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STRATEGIC HUMAN RESOURCE MANAGEMENT

FINAL PROJECT REPORT

SUI NORTHERN GAS PIPE LINES LIMITED

“STUDY OF HUMAN RESOURCE AT STRTEGIC AND FUNCTIONAL


LEVEL”

ASSIGNED BY:

PROF. S SOHAIL

ASSIGNED TO:

MUBASHRA ARIF
AYESHA RAFIQUE
JAWAD ABDUL KHALIQ
SAMREEN NAEEM
AHMED IFTIKHAR
HASSAN QADIR

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SUI NORTHERN GAS PIPE LINES LIMITED

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ACKNOWLEDGEMENTS

We are very grateful to Mr. ZULQURNAIN AHMAD Senior General manager Human
Resource Department. He gave us his valuable time besides being busy. We also want to
thank Prof. Sohail Saleem who encourages us to study a Pakistani based company to learn
about this very subject more closely with practical information and knowledge.

TABLE OF CONTENTS

S.NO TOPICS Page No.

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1. Introduction to the company 6

2. Core values of the company 7

3. Vision and Mission statements 8

4. Corporate Strategy 9

5. Strategic Objectives 9-10

6. Human Resource At Strategic Level 10

7. Company’s current and future projects 10-11

8. Hierarchy of the Organization 11

9. Human Resource Committee 11-12

10. Organogram 13

11. Human Resource At Functional Level 14

13. Pattern of Job Analysis 14-17

14. Job Design 16-17

15. Recruitment 17-19

16. Selection 18-19

17. Employee Retention 19

18. Orientation 20-22

19. Training & Development 23-29

20. Performance Appraisal 30-33

21. Feed Back System 34

22. Compensation System 34-35

23. Promotions 35

24. Employee Motivation 36

25. Conclusion 37

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SUI NORTHERN GAS PIPE LINES LIMITED

Introduction

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Sui Northern Gas Pipelines Limited (SNGPL) is the largest integrated gas company serving
more than 3.4 million consumers in North Central Pakistan through an extensive network in
Punjab and NWFP. The Company has over 46 years of experience in operation and
maintenance of high-pressure gas transmission and distribution systems. It has also expanded
its activities to undertake the planning, designing and construction of pipelines, both for itself
and other organizations. SNGPL operates in a region of the nation that has a rapidly growing
demand for natural gas and power generation due to significant industrial development.

SNGPL was incorporated as a private limited Company in 1963 and converted into a public
limited company in January 1964 under the Companies Act 1913, now Companies Ordinance
1984, and is listed on all the three Stock Exchanges of the Country.
SNGPL has 3,451,142 consumers comprising Commercial, Domestic, General Industry,
Fertilizer, and Power & Cement Sectors. Annual gas sales to these consumers were 584,895
MMCF worth Rs. 168,933 million during Jul 08 - Jun 09. SNGPL has 3,451,142 consumers
comprising Commercial, Domestic, General Industry, Fertilizer, and Power & Cement
Sectors. Annual gas sales to these consumers were 584,895 MMCF worth Rs. 168,933
million during Jul 08 - Jun 09.

Core Values of SNGPL

SNGPL has following core values which are completely embedded in their culture.

 COMMITMENT
We are committed to our vision, mission, and to creating and delivering stakeholder
value.

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 COURTESY
We are courteous - with our customers, stakeholders and towards each other and
encourage open communication.
 COMPETENCE
We are competent and strive to continuously develop and improve our skills and
business practices.
 RESPONSIBILITY
We are responsible as individuals and as teams - for our work and our actions. We
welcome scrutiny, and we hold ourselves accountable.
 INTEGRITY
We have integrity - as individuals and as teams - our decisions are characterized by
honesty and fairness.

Vision Statement

To be the leading integrated natural gas provider in the region seeking to improve the
quality of life of our customers and achieve maximum benefit for our stakeholders by
providing an uninterrupted and environment friendly energy resource.

