VOLUME NO. 3 (2012), ISSUE NO.

8 (AUGUST) ISSN 0976-2183

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VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT
A Monthly Double-Blind Peer Reviewed Refereed Open Access International e-Journal - Included in the International Serial Directories
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ii
CONTENTS CONTENTS CONTENTS CONTENTS
Sr.
No.
TITLE & NAME OF THE AUTHOR (S)
Page No.
1%
THE RELATIONSHIP BETWEEN CAPITAL AND OWNERSHIP STRUCTURES WITH THE CREATED SHAREHOLDER VALUE IN TEHRAN STOCK
EXCHANGE
MOHAMADREZA ABDOLI, MOHAMADREZA SHORVARZI & SYED NAJIBALLAH SHANAEI
1
2%
IMPACT OF GOOD GOVERNANCE ON THE CORPORATE GOVERNANCE IN BANGLADESH
MD. ZAHIR UDDIN ARIF, MD. OMAR FARUQUE & UDAYSHANKAR SARKAR
6
3%
DETERMINANTS OF JOB PERFORMANCE OF ADMINISTRATIVE STAFF IN LADOKE AKINTOLA UNIVERSITY OF TECHNOLOGY, OGBOMOSO,
NIGERIA
AKANBI F. K. & OJOKUKU R. M.

!%
THE NEXUS BETWEEN ORGANI"ATIONAL CULTURE AND TOP MANAGEMENT SUPPORT AS AN INFLUENCE TO THE ADOPTION OF
INFORMATION AND COMMUNICATION TECHNOLOGY #ICT$ IN THE RWANDAN COMMERCIAL BANKS
MACHOGU MORONGE ABIUD & LYNET OKIKO
1!
%%
THE ROLE OF CORPORATE REPUTATION ON TRAVEL AND LEISURE COMPANIES PERFORMANCE IN MALAYSIA
SAHAR E-VAHDATI
2&
6%
HR AUDIT' AN EVALUATION OF HR PRACTICIES
MARIAM AHMED
23
(%
BENEFITS AND CHALLENGES OF CONVERGENCE TO INTERNATIONAL FINANCIAL REPORTING STANDARDS BY PUBLIC ACCOUNTABILITY
COMPANIES IN NIGERIA
ISHAQ ALHAJI SAMAILA
2
)%
FACTORS INFLUENCING EMPLOYEE ENGAGEMENT IN AN ENTERTAINMENT INDUSTRY
A. ANGELINE EMMEMA, N.AJJAN & C.KARTHIKEYAN
3%
%
AN INSIGHT INTO XBRL' INDIAN PERSPECTIVE
DR. SUMIT GARG & RITIKA AGGARWAL
!3
1&%
EMPLOYEES* SATISFACTION AND INDUSTRIAL RELATIONS + A STUDY OF SELECTED INDUSTRIAL UNITS OF AHMEDABAD AND ANAND
DISTRICTS
DR. VIJAYSINH M. VANAR
!)
11%
AN EMPIRICAL STUDY ON TALENT MANAGEMENT + AN OUTMOST OPPORTUNITY FOR ORGANI"ATION*S SUCCESS
NANDINI M. DESHPANDE
61
12%
A STUDY OF HUMAN RESOURCES RELATED CONFLICTS IN SOFTWARE INDUSTRIES IN HYDERABAD
RAMAKRISHNA SASTRY GHATTY & DR. V. MADHUSUDHAN PRASAD
6%
13%
CAPITAL STRUCTURE #DEBT,E-UITY$ OF INDIAN PHARMACEUTICAL INDUSTRY + A STUDY
K. PADMINI & C. SIVARAMI REDDY
(&
1!%
GAINING LEVERAGE FROM SUPPLY CHAIN TO MAXIMI"E PROFITS
DR. MADHU JASOLA & SHIVANI KAPOOR
(!
1%%
BUSINESS CYCLE STAGES AND HUMAN CAPITAL COST + AN EMPIRICAL STUDY OF SERVICE SECTOR COMPANIES IN INDIA
DR. YAMINI KARMARKAR & PRACHI JAIN
(
16%
A COMPARATIVE STUDY ON CUSTOMER PREFERENCE ON MOBILE COMMUNICATION WITH REFERENCE TO THE SERVICE PROVIDED BY
PRIVATE #AIRTEL$ AND PUBLIC #BSNL$ SECTOR IN COIMBATORE DISTRICT
DR. G.SAKTHIVEL
)%
1(%
THE BRAND IMAGE & SATISFACTION LEVEL OF DEALERS AND SURROGATE BUYERS OF AMBUJA CEMENT LIMITED IN SAURASHTRA REGION
UTKARSH. H. TRIVEDI & JIGNESH. B. TOGADIYA
))
1)%
SMALL PACKAGING, MAKING THINGS AFFORDABLE #A STUDY OF RURAL CONSUMERS$
RANJEET KAUR & AMANDEEP KAUR
1&&
1%
A REVIEW OF VIRTUAL LEARNING METHODOLOGY IN THE DEVELOPMENT OF SALES WORKFORCE
KETAN KANAUJIA & L. R. K. KRISHNAN
1&6
2&%
CLASSIFICATION OF INVESTORS* IN INDIAN SECURITIES MARKET WITH REFERENCE TO TAMILNADU + A DISCRIMINANT ANALYSIS
DR. V. DHEENADHAYALAN
11%
21%
MARKETING IN ORGANI"ED RETAIL ENVIRONMENT' A RETAILERS PERSPECTIVE
VASUNDRA
123
22%
A STUDY ON EFFECT OF CSR INITIATIVES OF AUTOMOTIVE COMPANIES ON CONSUMER BUYING BEHAVIOR
SHILKI BHATIA
126
23%
EMPLOYEES PERCEPTION ON DAY + SHIFT V.S NIGHT , SHIFT JOBS #WITH SPECIAL REFERENCE TO BPO SECTORS IN HYDERABAD$
ANITA DSOUZA
133
2!%
AN OVERVIEW OF THE CHALLENGES FACED BY ITES .BPO EMPLOYEES IN INDIA AND THE NEED FOR NATIONAL LEGISLATURE TO PROTECT
EMPLOYEE RIGHTS OF THIS SECTOR
ANJALI PASHANKAR
13
2%%
INSURANCE BUSINESS IN INDIA , AN OVERVIEW
VENKATESH BABU S
1!3
26%
LEADERSHIP STYLES IN DYEING AND PRINTING INDUSTRY #WITH REFERENCE TO JETPUR CITY OF RAJKOT DISTRICT$
ANKITA DHOLARIYA
1!(
2(%
INTEGRATION OF INDIAN STOCK MARKET WITH ASIAN AND WESTERN MARKETS
RAKESH KUMAR
1%3
2)%
EFFECT OF SALES PROMOTION ACTIVITIES ADOPTED BY MAHINDRA AUTOMOBILES ON RURAL MARKET OF PUNJAB
PRANAV RANJAN & RAZIA SEHDEV
16&
2%
IDENTIFICATION OF KEY STRATEGIC FACTORS IN APPAREL SOURCING DECISIONS BY INDIAN RETAILERS/ A CASE BASED STUDY
PARAGI SHAH
16%
3&%
GROWTH AND PROSPECTS OF INDIAN MUTUAL FUND INDUSTRY , A REVIEW
B. USHA REKHA
1(1
RE-UEST FOR FEEDBACK 1(
VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT
A Monthly Double-Blind Peer Reviewed Refereed Open Access International e-Journal - Included in the International Serial Directories
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CHIEF CHIEF CHIEF CHIEF PATRON PATRON PATRON PATRON
PROF0 K0 K0 AGGARWAL
)hancellor" 2in#aya3s 4niversity" Delhi
!ounder 5ice-)hancellor" uru obind Sin#h Indraprastha 4niversity" Delhi
67% Pro 5ice-)hancellor" uru Ja0bheshwar 4niversity" +isar

