of this research and will be focusing upon the theories and researches that have previously been conducted. Furthermore the level of human resource management incorporation and the quality of education in the higher education system of Pakistan will be analyzed. Even if primary research is being conducted, secondary researches form an important part of the any research project (Malhotra, 2008). This is true for a number of reasons. The first and the foremost being reason that secondary research provides ideas for data collection and analysis. Next, secondary research enables the researcher to avoid duplicating the researches already done (Malhotra, 2008). The data sources for these will be online books and journals which will be properly referenced according to the Harvard system of referencing.

3.4 Ethical Considerations

Ethical consideration form a major part of while conducting a research and sometimes also end up being one of the biggest obstacles in the way of efficient and close of reality research paper. However, it is considered extremely selfish of the research to not taken into account any social, psychology or physical harm that comes in the way of the research. For this research however, no major ethical obstacles came in the way. For the primary data collection, the questionnaire did not ask for any personal information of the respondents therefore avoiding any social issue that may rise between the staff, management or students of the organization. Next, the actual and true intentions of the data

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collection reason were briefed to the respondents and thus deception was avoided. Telling the students and the teacher that the information that they provide will be kept confidential and that information will be anonymous was also considered to be strategic in the sense that respondents were encourage to give honest replies and not be affected by the issue of demand characteristics.

3.5 Technique for Analysis

The method for the data collection has been mentioned above. Next it is also important to mention what type of analysis will be adopted to create the research paper under consideration. For both the primary and secondary data analysis, analytical method of analysis will be chosen. Since the data the approach adopted is a qualitative one, analytical method was considered to be the right technique as also noted by Saunders (2003). This means that, the results will be analyzed and evaluated thoroughly and then critiqued upon in accordance with subjective understanding and opinion. Furthermore, the recommendations that will be presented at the end of the paper to improve the human resource management of in Pakistan will be based on subjective but learned information and analysis.

3.6 Justification for the Methodology Chosen

For crafting out such a methodology, a number of considerations came into play. i) Primary and secondary researches were done together to allow for a wider and clearer dimension of the topic. The aim of this approach was to study the integration issue of human resource management into the higher education field of Pakistan through a more diverse perspective and by gathering as much information as possible. The reason for conducting a questionnaire survey was that they are easily to carry out both in terms of effort and in terms of finances. Moreover, through a questionnaire survey, a lot of information is achieved in a short period of time from a considerably large sample (Sulaiman, 2011). In this case, four universities of Pakistan and in then, three different participant groups were to be studied and with the time constraint, questionnaire survey seemed to be the best option for research. Also, the avoided personal contact of the researcher with the participant and therefore avoided the inclusion of demand characteristics. Finally, analytical approach for the data analysis have been chosen in provide in depth and value information, based on the research findings to the reader. Since the findings will be qualitative, the better approach to analyze them will be the analytical one.

ii)

iii)

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3.7 Limitation of the Research

Largely, the research paper is limited by the fact that sample from only one province and one city of the country is being taken. Even though it is considered that the findings will only generalizable to the population of Lahore, they will not have the same implication for the overall country. The reason for focusing on the country overall however is that the problems that are found in the higher education system in Lahore, are expected to exist in other provinces of the country too. Apart from the three central, urban cities, Karachi, Lahore, Islamabad, other parts of the country are still submerged into traditional values and political influences. The problems of lack of funding and institutional corruption are found to exist in all parts and all departments of the country. However, more importantly, this limitation exists because of the lack of research funds on the part of the researcher and because of the fact that time and opportunities stand to be a major obstacle. Management of these institutions has not been asked for their opinion as it is suspected that it may not respond or give a biased view. A further research may be done to explore more interesting results in wide and deep perspectives.