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Mission Statement

A commitment to deliver natural gas to all door steps in our chosen areas through
continuous expansion of our network, by optimally employing technological, human
and organizational resources, best practices and high ethical standards.

Corporate Strategy

Increase and expand gas distribution networking throughout the country by increasing
profitability and customer satisfaction.

SNGPL's Key Strategic Objectives

SNGPL is committed for:

 Improve the quality of service to the customer’s satisfaction by implementing OGRA


performance and service standards.

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 Play its role in the Country’s economic prosperity by industrial outreach through gas
supply to reduce dependability on imported liquid fuels and to save foreign exchange.
 Endeavour to bring down Unaccounted for Gas (UFG) losses to internationally
acceptable levels.
 Create awareness and enforce adherence to Health, Safety & Environment (HSE)
policies and standards.
 Emphasize Human Resource Development (HRD) for quality work and customer
satisfaction.
 Maximize the sale of available gas from indigenous sources by entering into new
areas through development and expansion of the requisite infrastructure.
 Introduce policies and practices leading the company from a monopoly situation into
a competitive market, thus facilitating the impending privatization.
 Improve financial discipline through prudent investment and borrowing.
 Improve internal controls and risk management to achieve maximum operational
efficiency of the system.
 Automate the Company’s systems and processes through Enterprise Resource
Planning (ERP) for better efficiency and internal control.

 Upgrade measurement facilities to ensure accuracy in quality and quantity of gas


at custody transfer points.
 Motivate employees through market compatible emoluments and create conducive
working environments.

HUMAN RESOURCE AT STRATEGIC LEVEL


SNGPL’s Human Resource Strategy

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It is very clearly evident from the corporate strategy and company’s strategic objectives that
company is right now in growth mode. Company is expanding its operations throughout the
country. So for meeting its goals and objectives company is using:

Growth- prospector –high- tech-entrepreneurial-strategy

Company is currently engaged in following projects showing the level of HR involvement at


every level i.e. both blue and white collar. These activities show the company is involved at
several projects which ultimately demand suitable persons at suitable positions.

Current & Future Projects

Sr. DIA Length Commissioned


Activity
No (Inch) (KM) On
1 Rawat – Murree Line 12 58.00 77%
2 Sukho – Rawat Line 16 35.50 23%
Choa – Bestway Cement- D.G Cement –Chakwal
3 10 23.00 98%
Cement Line
4 Makori Line for M/s MOL Pakistan 10 9 -
Badar Gas Field – Qadirpur Gas Field Line for M/s
5 8 20.50 99%
Pakistan Explorations Ltd.
    Total 145.50  
Budgeted Cost (Million Rs) 1125.00

Future Projects
 The conceptual study of Project-IX is underway to carry maximum gas beyond Multan, to
facilitate gas consumers from all walks of life in central Punjab and Northern areas of the
country. The basic intent of Project-IX is the elimination of bottle necks in SNGPL’s existing
transmission network and to transport gas to independent Power Plants in Punjab province,
through system up-gradation with loop lines and system compression enhancement, beside
construction of pipelines to absorb additional gas available from gas sources of Potohar
region and newly discovered Gurguri-Makori field in Karak District of NWFP province.

Hierarchy of the Organization


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Company is operating under board of directors and several committees that are:

 Finance committee
 Audit committee
 Human resource committee

Human Resource Committee:

The Human Resource Committee comprises six non-executive directors and the Chief
Executive. It is primarily responsible for making recommendations to the Board inter-alia for
maintaining a sound organizational plan of the Company, effective employees’ development,
compensation programme and specific succession plans for Senior Management positions.

Responsibilities
The Committee will be responsible for making recommendations to the Board for
maintaining:
 A sound plan of organization for the Company.
 An effective employee’s development programme.
 Sound compensation and benefit and plans, policies and practices, designed to attract
and retain the caliber of personnel needed to manage the business effectively.

