Unit VII: Component of HRM (Utilization) 6 hours

• Recruitment, selection, deployment

• job description and performance appraisal
•Carrier development; promotion, benefits and incentives, training
• Tenure and Transfer system
• Reward and Disciplinary action (Punishment)
• Types of rewards
• Rewards management practices in Nepal
• Types of disciplinary action, disciplinary action in Nepal
• HuRDIS, gender perspective in health program and its HR
implication
INTRODUCTION
• Recruitment, Deployment and Retention are some of the
corporate HR functions, whether in private or in public sector
that any organization has to operate as a life cycle.

• Staff are the backbone of primary and secondary care

worldwide, and there is an increasing recognition of the
importance of appropriate recruitment, refreshment and
retention of this workforce.
 Recruitment Procedure
Definition of Recruitment
• Recruitment is the process of discovering potential job candidates

- Decenzo and Robbins

• Recruitment is the process of searching for prospective employees and
stimulating them to apply for the jobs- Edwin Flippo
A proper system of selection and placement helps to achieve the following:
• A feeling of satisfaction among the employee
• Supplying right type of people to the department in a short period of time
• Minimizing the wastage of human talent
• High level of employee-commitment
• A availability of data about all employees and their capabilities to
facilitate HR administration in future promotion , transfer etc
Recruitment procedure
 .

.
Source of Recruitment

Internal source External source

• Promotion from within • Employment Exchange
• Transfer • Private Employment
• Rehire Agencies
• Job rotation • Educational Institutions
• Professional Associations
• Trade Union
• voluntary Applications
 .

. Advantage & disadvantage of

Internal Recruitment

Advantage Disadvantage
• Better selection • Limited Choice
• High Morale • In-breeding
• Adaptability • Favoritism
• Human Resource Dev. • Limited Opportunities
• Cost Effective • Seniority- oriented
• Commitment
 .

. Methods of
Recruitment

External methods
Internal Methods • Advertisement (Print,
• Job Posting (Bulleting
Visual, Audio-visual)
Board, In-house Newspaper, • Want-Ad
Circular, Email) • Blind Box Ad
• Educational Institutional
• Employee Referrals
Placement
• Internet Search
•HR Inventory • Employee Referrals
• Contact Method
 ii. Selection Process
1. Application Evaluation
2. Preliminary Interview
3. Selection Tests
4. Selection Interview
5. Reference Check
6. Physical examination
7. Hiring Decision
 Selection Process
“Selection is the process of picking individuals who have relevant
qualifications to fill jobs in an organization”.

1. Application Evaluation
– Personal info: Name, Age, sex, Marital status, Nationality,
Address
– Qualification: Educational, Professional, Trainings, Skills
– Work Experience
– Salary
– References
2. Preliminary Interview
3. Selection Test
-Subject Tests, Intelligent Tests, Personality Tests,
Aptitude Tests and as required
 .

4. Selection Interview (Face-to-face)

-Abilities and maturity
-Knowledge about job
-Motivation and enthusiasm
-Personality and interpretation skills
-General Knowledge and
-Ability to fit with the organization

5. Reference Check
6. Physical examination
7. Hiring Decision
 Recruitment and selection practices in Nepalese
Organizations
1. Recruitment process
2. Vacancies
3. Selection process and issues
4. Selection and placement
5. Selection decisions
6. Use of requirement agencies
7. Selection methods
8. Factors considered in selection
9. Action program for different ethnic groups and minorities
 Recruitment and selection practices in Nepalese
Organizations
1. Recruitment process: include attracting, collecting, short-listing
of candidates and interviewing and selecting employees.
2. Vacancies: As per rules, of the total vacancies in officer and
non-officer level posts, 50% are filled by open competition and
remaining 50% by an internal promotion.
The employee Recruitment Committee makes the final selection
decision.
The new selection is made on the basis of credentials, written exam
and interview where as for internal promotion, job experience and
the performance appraisal play a dominant role.
 .

3. Selection process and issues: The final approval of the new

employees is made by the interview committee. Some major
trends and issues include:
• Individual public enterprises(PEs) are free to hire employees in
an autonomous manner.
• Selection and promotion process in PEs face interference from
the line ministry.
• The trend of using an external agency in recruitment process
has been initiated in the private sectors
• Line managers are seldom involved in the selection process of
their employees.
 .