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Chapter Four: Data Analysis

This section of the research is going to present the findings of the data that has been collected through the research methods mentioned in the chapter above. First, the findings of the questionnaire survey will be presented and will be described. Following that, the findings will be evaluated and analyzed and will be compared and contrasted to the findings of the literature review. For the purpose of analysis of the findings, the universities of the country have been divided into two categories. i) ii) Private sector universities Public sector universities

As mentioned above then, these for each of these universities two questionnaires were created and therefore, this section will be analyzing four questionnaires i.e. two (for the students and the teachers) for the private sector universities (Lahore School of Economics and Lahore University of Management Sciences) and two for the public sector universities (Punjab University and Government College University).

4.1 Findings for Students

# 1 Public Sector Universities Gender: Out of the 100 students questioned, 74 students were male and the remaining 26 were females. This shows a clear skew in the gender of students attending public universities. Satisfaction From The Quality of Education: a. Very satisfied: 6 b. Satisfied: 29 c. Neutral: 28 d. Dissatisfied: 37 The results showed that most of the students were satisfied about the quality of education that was being provided in the public universities. Around 29 percent was satisfied and 6 percent were very satisfied. Yet a large percentage of the students in the public sector universities were either neutral about the quality of education meaning that either had no opinion and were not sure or they did Private Sector Universities Gender: Out of 100 students surveyed, 47 of the respondents were males and the remaining 53 were females. This shows that as far as the gender equity in the private sector universities are concerned, The division is more or less equal. Satisfaction From The Quality of Education: a. Very satisfied: 23 b. Satisfied: 43 c. Neutral: 20 d. Dissatisfied: 14 For the higher education institutes in the private sector of the country, the satisfaction level from the quality of education was found to be considerably high. Meaning that those who want to study not only want to come to private institutes but also, on a more general scale, these institutes were providing better education. Out a total of 100, 43 people were satisfied and 23 people were very satisfied

21

not care enough to ponder over the quality from what they were receiving. Also, the of education that they were paying for. On percentage of those dissatisfied was average however, more students were considerably low. dissatisfied from the quality of education than satisfied. 3 Change in the Level of Satisfaction over time: a. Increased: 12 b. Decreased: 46 c. Remained Constant: 27 d. Dont know: 15 Studying in public higher education institutions, the 12 percent of the students found their overall satisfaction with the institution to have increased. However, countering that, 46 out of hundred students said that their satisfaction with the organization has actually decreased. 27 then, said that the satisfaction remained constant. Provision of extra curriculum activities: a. Definitely: 12 b. Somewhat: 39 c. Not at all: 28 d. Dont know: 21 The provision of extra curriculum in the public institutes was found to be lagging behind a lot since only mediocre or even less facilities was made available to the students. This led to the finding that 39 out of 100 respondents found said that only somewhat facilities are available in their institutes and moreover, 28 said that no facilities at all are available to them. An interesting thing that is to be noted is that 21 people were found to have a non participative attitude in the universities and thus, they did not even know if any extracurricular facilities were available. Change in the Level of Satisfaction over time: a. Increased: 17 b. Decreased: 33 c. Remained Constant: 46 d. Dont know: 4 Now, for the private institutes, 17 percent student found their satisfaction with the organization to have increased overtime and 33 percent found it to have decreased. 46 said that it remained constant and only a very small percentage said that they did not know.

Provision of extra curriculum activities: a. Definitely: 46 b. Somewhat: 39 c. Not at all: 6 d. Dont know: 9 The case in the private institutes was with 46 people saying that these facilities were definitely available in the country and 39 saying that somewhat facilities are available. On the same footings, the students of the private institutes were found to have a more participative attitude in the university.