PATRON PATRON PATRON PATRON
SH0 RAM BHAJAN AGGARWAL
67%State Minister for +o0e 8 9ouris0" overn0ent of +aryana
5ice-President" Dadri 6ducation Society" )har:hi Dadri
President" )hinar Synte7 2td% ;9e7tile Mills<" Bhiwani

CO CO CO CO- -- -ORDINATOR ORDINATOR ORDINATOR ORDINATOR
DR0 SAMBHAV GARG
!aculty" M% M% Institute of Mana#e0ent" MaharishiMar:andeshwar4niversity" Mullana" A0bala" +aryana

ADVISORS ADVISORS ADVISORS ADVISORS
DR0 PRIYA RANJAN TRIVEDI
)hancellor" 9he lobal Open 4niversity" $a#aland
PROF0 M0 S0 SENAM RAJU
Director A% )% D%" School of Mana#e0ent Studies" I%%$%O%4%" $ew Delhi
PROF0 M0 N0 SHARMA
)hair0an" M%B%A%" +aryana)olle#e of 9echnolo#y 8 Mana#e0ent" =aithal
PROF0 S0 L0 MAHANDRU
Principal ;Retd%<" Mahara1aA#rasen)olle#e" Ja#adhri

EDITOR EDITOR EDITOR EDITOR
PROF0 R0 K0 SHARMA
Professor" Bharti 5idyapeeth 4niversity Institute of Mana#e0ent 8 Research" $ew Delhi

CO CO CO CO- -- -EDITOR EDITOR EDITOR EDITOR
DR0 BHAVET
!aculty" M% M% Institute of Mana#e0ent" MaharishiMar:andeshwar4niversity" Mullana" A0bala" +aryana

EDITORIAL ADVISORY BOARD EDITORIAL ADVISORY BOARD EDITORIAL ADVISORY BOARD EDITORIAL ADVISORY BOARD
DR0 RAJESH MODI
!aculty" /anbuIndustrial)olle#e" =in#do0 of Saudi Arabia
PROF0 SANJIV MITTAL
4niversitySchool of Mana#e0ent Studies" uru obind Sin#h I% P% 4niversity" Delhi
PROF0 ANIL K0 SAINI
)hairperson ;)R)<" uru obind Sin#h I% P% 4niversity" Delhi

VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE & MANAGEMENT
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DR0 SAMBHAVNA
!aculty" I%I%9%M%" Delhi
DR0 MOHENDER KUMAR GUPTA
Associate Professor" P%J%2%$%overn0ent)olle#e" !aridabad
DR0 SHIVAKUMAR DEENE
Asst% Professor" Dept% of )o00erce" School of Business Studies" )entral 4niversity of =arnata:a" ulbar#a
MOHITA
!aculty" /a0una Institute of 6n#ineerin# 8 9echnolo#y" 5illa#e adholi" P% O% adhola" /a0unana#ar

ASSOCIATE EDITORS ASSOCIATE EDITORS ASSOCIATE EDITORS ASSOCIATE EDITORS
PROF0 NAWAB ALI KHAN
Depart0ent of )o00erce" Ali#arh Musli0 4niversity" Ali#arh" 4%P%
PROF0 ABHAY BANSAL
+ead" Depart0ent of Infor0ation 9echnolo#y" A0ity School of 6n#ineerin# 8 9echnolo#y" A0ity
4niversity" $oida
PROF0 V0 SELVAM
SS2" 5I9 4niversity" 5ellore
PROF0 N0 SUNDARAM
5I94niversity" 5ellore
DR0 PARDEEP AHLAWAT
Associate Professor" Institute of Mana#e0ent Studies 8 Research" MaharshiDayanand4niversity" Rohta:
DR0 S0 TABASSUM SULTANA
Associate Professor" Depart0ent of Business Mana#e0ent" Matrusri Institute of P%% Studies" +yderabad

TECHNICAL ADVISOR TECHNICAL ADVISOR TECHNICAL ADVISOR TECHNICAL ADVISOR
AMITA
!aculty" overn0ent M% S%" Mohali
MOHITA
!aculty" /a0una Institute of 6n#ineerin# 8 9echnolo#y" 5illa#e adholi" P% O% adhola" /a0unana#ar

FINANCIAL ADVISORS FINANCIAL ADVISORS FINANCIAL ADVISORS FINANCIAL ADVISORS
DICKIN GOYAL
Advocate 8 9a7 Adviser" Panch:ula
NEENA
Invest0ent )onsultant" )ha0ba#hat" Solan" +i0achal Pradesh

LEGAL ADVISORS LEGAL ADVISORS LEGAL ADVISORS LEGAL ADVISORS
JITENDER S0 CHAHAL
Advocate" Pun1ab 8 +aryana +i#h )ourt" )handi#arh 4%9%
CHANDER BHUSHAN SHARMA
Advocate 8 )onsultant" District )ourts" /a0unana#ar at Ja#adhri