Functions
Review organization structure periodically to:
 Evaluate and recommend for approval of changes in organization, functions, and
relationships affecting Management positions equivalent in importance to those on the
Management position schedule.
 Establish plans and procedure which provide an effective basis for Management
control over company manpower.
 Determine appropriate limits of authority and approval procedures for personnel
matters requiring decision at different level of Management.
Review the employee’s development system to ensure that it:

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 Foresees the Company’s Senior Management requirement.
 Provides for early identification and development of key personnel.
 Brings forward specific succession plans for Senior Management positions.
 Training and development plans.
Compensation and Benefits:
 Review data of competitive compensation practices and review and evaluate policies
and programmes through which the corporation/Company compensates its employees.
 Review salary ranges, salaries and other compensation for CEO and Senior.
 Management/Executive Directors reporting to the CEO.

Powers
The Board has delegated its limited powers to the Human Resource Committee to deal with
certain human resource matters.

Hierarchy of the Organization

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Source: www.sngpl.com.pk

Under the committee and board of directors managing director is looking the company.
Under M.D there are several departments including Human Resource department.

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The Human Resource department work under Senior General Manager. Under Senior
General Manager, G.M Human Resource operations & G.M Training and Development
operate. Under these two G.Ms Chief of Human resource services operates.

All these executives are responsible for human resource department.

HUMAN RESOURCE AT FUNCTIONAL LEVEL

Sui Gas Company Limited is engaged in the transmission and distribution of natural gas in
Pakistan. It is also engaged in the construction of high pressure transmission and low pressure
distribution systems. The Company is involved in certain activities related to the gas
business, including the purchase and sale of gas meters, and construction contracts for lying
of pipelines. The company is in growth mode and they are expanding their business day by
day by starting new projects, for starting new projects they required new employees who can
work on their projects that are why their demand is high as compare to the supply.

PATTERN OF JOB ANALYSIS


They are in growth mode and expanding their business, so Job analysis is done when they
have to start new projects; they collect data about the jobs performed in an organization by
performance management system, they prepare job descriptions according to the new project
and measure the key performance of the employees. And find out where they need new
employees.

Data collection method:

Company is using following methods:

 Interview
 Observation

Interview:

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Employees about a particular job are interviewed about the specific work activities that the
job comprises. This interview is done by the supervisors and chief in charges at subordinate
level. While executive level and officer level employees are interviewed by chiefs and head
of the department sometimes depending upon the nature of the job.

Observation:

This method is adopted at blue collar jobs like for welders, meter readers, pipe fitters etc.
This observation of work is done by immediate supervisors to evaluate the working capacity
and technique of the worker.

Report Formation:

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Once the job analysis information has been collected, it is important to place it into a form
that will be useful to managers and human resource department, for this purpose company
uses HRMS Oracle to convert the data into useful information.

Review and Updating:

Managers and personnel specialists need to review job description and specification
frequently. This review is done with an eye on the corporate strategy so company updates its
job description and specification on annual basis.

JOB DESIGN

In SNGPL two basic approaches are used for designing the jobs of the employees:

 Job rotation
 Job enrichment

Job Rotation:

As the term suggests, job rotation is concerned with the action of enabling employees to
switch job roles or functions for a period of time. The overall goal is to develop the
individuals so that they have increased their skills, knowledge and experience by the end of
the process. SNGPL is using this approach from past 10 years.

Job Enrichment:

Job enrichment includes a number of different workplace practices, such as quality circles,
self-directed teams, job rotation, information sharing and others. One possible motivation for
adopting such practices is to challenge and motivate workers, and to encourage them to
participate in improving productivity, safety, and the quality of their product.

Objectives:

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 To determine participants’ views of what has made them most and least productive in
past work situations.
 To compare participants’ responses
 To explore with participants conditions under which the principles of job enrichment
would likely be most and least effective.

SNGPL is also using this technique at top management level so that the management of today
can participate in the policy making of tomorrow.

Job Sharing:

In job sharing employees can share the work load of the job. In this technique people
belonging to same job caliber can easily divide the burden. In SNGPL mostly this technique
is used in departments like procurement, metering and monitoring.