Importance of Management of staff a. Extremely important: 77 b. Somewhat: 20

Importance of Management of staff a. Extremely important:69 b. Somewhat: 27

22

c. Not at all: 0 d. Dont know: 3 This question was basically trying to measure the importance that the university student gave to the management of the staff. It is assumed that the university students are mature grownups who understand what is required and what is not. In the public sector universities then, 77 people considered management of the staff to be essentially important and then 20 considered it to be somewhat important. Nobody said that management of staff was totally unimportant. 6 Provision of Platform for personal, social and academic growth a. Definitely: 12 b. Somewhat: 54 c. Not at all: 23 d. Dont know: 11 Universities are there to help the student step into the practical world and make a life for not only him or her, but also for those related. In the public sector, 12 out of 100 people said that their university actually provided to them, a growth forum and 54 said that it only somewhat provided a social, academic and personal growth platform. A very higher percentage in this regard, 23 considered the university to not provide to them a growth forum and 11 did not know. Existence of formal HRM department Yes: 13 No: 87 It is very astonishing fact that 87 respondents said that their institution has not formal HR department

c. Not at all: 0 d. Dont know: 4 In the private sector, the importance at the extreme seemed to have fallen with the extremely important being given a 69 on hundred. However, this seems to have to been compensated by the rise in somewhat which was found to be 27. Again, the management of the staff is overall found to be essential for the organization. None of the student here said that the management of the staff was unimportant.

Provision of Platform for personal, social and academic growth a. Definitely: 63 b. Somewhat: 29 c. Not at all: 0 d. Dont know: 8 Here the rates were quite high with 63 students replying that their university provides to them an overall growth platform and 29 said that it somewhat a platform has been provided. Nobody said that no opportunities are available and 8 either did not care about this factor in university, or they simply did not know. Nonetheless, the rates of chances of growth provided by the private organizations were very high.

Knowledge of Existence of Pressure on Staff e. Definitely: 11

Existence of formal HRM department Yes: 36 No: 64 The situation in private sector is better to a extent as there are only 64 respondent said that their institutions have not got formal HR department. So that private sector is having more potential to develop HR department as compare to public sector Knowledge of Existence of Pressure on Staff a. Definitely: 41

23

f. Somewhat: 16 g. Not at all: 58 h. Dont know: 15 This question was asked to study whether the students considered the staff to be under pressure by the university management. In the public sector only 11 said that pressure existed definitely and 16 said that it exists in a mediocre state. 58 however, said that there was no pressure at all from the management upon the teachers and yet 15 did not know.

Consideration of leaving institute a. Almost always: 35 b. Sometimes: 24 c. Never: 29 d. Never thought about it: 12 Now in the public institutions, 35 people said that they always consider leaving the organization and 24 said that they do consider it sometimes. Yet a higher percentage, 29 replied that they have never considered leaving this institute. And finally, 12 people simply did not care enough to think about it.

10 Overall quality of education in Pakistan a. Very satisfied: 9 b. Satisfied: 27 c. Neutral: 28 d. Dissatisfied: 35 This question yielded similar results but with different variations. The lowest percentage in the question, 9 thought that they were very satisfied with the education system in Pakistan and 27 said that that they were satisfied. T28 were neutral and 35 were

b. Somewhat: 44 c. Not at all: 9 d. Dont know: 6 As for the private sector however, 41 students said that a definite pressure existed on the staff and 44 said that a mediocre pressure existed. Only 9 said that no pressure existed and then 6 said that they do not know. Looking at the results, it is easily implied that a stronger focus is placed on the management of the teachers and better performance from the human resource is the private institution as compared to the public ones. This can be taken as one of the key reasons for the differences in the satisfaction with the quality of education. Consideration of leaving institute a. Almost always: 18 b. Sometimes: 39 c. Never: 22 d. Never thought about it: 21 Here 18 people said that they always consider leaving the institute and 39 said that they do consider it sometimes. 22 said they never thought of leaving and 21 said that they never thought about changing. The rate of almost always has decreased that means that the extreme thought of leaving the institute and one of utter dissatisfaction was lower however, still a high percentage did consider leaving at some moments meaning that even the private organization were not fully able to retain their customers. Overall quality of education in Pakistan a. Very satisfied: 4 b. Satisfied: 20 c. Neutral: 16 d. Dissatisfied: 60 In the private sector, even lower were found to be satisfied with 4 saying very satisfied and 20 students saying that they were satisfied. 16 were neutral and the highest percentage, 60 found them to be dissatisfied. Now considering that the highest percentage was

24

actually dissatisfied from the system of actually satisfied from their universities, it is education in the country. interesting to note that a very high percentage was actually nit happy with the overall provision and quality of education in the country.