SUPERINTENDENT SUPERINTENDENT SUPERINTENDENT SUPERINTENDENT
SURENDER KUMAR POONIA
VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
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VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
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INTRODUCTION
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RESULTS & DISCUSSION
FINDINGS
RECOMMENDATIONS.SUGGESTIONS
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SCOPE FOR FURTHER RESEARCH
ACKNOWLEDGMENTS
REFERENCES
APPENDIX.ANNEXURE
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PLEASE USE THE FOLLOWING FOR STYLE AND PUNCTUATION IN REFERENCES'
BOOKS
Bowerso7" Donald J%" )loss" David J%" ;&JJF<" K2o#istical Mana#e0ent%K 9ata Mcraw" +ill" $ew Delhi%
+un:er" +%2% and A%J% >ri#ht ;&JF-<" K!actors of Industrial 2ocation in OhioK Ohio State 4niversity" $i#eria%
CONTRIBUTIONS TO BOOKS
Shar0a 9%" =watra" % ;E''H< 6ffectiveness of Social Advertisin#B A Study of Selected )a0pai#ns" )orporate Social Responsibility" 6dited by David )rowther 8
$icholas )apaldi" Ash#ate Research )o0panion to )orporate Social Responsibility" )hapter &." pp EHI--'-%
JOURNAL AND OTHER ARTICLES
Sche0enner" R%>%" +uber" J%)% and )oo:" R%2% ;&JHI<" Keo#raphic Differences and the 2ocation of $ew Manufacturin# !acilities"K Journal of 4rban 6cono0ics"
5ol% E&" $o% &" pp% H--&'(%
CONFERENCE PAPERS
ar#" Sa0bhav ;E'&&<B KBusiness 6thicsK Paper presented at the Annual International )onference for the All India Mana#e0ent Association" $ew Delhi" India"
&J,EE June%
UNPUBLISHED DISSERTATIONS AND THESES
=u0ar S% ;E'&&<B K)usto0er 5alueB A )o0parative Study of Rural and 4rban )usto0ers"K 9hesis" =uru:shetra 4niversity" =uru:shetra%
ONLINE RESOURCES
Always indicate the date that the source was accessed" as online resources are fre?uently updated or re0oved%
WEBSITES
ar#" Bhavet ;E'&&<B 9owards a $ew $atural as Policy" Political >ee:ly" 5iewed on January '&" E'&E httpBAAepw%inAuserAviewabstract%1sp
VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
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E-
HR AUDIT' AN EVALUATION OF HR PRACTICIES

MARIAM AHMED
INSTRUCTOR
DEPARTMENT OF MANAGEMENT SCIENCES
VIRTUAL UNIVERSITY OF PAKISTAN
LAHORE

ABSTRACT
T! "#$% &'(&)*! )+ ,$* &#&!( $* ,) !-#.'#,! ,! &!(+)("#%/! )+ HR 0!&#(,"!%, 12 #&&(#$*$%3 $,* &(#/,$/!* ,()'3 HR #'0$, #%0 ,) +$%0 )', ,! ().! )+ HR
0!&#(,"!%, $% #/$!-$%3 ,! )-!(#.. )14!/,$-!* )+ 1'*$%!**. D!*/)% E%3$%!!($%3 #%0 C)%*,('/,$)% C)"&#%2 $* /)*!% #* /#*! *,'02. I% ,$* HR A'0$,, ,! &($"#(2
0#,# #* 1!!% 3#,!(!0 +()" ,! !"&.)2!!* )+ ,! /)"&#%2 12 '*$%3 $%,!(-$!5 ,!/%$6'! #%0 $%,!(-$!5 6'!*,$)%* #-! 1!!% #0)&,!0 +()" ,! 0!-!.)&!0
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(!3#(0$%3 &).$/$!* #%0 &()/!0'(!*. T! *#"&.! *$7! $* /)%*$*,!0 )+ ,5!.-! !"&.)2!!* )+ 0$++!(!%, 0!&#(,"!%,* +()" "$00.! #%0 +()%,-.$%! .!-!. ,()'3 &'(&)*$-!
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9: 5!(!#* ),!( 0!&#(,"!%,* #-! $3 ,'(%-)-!( 5$/ $* 9;-<;: 0'! ,) ,! &()4!/, 1#*!0 %#,'(! )+ ,! /)"&#%2. T! /)"&#%2 $* )% ,! 5#2 )+ #/$!-$%3 $,*
1'*$%!** *,(#,!32 5$, ,! !.& )+ HR &(#/,$/!* #%0 &).$/$!*.

KEYWORDS
Descon 2td" 6n#ineerin# 8)onstruction Sector" 6valuation" +u0an Resource Audit" +u0an Resource Practices%

INTRODUCTION
he +u0an Resource depart0ent of an or#ani*ation has several responsibilities% 9he 0ain duties of this depart0ent are e0ployee recruit0ent 8
selection" develop0ent" evaluation" co0pensation and e0ployee relations% 9he role of +u0an Resource depart0ent is chan#in# and a0plifyin# with the
increasin# diversity of the hu0an resource in the or#ani*ations and 0ultifaceted le#al and ethical issues in #lobal or#ani*ations% In a nutshell" today the
+u0an Resource depart0ent is playin# its role towards or#ani*ation as well as towards the society in which it operates% !or fulfillin# these 0ultidi0ensional
responsibilities" it is necessary to evaluate the perfor0ance of +u0an Resource depart0ent at re#ular intervals for 0easurin# its effectiveness and efficiency for
achievin# the #oals of or#ani*ation% 9his evaluation of +R depart0ent and its practices is done throu#h the process of +R Audit which tells the or#ani*ation
about its present standin# and condition%
+R audit is conducted in the or#ani*ation to review and assess the ?uality of hu0an resource practices and policies% 9he tea0 of +R audit consists of +R e7perts
and consultants evaluate the activities of +R depart0ent in ter0s of effectiveness and efficiency% 9hey appraise the role of +R depart0ent in achievin# the
strate#y of the or#ani*ation throu#h this audit% 9he 0a1or ?uantifiable deliverables of +R audit are satisfaction of e0ployees re#ardin# the +R practices and
policies" 0ini0i*e the re#ulatory fines and law suits" increase in efficiency and effectiveness" clarity and understandin# of e0ployees re#ardin# the +R functions
and procedures" low turn-over rate and hi#h retention of best e0ployees%
9he 0ain purpose of this paper is to evaluate the perfor0ance of +R depart0ent of chosen or#ani*ation by appraisin# its practices throu#h +R audit and to find
out the role of +R depart0ent in achievin# the overall ob1ectives of business% As !rans ;&JJJ< e7plicates +u0an Resource Audit as a 0easure to ta:e snapshot of
the +R depart0ent3s current perfor0ance for further i0prove0ent in its syste0s and procedures for enhancin# the efficiency and effectiveness of the
or#ani*ation in #eneral% 9herefore" this paper analy*es the perfor0ance of +R depart0ent of chosen or#ani*ation by assessin# its practices and policies and the
role of this depart0ent in the overall #rowth of the or#ani*ation%