RECRUITMENT

In SNGPL following methods are used for executive, subordinate and labor class jobs:

Make or buy an employee:

The company preferred to make employees at both level blue collars and white collars. They
hire little bit skilled employees then further train them according to the requirement and
nature of their job and the project they are going to dealing with.

Recruiting methods:

Company is using both internal and external recruiting methods. They go for the direct
advertisement for the executive level jobs and for this purpose they give advertisement on
their website as well as in both Urdu and English news papers.

At subordinate level most of the hiring is done from within the company. Like blood relations
are given the jobs of their deceased one’s (who died during job) and retired one’s and also of
employees who are in service.

Applying process:

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Applicants for the jobs have to apply online through company’s website where all required
data is being collected for the advertised post.

SELECTION PROCESS

SNGPL uses following selection methodology:

Selection Criteria:

 Short listing

Selection process of the company is, first of all receive the online application then
they need to analyze the academic career of the applicant , they check that either it is
up to the merit list or not then they short listed the applicants who have first division
throughout in their academic career.

 Test

Then they take computer based test from the short listed applicants. The test is based
on:

 Post related questions


 General knowledge
 Quantitative questions

Also while selecting the candidate company also asses the required technical as well soft
skills in the prospective employee.

 Soft skills
 Technical skills

As company is categorized as engineering company so the weight age among these 2 skills
is:

 40% soft skills


 60% technical skills

And at the end which applicants qualified for the next level they are called
for final interview

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Interview process:

Panel interviews based on 3-4 people are conducted from the selected applicants. This panel
is comprised of GM of the relevant department and Chiefs of that department and other top
heads.

Physical check up:

Before issuing the appointment letter to the selected applicant a general checkup is held by
the company for the applicant. They provide their own general physician for the checkup of
the selected applicant.

EMPLOYEE RETENTION

Tactics used to retain the employees:

SNGPL like any other organization wants to keep its employees which are a valuable asset
for the company committed to the company.

The tactics which are used by the company are:

 Gratuity
 Pension
 Provident

By using all these tactics they retain their employees.

ORIENTATION

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The selected future employees then invited for orientation program.

The duration of the orientation program is usually of 10 days. Starts from 9:00a.m till
4:00p.m.The orientation program comprised of:

 Class room lectures


 Field visits

It depends upon the nature of job that what type of orientation should be used. Normally,
head of the department and other officers of the concerning department conduct this
orientation program. For blue collars informal orientation is used.

Purpose of orientation:

The purpose of orientation is to provide information to the employee about the company. Its
policies, procedures and the job span including retirement plan, benefits etc. company
management provides complete information about company.

Our Company:

 Philosophy/Values/ Mission Value


 Proposition for clients (What we deliver, Our clients, Typical engagements)
 Goals and Objectives (Where we are going)
 Strategies (How we will get there)

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 Organizational structure (Who are the key players)
 Careers (What potential roles you will play)

Work Life at Organization:

Introductions:

 Company Team(In Office, At Site)


 Resources
 Limitations
 Work Space
 Telephone Etiquette
 The Client Contact

First Contact:

 The Interview (How to)


 Client Awareness (What to look for)
 Consistent Image (How to dress, Logo Wear, Nametags, Memorabilia)
 Marketing (What and How to)

The Client:

 Their Business
 Their Environment (Business, Technical)
 The Application

 The Purpose/Interests/Value of the Relationship


 Key Players

Consulting:

 Non-disclosure/Non-complete

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 Do’s and Don’ts
 Role of Consultant
 Problem Solving Methods
 Client Communication
 Conflict Resolution

Policies and Practices: (What we expect)

 Personnel (Performance Reviews, Dress Code, Parking, Harassment, etc.)


 Financial (Time Sheets, Pay, Overtime, Expenses, etc.)

Do’s and Don’ts: (Working with the clients)

 Consultant Expectations
 Communication (Top-Down, Bottom-Up)
 Professional Development
 Technical Skills
 Consulting Skills

Support:

 Technical
 Personal

Benefits:

 Time-off/Vacations/Holidays
 Healthcare
 Education Assistance
 Other (Reimbursements, Cars, etc.)