4.2 Findings for Teachers

# 1 Public Sector universities Gender Male: 87 Female: 13 In the public sector, inclination towards the population of male staff member was found to exist with almost 87 percent of the staff members being males Length of Service a. Under 1 year: 10 b. Around 2 year: 17 c. Around 3 years: 27 d. Over 5 years: 46 Job Satisfaction a. Very satisfied: 45 b. Satisfied: 32 c. Neutral: 10 d. Dissatisfied: 13 Over the years that were served, the level of job satisfaction in the public sector was high. And most of the staff members overall were satisfied with their jobs. This can be seen in the light of the fact that management incorporation in the public sector has previously been found to be low. The low pressure on the teachers is one of the major contributors of this higher rate of satisfaction from the job. Existence of Formal HRM department Yes: 12 Formal Code of management Yes: 65 Private Sector Universities Gender Male: 32 Female: 68 On the contrary, the scene was different in the private sector where interestingly, the ratio of female staff members was found to be higher at 68 percent. Length of Service a. Under 1 year: 10 b. Around 2 year: 33 c. Around 3 years: 21 d. Over 5 years: 36 Job Satisfaction a. Very satisfied: 26 b. Satisfied: 31 c. Neutral: 22 d. Dissatisfied: 21 On the other hand, job satisfaction levels in the private institutions were lower with 26 teachers saying that they were very satisfied and then to counter that 21 said that they were dissatisfied. 22 teachers said that they were neutral and 31 were satisfied. Again, this can be related to the high degree of management and pressure and the existence of authoritarian style of leadership in the private organizations. Existence of Formal HRM department Yes: 35 Formal Code of management Yes: 40

25

Implementation of code (Likert scale, 1-5) 1. 23 2. 16 3. 36 4. 20 5. 5 The implementation of the code in the public sector does not yield any clear results. It basically shows that in some case the code is implemented very carefully whereas in others the level of implementation is very low. This can lead to the smell of favoritism however, nothing substantial can be said about it. Management capabilities of the organization (Likert Scale, 1-5) 1. 16 2. 39 3. 16 4. 23 5. 6 Benefits over the years a. Increased: 28 b. Decreased: 6 c. Remained same: 63 d. Dont know: 3 Style of Leadership a. Authoritative: 25 b. Democratic: 17 c. Laissez Faire: 36 d. Mix: 22 The higher percentage here thought that the style of leadership was laissez faire and then also a mixed approach was adopted.

Implementation of code (Likert scale, 1-5) 1. 37 2. 23 3. 26 4. 7 5. 7 Here, the implementation of the code was found to be either low or mediocre.

Management capabilities of the organization (Likert Scale, 1-5) 1. 6 2. 25 3. 36 4. 23 5. 10 Benefits over the years a. Increased: 32 b. Decreased: 2 c. Remained same: 57 d. Dont know: 9

Style of Leadership a. Authoritative: 41 b. Democratic: 12 c. Laissez Faire: 19 d. Mix: 28 The authoritarian style of leadership was more visible in the private organization where once again, management and pressure were more felt. The level of authority being given to the teachers here is low and probably the amount that is, is for the senior professors who are actually a very strong asset for the institution that needs to be retained. Do you think the type of management Do you think the type of management encourages better performance in the encourages better performance in the