LITERATURE REVIEW
9oday3s role of +u0an Resource depart0ent is 0ore pro-active and it has responsibility to find out the causes of e0ployee dissatisfaction and 0is0ana#e0ent%
If there is need to scan the environ0ent for identifyin# the chan#in# trends of the business practices" there is also a need of usin# a research based approach to
evaluatin# +u0an Resource activities ;2en#nic: 8 2en#nic:" &JHH< and it can be achieved by widenin# the scope of the +u0an Resource audit so that it covers
the corporate strate#y" the +u0an Resource function" 0ana#erial confor0ity and e0ployee satisfaction ;!lor:ows:i 8 Schuler" &JJ(<%
+u0an Resources have an ulti0ate and si#nificant role in 0eetin# the or#ani*ation3s corporate strate#y% Or#ani*ations are consisted of people and the 0ain
responsibility of +u0an Resource depart0ent is to find the ri#ht people for the ri#ht 1obs so that the or#ani*ation can #ain a co0petitive ed#e in the
0ar:etplace% 4nderstandin# the or#ani*ation3s corporate strate#y is very 0uch i0portant for plannin#" staffin#" co0pensation" e0ployee relations and
retention" trainin# and other +u0an Resource activities% +u0an Resources are effective for the or#ani*ation only when they contribute to the fir03s strate#ic
#oals% It is necessary for +u0an Resource depart0ent to learn about the fir03s overall strate#y throu#h interviews with :ey e7ecutives" review of lon#-ran#e
business plans" and lo#ical scannin# of the environ0ent to reveal chan#in# trend for its effective and efficient role in the or#ani*ation ;>ri#ht 8 Snell" &JJH<%
+u0an Resource audit is a rational evaluation of the wor:in# of the +u0an Resource depart0ent% It 0ust reviews all the :ey practices of +u0an Resource
Mana#e0ent li:e +u0an Resource Plannin#" Job Analysis" )o0pensation Mana#e0ent" Affir0ative Action" Recruit0ent 8 Selection" 9rainin# 8 Develop0ent"
Orientation" )areer Develop0ent" Perfor0ance Appraisals and 2abor Mana#e0ent Relations ;>erther 8 Davis" E'''<%
+u0an Resource Audit basically identifies the #aps between the policies and practices followed by the +u0an Resource Depart0ent% 2ar#e or#ani*ations carry
out +u0an Resource Audits al0ost in the sa0e 0anner as financial audits% 9hey appoint a tea0 of e7perts who have the indispensable functional e7perience in
one or 0ore specific areas% 9he best way to be#in the +u0an Resource audit is to evaluate the past audit reports" or on the basis of functions perfor0ed by the
+u0an Resource depart0ent ;>erther 8 Davis" E'''<%
9he ne7t step of audit tea0 is to identify who is responsible for each activity of the depart0ent and deter0ines the ob1ectives of each activity% 9he tea0
appraises the policies and procedures used in the or#ani*ation re#ardin# the +u0an Resource Mana#e0ent and #et the sa0ple of available records to find if the
policies and procedures are bein# followed or not and prepare an audit report includin# proper ob1ectives" policies and procedures% A co0plete action plan is
bein# developed on the basis of analysis of ob1ectives" policies and procedures" the errors in the ob1ectives if any are bein# corrected and follow up on the action
plan at a later sta#e to see it has wor:ed or not ;2en#nic: 8 2en#nic:" &JHH<%
9he audit tea0 starts the +u0an Resource audit with the #atherin# of data fro0 wor:ers to find out how well their needs are bein# 0et% 60ployee feedbac:
and infor0ation is #athered on wa#es" benefits" supervision" career plannin#" and perfor0ance appraisals% 9he effectiveness of the +u0an Resource depart0ent
can be 1ud#ed by its ability to 0eet the e0ployee3s needs as well as servin# the or#ani*ation3s interests at the sa0e ti0e% 60ployee actions includin# turnover"
absenteeis0 and unionis0 are 0ore li:ely to occur when their needs are not bein# 0et ;2en#nic: 8 2en#nic:" &JHH<%
9he +u0an Resource head reviews the overall perfor0ance of hisA her depart0ent and its role in the or#ani*ation% 9he co0prehensive report is developed
contains a su00ary of all the infor0ation #iven to the operatin# 0ana#ers and staff specialists% 9he +u0an Resource head collects the feedbac: about the
T
VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
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attitudes of operatin# 0ana#ers and e0ployees re#ardin# the depart0ent3s benefits and services" analy*es the depart0ental #oals and plans to achieve the0"
hu0an resource proble0s and their conse?uences" su##estions for re?uired chan#es and the priority for their i0ple0entation ;>erther 8 Davis" E'''<%