TRIANING AND DEVELOPMENT

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There are following procedures used for training and development of the employees by the
organization:

Training

SNGPL used various methods and techniques for training its employees and these are:

 On job training
 In house training
 Off job training
 Induction training

On job training:

In on job training the employees are rotated into various departments to coin the skills and
learn the methodologies used in the organization. SNGPL is gas transmission and
Distribution Company so it has very wide operations and procedures which must be learned
and practiced by the employees.

In house training:

SNGPL provides in house training to its employees. Company has its own training institute
named as SNGTI (Sui Northern Gas Training Institute). Here the company invites
external speakers and trainers time and again to train their employees. Besides company has

its own training staff too.

This training institute provides training to the employees according to the requirements of the
job and the upcoming projects. More over it gives training not only for technical but for the
soft skills as well.

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Induction training:

Induction training is important as it enables a new recruit to become productive as quickly as


possible. It can avoid costly mistakes by recruits not knowing the procedures or techniques of
their new jobs. The length of induction training varies from job to job and depends on the
complexity of the job. In SNGPL following areas are included in induction training:

 Learning about the duties of the job


 Learning the values and aims of the business
 Learning about the internal workings and policies of the business

TRAINING SCHEDULE FOR JUNE 2010

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Off job training:

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Company also provides off job training to its employees in special circumstances. When there
is a project and a specialized skill is required in gas pressure checking or pipe installation
under a river or some canal in these cases if company required expertise so it mostly send its
employees for training purposes abroad or sometimes ask the foreign company to send
trainers to train their employees.

DEVELOPMENT

Employee development is a joint, on-going effort on the part of an employee and the
organization for which he or she works to upgrade the employee's knowledge, skills, and
abilities.

Stages of Employee Development:

 Everyone goes through several stages of development as they move from being a
career "beginner" to a full expert in their field. Each stage has specific needs and tasks
to consider.

 As you work with employees on development, it can be helpful to look at their stage
in order to find the best kind of activities for them. If an employee has recently
completed a career change, he or she is probably in the "exploration and trial" stage.

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 If, on the other hand, he or she has burned out on his or her career, he or she might be
in "disengagement" even though chronologically he or she might be in his or her early
thirties in age.

Stage Characteristics Needs Tasks

Work with regular Learn to ask for help Develop self-image


guidance in the job
Exploration and Trial Learn to take
Work is routine, initiative
detailed

Establishment and Has own area of Build a reputation Accept


Advancement responsibility organizational

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Learn to work realities
Work independently independently
Learn how to cope
Independence and Produce significant
specialization results Deal with change or
lack of it

Learn how to get


ahead

Responsible for Feel disappointment Develop others


guiding others if goals are not through knowledge
Mid Career: Growth,
achieved
Maintenance,
Use great breadth of Serve as mentor
Decline
technical skill to Learn to help others
support organization

Use experience to Prepare Learn to let go


provide direction for psychologically for
the organization retirement Achieve balance in
Disengagement
life
Influence decisions Learn to accept a
different role

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Executive development program is mandatory at grade -3.GRADE 4 had to get training for
the gas control in overview of company and they are also trained for leadership skills.
Senior management has provided with outdoor training and external trainers are arranged for
work-shops in SNGDI. Successful employee development requires a balance between an
individual's career needs and goals and the organization's need to get work done. In this way
company make its executive level employees a useful figure in company’s strategy and
policy making.

SNGPL EXECUTIVE GRADING

GRADE RANK/DESIGNATION
1-3 OFFICERS

4 EXECUTIVE OFFICERS
5 SENIOR EXECUTIVE OFFICERS

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6 DEPUTY CHIEF OFFICER

7 CHIEF OFFICERS
8 GENERAL MANAGERS (G.M)

9 SENIOR GENERAL MANAGERS (SMG)

PERFORMANCE APPRAISAL

It is a process by which a manager or consultant;

(1) Examines and evaluates an employee's work behavior by comparing it with preset
standards

(2) Documents the results of the comparison

(3) Uses the results to provide feedback to the employee to show where improvements
are needed and why?