26

employees? a. Definitely: 52 b. Somewhat: 42 c. Not at all: 5 d. Dont know: 1 10 Existence of appraisal system Yes: 12

employees? a. Definitely: 49 b. Somewhat: 46 c. Not at all: 1 d. Dont know: 4

11

12

13

14

Existence of appraisal system Yes: 76 Again, Appraisal system was more existent in the private universities. Disclosure of result of appraisal (public or Disclosure of result of appraisal (public or private) private) Publicly: 81 Publicly: 37 This should lead to discomfort however; it is surprising to see that with this high rate of public disclosure of appraisal results, most of the teachers are still satisfied with the job. Strength of Communication (Likert Scale, 1- Strength of Communication (Likert Scale, 1-5) 5) 1. 21 1. 44 2. 23 2. 25 3. 39 3. 16 4. 7 4. 9 5. 10 5. 6 The channel of communication seems to be As far as communication is concerned, in the in a slightly better position than that in the public institutes it is found to be hampered public institutes however, in absolute terms, and low level. it is still low. Existence of training program Existence of training program Yes: 67 Yes: 51 More training programs are found to exist in the public sector universities. These are funded directly by the provincial or federal governments and also through officially channeled foreign aid. Existence of teachers council Existence of teachers council Yes: 73 Yes: 43 Less unionization was found to be present in the private sector and this can be found to be discouraged by the authoritarian style of leadership. In the organizations, the teachers are found to be by kept under pressure and way from any social forum for bargaining.

27

15 Overall quality of education in Pakistan a. Very satisfied: 12 b. Satisfied: 19 c. Neutral: 52 d. Dissatisfied: 17

Overall quality of education in Pakistan a. Very satisfied: 6 b. Satisfied: 14 c. Neutral: 24 d. Dissatisfied: 56 Again mostly, both the sides were found to be not satisfied by the quality of education in the country. This dissatisfaction however, was more visible in the private sector institutes.

4.3 Discussion
From the questionnaire surveys some interesting aspects have come into focus. The first and foremost being that teachers in the private sector are found to be under a lot more pressure than those in the public institutes. The styles of leadership in the private sector are found, as told by the teachers of the organization to be authoritarian usually or mixed where as in the public sector the style of management gave more authority and leverage to the teachers. However, interestingly, the students were found to be more satisfied from their growth and provision of education in the private organizations than those in the public ones. Basically, it can be said that teachers in a government job are laid back and so is the management. They are getting the benefits, which have found to increase over the years. Also, according to the students the pressure was more on the teachers in the private institutes than in the public ones. In regards to the management of the human resources however, one thing that is found to be lacking overall in the higher education system is that the existence of formal human resource management system in universities is either low or mediocre. This means that registrars and deans (as have traditionally been the case, before the advent and incorporation of human resource management as a core management subject) are the ones responsible for the teachers issues. These issues then include recruiting, selecting compensating and performance appraisal. This implies that neither has the higher education system in the country matured enough to include strategic human resource management in their operations nor have the organizations achieved the benefit of strategically managing their human resources. Working in a chain then, the impact of it is visible in the last question of the two questionnaires. The overall satisfaction levels with the quality of education in the country were low for both the teachers and the students in both the private and the public organizations. Finally, on average and on a comparative basis, the implementation of a set code was found to exist more in the private organizations than in the public ones again pointing towards the

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direction that the management overall in the private organization is better than in the public institutes. The existence of formal HR department have direct relation with the overall efficiency of institution and the satisfaction of students who are major business of these institutions, as the results showed that private institutions have more integrated and developed in their HR systems and public institutions are lacking to have formal HR department. Due to these fact students in public sector universities are less satisfied whereas students of private institutions are more satisfied. Students of private institutions are less like to pay any consideration to leave their institutions whereas public sector universities student have high consideration to leave their institution. Likewise growth and efficiency of private institutions is high than public sector institutions. HR is guided by the values of efficiency, effectiveness, motivation, job satisfaction and personal growth. The basic objective of HRM system is to ensure that organization has the required number and type of people in terms of their knowledge, skills, and attitudes as and when required(Jadoon and Jabeen 2010) It is therefore, proper and developed human resource management is vital for the efficiency of any organization especially educational institutions which are offering courses and degrees in human resource management. Low level of HR development may cause question mark for their operations to offer degrees and other courses on the importance of human resource management. HR plays an important role for the satisfaction, motivation and retention of employees and other stakeholders as students in the higher educational institutions. Motivation and satisfaction of employees and other stakeholders gives an organization a competitive advantage on its rivals. (Lawler, Edward 2008) note, if any organization desires to have basis for having competitive advantage, it cannot ignore the existence and importance of formal human resource management systems. Organizational structure has to be considered as one of the major reasons for the low level of HR development in higher educational institutions in Pakistan. Many organizations do have very mechanistic structure which does not allow any further developments in an organization. But the any strategic HR approach is difficult to achieve without a supporting organizational structure to facilitate key HR areas for future strategic HR development (Saunder et al 2007)