TOOLS OF HR AUDIT
In a )o0parative Approach" another co0pany or unit that has 0ore developed practices or results is chosen as the 0odel% 9he audit tea0 audits and wei#hs
a#ainst the audited fir03s results with the best practices of the 0odel or#ani*ation% 9his approach is nor0ally used to 0atch the results of so0e certain activities
or pro#ra0s% 9his approach is usually used for co0parin# the results of turnover" absenteeis0" salary data and staffin# levels% It helps to identify areas for
i0prove0ent% It also 0a:es sense to co0pare where a procedure is bein# used for the first ti0e ;Blaird 8 Meshoula0" &JJH<%
In the Outside Authority Approach" standards set by a consultant or ta:en fro0 published research findin#s are used as the bench0ar: for the audit tea0% 9he
consultant or research findin#s 0ay help to dia#nose the cause of troubles ;>erther 8 Davis" E'''<%
9he Statistical Approach depends on perfor0ance 0easures drawn fro0 the co0pany3s e7istin# infor0ation syste0% !ro0 e7istin# records" the audit tea0
creates statistical standards a#ainst which activities and pro#ra0s are appraised% >ith the 0athe0atical standards as a base" the tea0 0ay discover errors while
they are still 0inor% !or e7a0ple" by trac:in# and 0ana#in# turnover and absenteeis0 rates fro0 one period to another" the tea0 can co0pare and analy*e the
data to see how well +u0an Resource and operatin# 0ana#ers control these proble0 areas% Often this approach is supple0ented with co0parative data fro0
e7ternal sources such as other fir0s" or industry association surveys% 9he infor0ation is usually e7pressed in ratios or for0ulas that are easy to co0pute and use
;Martocchio" E''&<%
>ith the )o0pliance Approach" the auditor reviews past practices" to deter0ine if actions ta:en followed le#al re?uire0ents and co0pany policies and
procedures% 9he audit tea0 here often e7a0ines a sa0ple of e0ploy0ent" co0pensation" discipline and e0ployee appraisal for0s% 9he purpose of the review is
to ensure that the field offices and the operatin# 0ana#ers have co0plied with internal rules and le#al re#ulations" such as 0ini0u0 wa#es and e?ual
e0ploy0ent opportunity laws% By sa0plin# ele0ents of the +u0an Resources infor0ation syste0" the audit tea0 loo:s for deviations fro0 laws and co0pany
policies and procedures% 9he tea0 can then deter0ine the de#ree of co0pliance achieved ;>ri#ht" ardner" Allen" E''.<%
In the MBO ;Mana#e0ent by Ob1ectives< Approach" 0ana#ers and specialists set ob1ectives in their area of responsibility% 9hen they create specific #oals a#ainst
which this perfor0ance can be 0easured% 9he audit tea0 investi#ates actual perfor0ance and co0pares it with the previously set ob1ectives% 9hey can then
evaluate the trends in this area ;>erther 8 Davis" E'''<%
In actual practice" audit tea0s nor0ally use several of the above strate#ies" dependin# on the specific activities under consideration% !eedbac: is then #iven to
senior 0ana#e0ent" the operatin# 0ana#ers and the e0ployees% 4nfavorable feedbac: leads to re0edial action and develop0ent in the contribution of the
+u0an Resource depart0ent ;>ri#ht et al" E''.<%
9he audit tea0 uses a co0bination of several infor0ation-#atherin# tools to collect data about the fir03s +u0an Resource activities% 9hese tools include
interviews" surveys" historical analysis" e7ternal infor0ation" +u0an Resource e7peri0ents and international audits% 6ach tool provides partial insi#hts into the
fir03s activities% By usin# these tools s:illfully" the audit tea0 can #et an insi#ht into the effectiveness of the or#ani*ation3s +u0an Resource activities ;$oe"
E''E<
Interviews of e0ployees and 0ana#ers often provide audit tea0s with a powerful tool for collectin# infor0ation about +u0an Resource activities and
identifyin# areas that need i0prove0ent% Interviews can be conducted on both sides to deter0ine the reasons for proble0s li:e turnover or absenteeis0%
)o00ents and criticis0s fro0 interviewees can help pinpoint perceptions and causes that will then for0 the basis for corrective action% Su##estions by
interviewees 0ay reveal ways of better dealin# with the issues% >here criticis0s are valid" chan#es should be 0ade% >here the +u0an Resource depart0ent is
correct however" e0ployees 0ay have to be educated and trained by e7plainin# the reasons for the procedures in place that are a cause for concern ;>erther 8
Davis" E'''<%
67it interviews are conducted with departin# e0ployees to learn their views and e7periences with the or#ani*ation% Luestions as:ed alon# these lines are
reviewed later to find out if there is a 0a1or cause for turnover" absenteeis0" dissatisfaction etc% 9he +u0an Resource depart0ent 0ust ta:e an active interest
in e7it interviews% So0e e0ployees 0ay be hesitant to pass 1ud#0ent on and spea: their 0ind% Reasons 0ust be studied to deter0ine if trends e7ist a0on#
e0ployees of the or#ani*ations%
9he scope for ta:in# interviews is however ti0e consu0in# and li0ited" therefore there is a trend a0on# +u0an Resource depart0ents to use ?uestionnaires to
widen the scope of their research% Survey Luestionnaires 0ay lead to 0ore honest answers than face-to-face interviews% Attitude survey feedbac: can find
answers to concerns ;>erther 8 Davis" E'''<%
An analysis of historical records can also reveal i0portant trends% )o0pliance with laws and co0pany policies and procedures can also be deter0ined" as well as
the success of action plans to re0ove points of concern% Specific areas that 0ay be covered include e0ployee safety and health" #rievances" co0pensation"
affir0ative action" pro#ra0s and policies% 9here 0ay be a conflict between these laws and the or#ani*ation3s practices" however a proper study and analysis is
helpful to level out these discrepancies and 0eet the or#ani*ational #oals ;rip 8 Sieben" E''.<%
67ternal infor0ation can also be helpful in #ivin# the audit tea0 a perspective a#ainst which the fir03s activities can be 1ud#ed% Such infor0ation can be
available fro0 various public and private a#encies and #overn0ent depart0ents% 67a0ples include wa#es and salary surveys" e0ployee turnover rates"
wor:force pro1ections" future e0ploy0ent opportunities" and accident rates by professions that can serve as bench0ar:s for co0parison purposes% >or:force
de0o#raphics such as a#e" se7" education and racial co0position are useful in evaluation of affir0ative action pro#ra0s% So0e infor0ation 0ay also be
provided fro0 consultant studies and research bureaus ;!lor:ows:i 8 Schuler" &JJ(<%
Another tool available to the +u0an Resource audit tea0" especially in evaluatin# new pro#ra0s and trends on which there is no available data for co0parison
purposes" is to the0selves conduct a field e7peri0ent% In usin# the field e7peri0ent" the +u0an Resource audit tea0 co0pares an e7peri0ental #roup with a
control #roup" under realistic conditions% Such e7peri0entation is usually e0ployed in researchin# absenteeis0" turnover" co0pensation" 1ob satisfaction and
safety activities% !or e7a0ple" in chec:in# the effectiveness of a 1ob safety pro#ra0" the audit tea0 0ay i0ple0ent a safety-trainin# pro#ra0 to half the
supervisors ;the e7peri0ental #roup<% 9he other #roup ;control #roup< contains supervisors that have not been #iven this trainin#% 9he accident rates and safety
records of both #roups can be co0pared at a later sta#e" so0e 0onths after the safety pro#ra0 has been concluded% If results reveal that the e7peri0ental
#roup has a considerably lower accident rate and better safety record" there is evidence that the safety pro#ra0 was effective ;Martocchio" E''&<%
A cost benefit analysis will also be conducted to co0pare the costs of the trainin# pro#ra0 with the benefits to the wor:ers and the co0pany% +owever the field
e7peri0ent 0ethod can have so0e drawbac:s% Mana#ers 0ay be hesitant to e7peri0ent with wor:ers because of 0orale proble0s and potential dissatisfaction
a0on# those who were not selected% On the other hand" e0ployees involved in the e7peri0ent 0ay feel influenced% 9he e7peri0ent itself 0ay be bewildered by
chan#es in the wor: environ0ent or si0ply by the two #roups tal:in# to each other about the e7peri0ent%
Once the audit has been concluded" the +u0an Resource audit tea0 leader will co0pile the findin#s and reco00endations of the audit tea0 into a +u0an
Resource Audit Report% 9his report is a co0prehensive definition of the +u0an Resource activities and includes both co00endations for effective practices and
reco00endations for i0provin# practices that are less effective% Reco#nition of both #ood and bad practices is 0ore balanced and 0a:es roo0 for wider
acceptance of the report ;>erther 8 Davis" E'''<%