Performance appraisals are employed to determine who needs what training, and who will be
promoted, demoted, retained, or fired. The performance appraisal is done either formally or
informally.

Aims of a performance appraisal:

The aims of the performance appraisal are;

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 Give employees feedback on performance
 Identify employee training needs
 Document criteria used to allocate organizational rewards
 Form a basis for personnel decisions: salary increases, promotions, disciplinary
actions, bonuses, etc.
 Provide the opportunity for organizational diagnosis and development
 Facilitate communication between employee and administration
 Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.
 To improve performance through counseling, coaching and development.

Method used for performance appraisal at SNGPL:

The organizations uses the latest technique is MBO. The appraisal has started in June and
ends on July.

Management by objectives (MBO):

It is a systematic and organized approach that allows management to focus on achievable


goals and to attain the best possible results from available resources.

It aims to increase organizational performance by aligning goals and subordinate objectives


throughout the organization. Ideally, employees get strong input to identify their objectives,
time lines for completion, etc. MBO includes ongoing tracking and feedback in the process to
reach objectives.

Features of MBO’s:

 It emphasizes participative in set goals that are tangible, verifiable and


measureable.

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 Focuses attention on what must be accomplished rather than how it is
accomplished.
 It is dynamic system which seeks to integrate the company’s need to clarify and
achieve its profits and growth targets with the managers need to contribute and
develop.
 It is systematic and rational technique that allows management to attain maximum
results from available resources.

In SNGPL employees set goals for themselves which they have to achieve throughout the
year and these goals are in total integration with the strategic work approach. In the
organization KPI’s are used which indicate the level of performance of employees.

Key Performance Indicators:

 Key Performance Indicators are quantifiable measurements, agreed to beforehand,


that reflect the critical success factors of an organization.
 They must reflect the organization's goals, they must be key to its success, and
they must be quantifiable.
 Key Performance Indicators usually are long-term considerations. The definition
of what they are and how they are measured do not change often.
 The goals for a particular Key Performance Indicator may change as the
organization's goals change, or as it gets closer to achieving a goal.

Key Performance indicators in SNGPL:

Human resources KPI

They include KPI about human resources management such as employee loyalty, labor
relation, compensation, training and development, recruitment etc.
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 Recruitment KPI

They include KPIs about recruitment process.

 Training KPI

They include KPIs about training process.

 Health and safety KPI

They include KPIs about health and safety.

 Performance KPI

They include KPIs about performance management.

 Employee loyalty KPI

They include KPIs about employee loyalty.

 HR efficiency KPI

They include KPIs about efficiency of workforce.

 Labor relation KPI

They include KPIs about labor relation in company.

 Regulation compliance KPI

They include KPIs about regulation compliance.

 Workforce information KPI

They include KPIs about workforce information

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Purchasing KPI

Purchasing KPI include KPI examples such as delivery on time , delivery is not enough
quantity / quality, quantity bought over required, purchasing cost, cost of purchasing units,
transaction cost unit of purchasing, suppliers rating.

Financial KPIs

Financial KPIs include key performance indicators such as asset management, payroll
management etc.

Accounting KPIs

Accounting KPIs include key performance indicators such as accounts payable management,
accounts receivable management etc.

FEEDBACK SYSTEM AT SNGPL

The company uses 360 degree appraisal for getting feedback regarding employee’s
performance. As we know that 360 degree appraisal feedback is the process by which an
individual’s performance is assessed through feedback from managers, peers, customers and
the individual himself.

Over here the employees at Sui Northern Gas Company are in the same way accessed with
regard to their performance of jobs and duties which are reported by the supervisors,
coworkers. Finally the employee himself gives feedback about his performance and duties.

COMPENSATION SYSTEM

Compensation systems are basically developed to reward employees behavior so that they are
lead to accomplish organizations overall goals and objectives. As we went through the
companies compensation system and found the company uses the following systems for
compensation of their employees:

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 Performance based rewarding
 Extrinsic rewards.
 Union based (CBA).