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There are many researches reveal that the public sector organizations are very centralized and every department is restricted to use authority in decision making and always major decision are made by the one person without the consultation with other important stake holders. Centralization cannot be ignored as one of the major factors hindering HR development in the higher educational institutions in Pakistan. Saunders et al (2007) note centralized structure of an organization led to centralized decision making and low level of autonomy for the other stakeholders of an organization. Public-sector bodies, such as the UK civil service, can be considered to have highly centralized decision-making and low levels of autonomy (Saunders et al 2007) Like UK civil service, Pakistani public institutes are very centralized in their decision making as Pakistan corporate culture is very much influenced by the UK being one of the its colony. It is therefore Pakistan is very similar to UK in most of the areas of business and law.It can be said that overall organizations are authoritarian and due to a large power distance, decision making authority is located at the top management level (khilji, 2004). Culture of Pakistan also posed many hurdles in the way of human resource development in the educational institutions especially public sector institutions as these are most cultural influenced as compare to private institutions. Khilji (2001) has described Pakistan culture as an amalgamation of four characteristics namely Islam religion, Indian origins, British inheritance anti American influences. Still another factor military intervention can be added to this list. Despite the laps of six decades, the centralized structure inherited from colonial period is still prevailing especially in the public sector. The presence of elite classes created during colonial period is still resisting to any change. Therefore, centralized decision making is obvious. Although private sector has shown a tremendous growth yet most of them are owned by individuals or group of individuals representing the elite classes. They are following the traditional approach. That is why private institutes are not much different from the public one.

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Chapter Five: Conclusion and Recommendations

The focus of this research was the management of the human resources especially in regards to the higher education field. Through the review of literature it was concluded that in the competitive world today, where everyone is struggling for their share of the pie, it is important for all business organizations to strategize the maximum number of resources. This aim behind this act is to make the organization gain as much competitive advantage as possible and to optimize its gains from the resources. On the basis of the study it can be concluded that higher educational institutions in Lahore are practicing a low level human resource management.HR department can be the main player behind the prediction of HR devolvement. There is still resistance to HRM convergence in Pakistan and the high power distance culture is shaping many policies and practices. The divergent trends are expected to prevail in this sector until formal HR departments become an integral part of every institute Public and private sector higher educational institutions are very much similar to each other regarding devolvement of HRM. The two sectors are not much different from each other in their patterns of HRM and organizational characteristics. But private sector can be considered as having potential for the development of proper human resource management systems It was also found however, that the study of human resource management in the field of higher education in the developing countries has been seriously lacking behind. It can be implied that because of the lack of education and research about the current state of human resource management in the developing countries, the higher education department in many of the developing countries has been left behind. However, with the advent of privatization, the management of the human resources has automatically gained importance even in the developing parts of the world. This being said, the management of teachers and staff in organizations is not found to be in a good position for both the private and public institutes. Following recommendations may be made based on this research: i) The organizational culture of these institutes needs to be dynamic and supportive to pave the way for proper implementation of human resource management. ii) Management needs to change authoritative style of administration. iii) Further research may be encouraged to facilitate formal human resource management systems in these institutions.