OBJECTIVES
9o study the +R practices of the chosen or#ani*ation
9o co0pare the +R practices with the developed +R policies of the or#ani*ation
9o identify the #aps between the policies and actual procedures and practices followed by +R depart0ent of the or#ani*ation


VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
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SIGNIFICANCE
9his study will e7plore the develop0ent of +u0an Resource depart0ents in Pa:istan% It will e7plain the i0portance #iven to +R practices in the en#ineerin# and
construction sector of Pa:istan and will elaborate the role and support of +R practices in the #rowth and profitability of Descon 2td%

METHODOLOGY
Descon 6n#ineerin# and )onstruction )o0pany is chosen as case study% 9he pri0ary data has been #athered fro0 the e0ployees of the co0pany by usin#
interview techni?ue and interview ?uestions have been adopted fro0 the developed Depart0ent Or#ani*ation Luestionnaire especially desi#ned for +R audit%
9he secondary data has been collected by analy*in# the docu0ents of the co0pany re#ardin# policies and procedures provided by the 0ana#e0ent of the
or#ani*ation% 9he population is all the e0ployees of Descon whereas the sa0ple si*e is consisted of twelve e0ployees of different depart0ents fro0 0iddle and
front-line level throu#h purposive sa0plin#% 9he )o0parative approach has been used for data analysis% 9he +R practices of Descon have co0pared with the
established theories of +R% In this way the #aps have identified between real world practices and theories of +R%

FINDINGS
HR PLANNING AT DESCON
It has been found by interviewin# the selected sa0ple consists of e0ployees of Descon that +RP of the co0pany is very stron# and well ,ali#ned with the
business strate#y of the co0pany% 9here is syste0atic process in which the needs of the or#ani*ation and its hu0an resources are reviewed in for0al 0anner on
0onthly basis% 9he co0pany also devises for0al career plans on the basis of +R plannin#% 9he career counselin# is also provided to the e0ployees for future
career aspects and succession plannin# is also i0portant part of +R plannin#% 9he process of +RP is very supportive for the co0pany for achievin# its #oals and
ob1ectives as it truly identifies and addresses the develop0ental and +R needs of the or#ani*ation%
9his research elucidates that the +R Staff rate the hu0an resource plannin# process as five ;.< , 0ore than ade?uate but the other depart0ent would rate it as
four ;(< , ade?uate only% 9his is because of the there are so 0any s0all units of +R depart0ent in the different divisions and units alon# with the centrali*ed +R
depart0ent and other depart0ents consider the +R depart0ent as cost creatin# unit% +R is not for0ally reco#ni*ed in the business field therefore people do not
understand the si#nificance of this depart0ent in the #rowth of the or#ani*ation%
9he career plannin# process in Descon 2td is e7plained by the followin# pictorial representation%

FGURE 101' FORMAL CAREER PLANNING IN DESCON LTD
































SourceB Author Survey" E''J

RECRUITMENT & SELECTION AT DESCON
9he recruit0ent and selection process of Descon is very syste0atic and co0prehensive% It is lin:ed with +R plannin# so strate#ic recruit0ent is carried out in this
or#ani*ation% 9his activity is handled by an independent unit na0ed as Recruit0ent 8 Selection cell which is connected with the centrali*ed +R depart0ent%
9here is a for0al process for identifyin# 1ob vacancies that is :nown as M>or:force Re?uire0ent IdentificationG% 9he potential candidates are properly screened
and chec:ed before hirin#% 9hey are interviewed three ti0es before hirin#% But there is one proble0 which has been hi#hli#hted after analy*in# this practice that
potential candidates have to wait too lon# for interview% In this way it is very hectic for the candidates to wait too 0uch% It is because of the burden on +R
depart0ent because this depart0ent hires too 0uch e0ployees durin# a 0onth li:e a su00ary of hirin# of one 0onth of Descon shows that it hires forty
e0ployees in that particular 0onth%
Durin# this research" It is found that the +R Staff rate the effectiveness of recruit0ent and selection process as five ;.< , 0ore than ade?uate but the other
depart0ent would rate it as four ;(< , ade?uate because other depart0ents consider that this activity can be handled by +R depart0ent so there is no need to
develop an independent unit for this activity which is a cost for the co0pany%




Developed career plans of the
1obs and desi#ned plan for the
candidate is 0atched and trainin#
is #iven to the candidate
Assi#n0ents are #iven to
candidates for their evaluation
9rained candidate is posted at the
suitable position in or#ani*ation
Potential candidates are
identified
Supervisors discuss the career
plans of candidates
)areer plans of the candidates
are 0ade
VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
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EF
FIGURE 102' WORFORCE RE-UIREMENT IDENTIFICATION PROCESS AT DESCON LTD