Performance Based

As already discussed that the organization tracks and recognizes the well performers, they are
rewarded in the same way according to their performance in there department and are
highlighted amongst the others in the department so that they can also strive to become a well
performer. The employees are awarded. Company used performance based compensation
system in which it provides monetary rewards to its employees.

Extrinsic rewards:
Company rewards its employees through extrinsic rewarding system which include:
 Pay roll increments
 Bonuses

 Provident fund
 Bonds
 Stock owner ship
This compensation system is for officers and subordinates.

Rewarding for labor class:


Company provides compensations to the labor class through:
 Over time payment
 Commissions
Mostly company compensate the blue collars through union based system or Collective
Barraging Agent.
As we went through with the compensation system, we found that another system prevailing
in the organization was through the union which is working, managing and participating in
many affairs of the organization. Certain employees were availing the compensation benefits

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through the influence of the Union of the organization. The person who had a close type of
relationship with the union can easily avail the opportunity of the compensation.

This caused a big problem though as the well performers when found the medium or low
performers to be getting the same benefits, incentives & rewards similar to them they get
demotivated. The person who is recommended by the union becomes entitled to
compensations and benefits.

PROMOTIONS

In SNGPL employees are promoted on the basis of their overall performance in the required
fields. The officers of grade 1-3 are promoted on the basis of their yearly performance and till
grade-3 officers are promoted in the same manner. But after grade-3 it is mandatory for the
officers to clear gas control test to get promotion in grade-4.

At executive level not only the yearly performance is considered but also further trainings are
put into consideration of other fields.

At labor level promotions are given on the learned skill level. And after necessary training
they are promoted to the positions of pipe line supervisor, patrol team head on site, head
technician etc.

EMPLOYEE MOTIVATION

Company use different tools to motivate its employees of all levels. The very basic ones are
discussed before are:

 job rotation
 job enrichment

Motivation is a key to encourage key / high performers. And we went through many
employees of the organization and saw that without motivation it would not have been
possible to even exist and sustain the global competitive environment. So in order to motivate
good performers the company is very much cognizant about the matter, therefore it has made
certain categories of people according to their performance.

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They use a term “High Flyers” which indicate the employees who are the good performers
and they are awarded with this icon on the basis of high performance than other employees.
This way the employees who are made eligible for some rewards, benefits & compensations
by union pressure etc cannot be called by this icon as they are not high performers.

Company high light these people inside the organization as good performers. This title is
given on the basis of their 1 year performance.

High flyers are moreover motivated by carrying out there developmental sessions where there
further future plans are discussed and they are lead to a way of to achieve more efficiency
and perfection in their work.

At subordinate level company uses to motivate through nominate these employees in Hajj
Draw. The good performers are nominated in hajj draw and sent for hajj by the company.

CONCLUSION

Through the study of the Human Resource Management of Sui Northern at strategic and
functional level that it is essential for every organization to run all of its businesses and
activities according to their strategic goals and objective and all of these goals and objective
should not only be understood and followed by the top people but also by middle and lower
level.

Every activity especially our concern is HR, so it should be in total agreement and integration
with company goals, vision and mission. A company can only be successful if its Human
resource Department should include in policy making and at strategic level. That thing also
should reflect in minor to major function of human resource and other departments.

RECOMMENDATIONS

After our study of this organization we come up with following recommendations:

 SNGPL should reduce and lighten the number of people at the top management of the
company. There are so many who reports to whom that reduce the momentum of
work and one person’s direct contact to upper authority.
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 The company should have to develop proper human resource functioning in terms of
strategic alliance with the company’s other departments
 We found that company is at the rudimentary level of the establishment of proper
human resource structure i.e. there is no proper system of job description designing
and redesigning. Company should involve lower layer of HR officers so that they
bring in new ideas.
 We feel lack of coordination between lower level and upper level of HR people. They
should improve their coordination level.

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