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iv) Centralization may be replaced by decentralization to implement proper human resource management. v) All the stakeholders may be taken into consideration while forming organization strategy. vi) Political influence especially on public sector institutions has to be minimized. vii) Development of the formal human resource departments in these institutions which are currently lacking to lead strategic HR policies in line with modern needs. viii) Moreover, there is need to have collaboration between the public and the private sector institutions so as to merge accountability and entrepreneurship and finally. ix) The ministry of education in Pakistan and especially the higher education commission needs to focus on the point of establishing, developing and checking human resource management department in the universities and also, these departments need to be excellently administered.

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Appendix A: Questionnaire for Students ii) Gender? a. Male b. Female Institution: How satisfied are you from the quality of education in the University? a. Very satisfied b. Satisfied c. Neutral d. Dissatisfied Over the time that you have spent in the institute, has you level of satisfaction with the quality of education a. Increased b. Decreased c. Remained Constant d. Dont know Does your university provide enough extra curriculum activities? a. Definitely b. Somewhat c. Not at all d. Dont know How important is the management of staff at the level of higher education? a. Extremely important b. Somewhat c. Not at all d. Dont know Do you think your university provides a platform for you to grow personally, socially and academically all at the same time? a. Definitely b. Somewhat c. Not at all d. Dont know Do you aware of a formal human resource management department exist in your organization? a. Yes b. No Do you think that the staff members in your university face a lot of pressure from the management?

iii) iv)

v)

vi)

vii)

viii)

ix)

x)

36

xi)

xii)

a. Definitely b. Somewhat c. Not at all d. Dont know e. Have you ever considered leaving this institute for another institute? a. Almost always b. Sometimes c. Never d. Never thought about it Overall, are you satisfied by the quality of higher education and its management in Pakistan? a. Very satisfied b. Satisfied c. Neutral d. Dissatisfied

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Appendix B: Questionnaire for the Teachers ii) Gender? a. Male b. Female Institution: How long have you been working in this organization? a. Under 1 year b. Around 1 year c. Around 3 years d. Over three years How satisfied are you by working in this organization? a. Very satisfied b. Satisfied c. Neutral d. Dissatisfied Is there a formal Human Resource management department in your institution? a. Yes b. No Is there a formally written code for human resource management in your institution? a. Yes b. No On a scale of 1 to 5, how well is that code implemented? a. 1 b. 2 c. 3 d. 4 Over the years, have the benefits given to employees a. Increased b. Decreased c. Remained same d. Dont know How would you rate the management capabilities of the organization (one being the lowest and four being the highest)? a. 1 b. 2 c. 3 d. 4 How would you define style of management in your work place? a. Authoritative b. Democratic c. Laissez Faire d. Mix Do you think the type of management encourages better performance in the employees? a. Definitely b. Somewhat c. Not at all d. Dont know

iii) iv)

v)

vi)

vii)

iv) v)

viii)

ix) x)

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xi)

xii)

xiii)

xiv)

xv)

xvi)

Do you think there is a proper quality appraisal system in place in your organization? a. Yes b. No Are the results of the evaluation disclosed publicly or privately? a. Publicly b. Privately How would you rate the strength and level of communication between the management and the employees? a. 1 b. 2 c. 3 d. 4 Is there a training program for teachers in place in your institutions? a. Yes b. No Is there a teachers council, or any other social platform for the teachers of your institution? a. Yes b. No How satisfied are you from the overall quality of higher education in Pakistan? a. Very satisfied b. Satisfied c. Neutral d. Dissatisfied

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Appendix C: Questionnaire for Students i) Gender? a. Male b. Female Institution: How satisfied are you from the quality of education in the University? a. Very satisfied b. Satisfied c. Neutral d. Dissatisfied Over the time that you have spent in the institute, has you level of satisfaction with the quality of education a. Increased b. Decreased c. Remained Constant d. Dont know Does your university provide enough extra curriculum activities? a. Definitely b. Somewhat c. Not at all d. Dont know How important is the management of staff at the level of higher education? a. Extremely important b. Somewhat c. Not at all d. Dont know Do you think your university provides a platform for you to grow personally, socially and academically all at the same time? a. Definitely b. Somewhat

ii) iii)

iv)

v)

vi)

vii)