SourceB Author Survey" E''J
COMPENSATION SYSTEM AT DESCON
9he content analysis of the infor0ation collected throu#h the interview shows that Descon offers a healthy and attractive co0pensation pac:a#e co0petitive to
the 0ar:et which enables the or#ani*ation to attract talented candidate and retain potential e0ployees% 9he 0ar:et study is conducted to develop the
co0petitive co0pensation pac:a#e if data is not available on it%
!or different levels of 1ob" there e7ists different pay #rades A pay slots in the pay plan of Descon% 9he +R depart0ent periodically ensures that the pay plan is in
a#ree0ent and consistency with the or#ani*ation3s philosophy% If not" then corrective action is ta:en and for that" survey is conducted that includes the e7ist
interviews of the left e0ployees and feedbac: for0s filled by the e7istin# e0ployees% 9he infor0ation #athered is validated and accordin#ly pay plans are
desi#ned or updated% All co0parable 1obs are reviewed for possible evidence of uneven treat0ent for fe0ales or 0inorities% Discri0inatory practices are
avoided as 0uch as possible%
Durin# our research" we co0e to :now that all the Staff rate the effectiveness of the co0pensation syste0 as five ;.< - 0ore than ade?uate which hi#hli#hts the
satisfaction of e0ployees with the co0pensation plans of this or#ani*ation for different 1obs%

PERFORMANCE APPRAISAL SYSTEM AT DESCON
9he perfor0ance appraisal syste0 of Descon is very well-defined and proper% 9he proper appraisal for0 has been desi#ned for the perfor0ance appraisal of the
e0ployees of Descon% 9he appraisal is well-ali#ned with the co0pensation policy of Descon but the biases can be added in the appraisal syste0 because
appraisal is only done by the i00ediate supervisor of the e0ployee%
Ob1ective settin# for each 1ob is #iven very hi#h priority by the co0pany% In appraisal interview" ,! )14!/,$-!, $%,!(#/,$-! #%0 "!#%$%3+'. +!!01#/8 )%
&!(+)("#%/! is provided to the e0ployee% An individual3s perfor0ance ob1ectives are actually one part of depart0ental and or#ani*ational ob1ectives% >hen
individual fulfills those ob1ectives" a part of depart0ental ob1ectives is fulfilled and in turn or#ani*ational ob1ectives are achieved% In short" perfor0ance
ob1ectives clearly support depart0ental and or#ani*ational ob1ectives% 9hese ob1ectives and 0easure0ent criteria are clearly discussed with the individual bein#
appraised% 9he individual is properly #uided by the ti0e as well%
9he e0ployees are infor0ed two 0onths before their appraisal is conducted% 4sually it is appraised in $ov-Dec% >hen the appraisal of the e0ployees has been
conducted then there are appraisal interviews for #ivin# feedbac: to the e0ployees re#ardin# their perfor0ance%
9here are different 0ethods used for the perfor0ance appraisal of the e0ployees such as MBO" 4niversal State0ents that are open-ended state0ents and
Behavioral Assess0ents that includes )ritical Incident techni?ue and BARS% Mostly" MBO techni?ue is used for the top-level e0ployees% So0eti0es" co0bination
of 0ethods is used to avoid errors%
9he co0pany has a pay-for-perfor0ance syste0 for #roup as well as individual3s perfor0ance and it is usually 0erit-based% 5ariable incentives are also used in
so0e cases ;0ostly for labor< in order to reward the individual3s perfor0ance% An outstandin# perfor0ance is rewarded outstandin#ly in the for0 of incre0ents"
additional leaves and bonuses% )o0pensation increase is bud#eted throu#hout the or#ani*ation and there are #uidelines for distribution that are clearly
co00unicated% Mana#e0ent ensures the internal as well as e7ternal e?uity and fairness in rewards%
Durin# this research" it is found that +R Staff rate the effectiveness of the appraisal syste0 as five ;.< - 0ore than ade?uate but the other depart0ent would rate
it as four ;(< , ade?uate because they thin: that evaluation is only done by i00ediate supervisor which can include biases in the ratin# and it can da0a#e the
evaluation of person and finally it can affect their co0pensation plan as perfor0ance is lin:ed with the co0pensation in this or#ani*ation%

TRAINING & DEVELOPMENT AT DESCON
9he interviews conducted with the e0ployees of Descon show that 9rainin# 8 Develop0ent is very stron# part of the co0pany% It is a strate#ic advanta#e for the
co0pany to train its e0ployees accordin# to the latest needs and trends of the 0ar:et% 9he co0pany has #iven 0uch i0portance to the trainin# and
develop0ent of the e0ployees% 9he co0pany also ta:es care of the transfer of trainin# on the 1ob and proper periodic feedbac: sessions are arran#ed for
ensurin# the transfer of trainin# of e0ployees on the 1ob% 9he content analysis of interviews shows that there is proper 9rainin# $eed Assess0ent ;9$A< for0
desi#ned for trainin# need assess0ent but it is not used properly and the co0pany only depends on the perfor0ance appraisal report of the e0ployee and
reco00endation of the supervisor for trainin# need assess0ent%
Durin# this research" it is revealed that +R Staff rate the or#ani*ation3s trainin# and develop0ent activities as si7 ;F< , well developed but the other depart0ent
would rate it as five ;.< , 0ore than ade?uate% 9his ratin# supports this clai0 that this co0pany has stron# 9rainin# 8 Develop0ent syste0% Overall" the
e0ployees and 9rainin# 8 Develop0ent tea0 of Descon are hi#hly satisfied with the trainin# and develop0ent activities conducted for the e0ployees in this
or#ani*ation% 9he followin# dia#ra0 shows the trainin# 0odule of this or#ani*ation%

In-char#e Recruit0ent and Selection review all the
re?uests of wor:force%
)entrali*ed Recruit0ent and Selection unit 0a:es
su00ary plan of or#ani*ational-wide needs of wor:force%
Accordin# to the need the available )5s are reviewed and
short-listed%
+R section of each dept% A unit receives re?uest for
wor:force fro0 its own dept%
Re?uests forward to centrali*ed Recruit0ent and Selection
unit%
VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
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FIGURE 103' TRAINING MODULE OF DESCON LTD0


SourceB Author Survey" E''J

LABOR RELATIONS AT DESCON LTD0
Descon 2td is pro1ect-based co0pany so there is no labor union in the co0pany% All the labor which is used in the pro1ects is contract-based so there is no labor
relation depart0ent or 0ana#er in the co0pany% But durin# the runnin# pro1ect all the labor laws of Pa:istan is applicable on the labor which is wor:in# in the
pro1ect% 9hese laws are related to leaves" pay scale" benefits and wor:in# hours%

