Personnel Management in Pakistan
In every organization there is someone who is designated to take care of the welfare and performance of persons who are a part of the operations. When an individual or a team of individuals takes on this task of seeing to programs and setting policies that impact everyone associated with the organization, they are engaged in the process of ‘personnel management’ which is also known as ‘human resources (HR) management’. The function of the personnel manager usually begins with the staffing process. The manager may be focused on screening and interviewing applicants, with an eye to placing individuals with the right skill sets in the right position within the company. The HR manager may also oversee, or be involved in, the creation of entry level training programs as well as continuing education for existing employees. Determining company policies and procedures as they relate to personnel is another important aspect of personnel management. HR functions often include drafting vacation, sick leave, and bereavement policies that apply to all employees. The personnel management team is also often responsible for managing any healthcare program provided to the employees as well. Emotional welfare of the employees is also another are HR is involved in. A well-adjusted employee is an asset to the company. Hence, personnel management tries to provide opportunities for their employees who need counseling.
The input of effective personnel management is also needed is in the drafting of the company handbook. The personnel management helps in drafting and reviewing the company handbook which cover operation policies and procedures, requirements for employment, commendation and disciplinary procedures and even dress code. These need to be compared with state and federal guidelines before it is ready to be released to the company.
The literature on the current state of HRM in Pakistan is limited. “Cross-cultural management research has also largely ignored the development of HRM in similar postcolonial economies. Established as a quasi-religious state in 1947, Pakistan inherited a number of British colonial legacies such as those vested in its legal frameworks, its power elites, and in its civil and military administrative structures, all of which have profoundly informed its national character and in turn, management practices of government organizations. Following its independence in 1947, the civil-military elites have expropriated their means of power, dominated public sector enterprises (PSEs), and these changes, amongst others, have been central to the development of now prevailing HRM practices in PSEs and private (local) organizations. Post 9/11 climate has far-reaching implications for its public institutions and enterprises where Pakistan earned a lot of attention from international donors and promised good governance and transformation of government organizations. (Jhatial, Ashique Ali et al. Human resource management practices in postcolonial and post- 9/11 climate: empirical evidence from Pakistan. Bradford University School of Management. https://docs.google.com/viewer?url=http%3A%2F%2Fwww.edamba.eu%2Fuserfiles%2Ffile%2FAli%2520Ashique%2520Paper%2520for%2520EDAMBA%2520Soreze%2C%2520Paris.pdf, retrieved 22 April, 2011. 2-23.)”
“Due to colonialization of the country, a culture of cronyism, nepotism, sycophancy and preferential treatment in HRM practices are embedded in many government organizations in Pakistan. The prevalence of such a culture in the government and private sector organizations make affirmative action policies and organizational justice as foreign concepts. Traits of sycophancy, flattery and ‘pleasing the boss’ persist in the workplace in public and private sector enterprises and widely affect HRM policies and practices. Organizational structure of government and private (local) companies are hierarchical and beurocratic, elitist and imperialist mindset exist in higher authorities with centralized decision making sparing little role for HRM department. Marketing, Finance and IT/Computing have earned much focus and investment in past decades by ignoring the field of HRM which needs substantial concentration of authorities in Pakistan especially in government organizations. (Jhatial, Ashique Ali et al. Human resource management practices in postcolonial and post- 9/11 climate: empirical evidence from Pakistan. Bradford University School of Management. https://docs.google.com/viewer?url=http%3A%2F%2Fwww.edamba.eu%2Fuserfiles%2Ffile%2FAli%2520Ashique%2520Paper%2520for%2520EDAMBA%2520Soreze%2C%2520Paris.pdf, retrieved 22 April, 2011. 27.)”
In one study that was released on the State Bank of Pakistan (SBP), it was studied that there were issues relating to human resource management and administration that were of grave concern to the staff and officers posted at the bank during the time of its establishment. Transitional problems were successfully and smoothly overcome but issues relating to fresh recruitment, promotions and performance evaluation continued to be problematic issues for the Bank. The Bank had been undergoing many changes in its structure and administration.
Whilst tackling problems in various departments, the Bank concentrated in training and developing its human resources department. There were in-house training and orientation courses arranged for the employees to improve their operational skills. The overall direction of the Bank was towards nurturing the strength of the human capital at its disposal. This will help create progressive environments with a thorough commitment of the staff to meet challenges of the ever-changing business requirements and customer needs. The training was conducted by various institutions like the National Institute of Banking and Finance (NIBAF), Institute of Bankers Pakistan (IBP), Sidat Hyder Morshid & Associates, Institute of Cost and Management Accountants of Pakistan (ICMAP), National Institute of Public Administration (NIPA) and several other renowned institutions. (Human Resources Management. SBP BSC: An Overview of Performance. https://docs.google.com/viewer?url=http%3A%2F%2Fwww.sbp.org.pk%2Fsbp_bsc%2Fapr%2Fe.%2520chapter%25205%2520%2520_Nz._.pdf, retrieved 22 April, 2011. 37.)”
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