DISCUSSION
9he analysis of the infor0ation #athered throu#h interviews with the sa0ple of this study re#ardin# the +R practices of the or#ani*ation infers that overall the
co0pany is very successful in the en#ineerin# and construction sector% 9he profitability and co0pany as a whole is on the trend of #rowth and the co0pany has
0a1or construction pro1ects li:e da0s and others in both public and private sector% 9he co0pany is also operatin# in different countries% 9here is a proper
procedure for the identification of the 1ob vacancies in the or#ani*ation which is na0ed as Mwor:force re?uire0ent identification processG% Discri0ination on
any basis i-e #ender" 0a1ority or 0inority in hirin# and other +R practices" is avoided in Descon% 9he co0pany has proper 9rainin# $eed assess0ent procedure
and 9$A for0s are devised in the co0pany for the trainin# need assess0ent of the e0ployees% Develop0ental needs of the e0ployees are also addressed
for0ally as there is a section of JReco00ended 9rainin#sK in the appraisals for0 for this purpose% 9he investi#ation of +R practices and procedures followed in
this or#ani*ation reveals this fact that the for0ulated policies of +R in Descon are not i0ple0ented fully as they are devised and docu0ented in the policy
0anuals% 9here is proper policy for usin# the trainin# need assess0ent ;9$A< for0 but in actual state of affairs 9$A for0 is not used in the co0pany% 9he trainin#
need assess0ent of e0ployees is only done throu#h perfor0ance appraisal of the e0ployees and on the reco00endation of the supervisors% Only paper-pencil
test of e0ployees are ta:en for selection% 9his is a wea:ness because you can not 1ud#e the capabilities of a person on the basis of sin#le one test% 9est for
selection is only ta:en of the fresh #raduates% It should be ta:en of all the potential applicants%
9he co0pany has a pay-for-perfor0ance syste0 and it is usually 0erit-based% 9here is also profit sharin# rewards for e0ployees on the basis of or#ani*ational
profitability% 9he turn over rate of +R" finance and 0ar:etin# depart0ents of the co0pany is very low which is e?ual to &N% 9his 0eans that the e0ployees of
Sources of data #atherin#
Business e7pansion Annual Appraisal Reco00endation of
Supervisor
Pro#ra00ed trainin# for
new e0ployees
$eed based trainin# is arran#ed
)lear ob1ectives and outco0es
are defined
9rainin# Desi#n is for0ulated
9rainin# 6valuation is done
Periodic feedbac: sessions are
arran#ed for ensurin# transfer of
trainin#
9rainin# $eed Assess0ent
;9$A<
VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
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these depart0ents of the co0pany are very 0uch co00itted with the co0pany and they are satisfied with the policies and practices of the or#ani*ation% 9he
turn-over rate of other depart0ents of the co0pany li:e construction" en#ineerin# and 0anufacturin# is very hi#h which is &'-E'N% 9his is due to the pro1ect
based nature of the co0pany and when pro1ects are co0pleted these e0ployees switch over to other co0panies on hi#h salary and benefits%
All the details re#ardin# +R functions and practices show that there is well developed" for0al and networ:ed +R depart0ent in Descon alon# with the +R units
in each depart0ent of the co0pany% 9here are for0al +R policies and procedures devised in Descon% 9hese policies and procedures are well ali#ned with the
re?uire0ents of the or#ani*ations% 9he e0ployees of other depart0ents of Descon rate the wor:in# of +R depart0ent less than ade?uate because they thin:
that +R depart0ent is only a cost for the co0pany not a profitable depart0ent li:e the0% It is because of the less :nowled#e of all the e0ployees about the
si#nificance of +R depart0ent in this or#ani*ation and due to the #eneral perception about this sub1ect%
9he wor:in# environ0ent of Descon is very supportive and conducive for the e0ployees for their learnin#" #rowth and develop0ent% Overall Descon follows the
policies and procedures of +R which are well ali#ned with business strate#y and these policies are beneficial for the co0pany and it is shown throu#h its #rowth
trend% 9he capacity of attractin# the potential candidates is hi#h in Descon% 9he co0pany is on the way of achievin# its vision and 0ission as shown by all the
above 0entioned para0eters%

CONCLUSION
Descon is 0ulti-di0ensional en#ineerin# and )onstruction )o0pany% It is successful and profitable co0pany of the en#ineerin# and construction sector of
Pa:istan% It has for0al and well-established +R depart0ent and practices% 9hese practices are well-ali#ned with the needs of the or#ani*ation and very
supportive in achievin# the #oals of the or#ani*ation% 9he co0pany is on the #rowth trend in ter0s of profit and the co0pany as a whole which shows the
success of the +R policies and procedures of the co0pany% Descon has low turn-over rate of e0ployees in +R" finance and 0ar:etin# depart0ents but in other
depart0ents the turn-over rate of e0ployees is very hi#h and this is a severe issues for the co0pany and it should ta:e 0easures for solvin# this proble0% 9here
are so0e wea:nesses in +R practices which we have identified but overall co0pany has stron# ali#n0ent of +R practices and business strate#y which is shown
throu#h its hi#h attractin# and hirin# rate" #rowth and hi#h profitability%

RECOMMENDATION & IMPLICATIONS
On the basis of analysis of the +R practices and policies followed at Descon 2td" so0e reco00endations have been 0ade for its develop0ent and e7pansion%
Only paper-pencil test is used for the recruit0ent of entry level positions alon# with the interview but so0e other type of tests should be used li:e personality
test or #eneral aptitude test for enhancin# the credibility of the selection tool% It is 0entioned that for applicants who are not in the city telephonic interviews
are conducted" it should be avoided and there should be proper face to face interview conducted with the applicant% As operatin# in Middle-6ast" Descon should
ali#n their policies and strate#ies with that country3s 0ar:et and culture to #ain strate#ic advanta#e in forei#n 0ar:et% 9he co0pany should ta:e 0easure to
avoid hi#h turn-over rate of 0anufacturin# units by revisin# their co0pensation plans" by switchin# the0 to other pro1ects to #et the0 en#a#ed in the co0pany%
9his study has i0plications for all the sta:eholders as it e7plains the i0portance #iven to +u0an Resource Mana#e0ent in the en#ineerin# and construction
business of Pa:istan% It also elaborates the role and support of +R practices in the #rowth and profitability of chosen or#ani*ation i-e Descon 2td% It will open the
avenues for other researchers to evaluate and appraise the perfor0ance of +R depart0ent of other or#ani*ations operatin# in different business sectors for the
i0prove0ent and develop0ent purpose and due to these type of studies researchers can create awareness a0on# the business co00unity of Pa:istan about
the si#nificance of +R depart0ent in the or#ani*ations%

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VOLUME NO. 3 (2012), ISSUE NO. 8 (AUGUST) ISSN 0976-2183
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