4. Selection and placement: The selection decision of a fresh

candidate is largely based on credentials, written exam and
interview where as for internal promotion, job experience and
the performance appraisal play a dominant role.
Once the selection process is complete and candidates are finally
selected for particular assignments , they are appointed for a
probation period of six months (for non-officer) and to one year
(for officers).
5. Selection decisions: In Nepal, it is revealed that major
recruitment policy decisions are made differently in different
organizations. E.g. in 29% org it is done by line management, in
17% org it is done by HR Dept, in 21% org it is done by line
management in consultation with HR Dept, in 10% org it is done
by HR Dept alone.
 .

6. Use of requirement agencies: Another development is the use

of introduction of the use of computerized info system in
recruitment and selection system.
At 14% of org are using a computerized info system to recruit
and select employees.
A large number of positions are filled by internally or with
vacancies.
A few org reported using word–of-mouth mode to recruit staff.
7. Selection methods: The most widely used selection methods
in Nepalese org are interview panel, one-to-one interview,
application forms and references to recruit different
categories.
8. Factors considered in selection
9. Action program for different ethnic groups and minorities
 .

8. Factors considered in selection: Skill is the most important factor

considered in process of selection followed by qualifications,
experience, recommendation by other employees availability
and references.
9. Action program for different ethnic groups and minorities:
Nepal is a country with different ethnic groups and minorities.
In new form of employment practices, it is it is important to
have an action programs covering minorities, ethnic groups,
older workers (aged 50+), people with disabilities and women.
Very few organizations have action programs to support the
above-mentioned groups.
 iii. Deployment (Placement)
• Placement is an important human resource activity
• Placement is the actual posting of an employee to a
specific job
• It involves assigning a specific task and responsibility to an
employee.
• Placement decision are taken after matching requirement
of job with qualification of candidates.
• Organization put new recruits on probation period &
closely monitored.
• Deployment' refers to the process of allocating personnel among
types and levels of services and among regions and sub-regions of
a country (Dussault G,1999) upon completion of a recruiting
process.
• Effective management and deployment of staff are critical factors
in securing effective financial management and health delivery
improvement.
• Staff are the most important resource available to the sector and
account for up to 75% of budgeted costs.
Specific reasons to focus on the cost effective
deployment of staff include:
• staff are the key resource in a health institution and it is through
them, more than anything else, that an institution can improve its
performance and be more cost-effective
• best deployment of staff can raise staff morale high and lead to
better service delivery and more cost effective
• implementation of the reform agenda leading to better availability
of essential health care services
• health sector can incur many indirect staffing costs e.g. re-
recruitment costs, sickness cover etc. Effective staff management
and good planning can minimize these costs as staff costs are the
most expensive item in the budget in the sector, failure to deploy
them properly can rapidly lead to a financial crisis
• no institution can be said to be financially well managed, unless its
most expensive and valuable resource, the staff, are deployed and
managed effectively
• Sloppy(careless and unsystematic) deployment is
counterproductive and long retention is unlikely
• staff are given work to which their skills and aptitudes are best
suited
• Appropriate deployment and Effective mobilization of staff are
crucial to health sector transformation to the desired destination.
• Whether or not an institution succeeds in improving its
performance, will depend to a great extent upon the efforts and
achievements of its staff.
• A health sector which has well-managed and well-motivated staff
who are deployed in a way that makes the best and most-cost
effective use of their skills, is more likely to attain its health goal.
• The staff are the sector's most valuable asset and it is essential
that they be enabled to work effectively as a team to meet the
diverse needs of population.
Two key conclusions should be kept in mind:

• an improving heath institution is likely to improve its

management and deployment of workforce,

• a health sector that deploys staff effectively is more likely to

improve its sector performance as a whole
 Job description and performance appraisal
• A job description is a written statement of what the jobholder does ,
how it is done and why it is done.
• It gives details of the various activities which a jobholder is expected
to perform.

• JD is a functional description of the contents and contexts of the job.

• JD narrates the various features and contents of a job. It is a written
statement that identifies, describes and defines job's duties,
responsibilities, working conditions etc.
• It is a document showing a brief summary of
task requirements which explains the constitute elements of job in a
organized way.
• It discloses what an incumbent is supposed to do, how the task is to
be done.
 .

• JD describes Jobs not Job holders. It tell us what is to be done,

How it is to be done and why it is standard of a function in that it
defines the appropriate and authorized contents of the job.
• is the first and immediate product of job analysis process. As its
title indicates this document is basically descriptive in nature.
• it has two kinds of information organizational information and
functional information.
• This is a written statement that states the tasks, duties,
responsibilities, working conditions, machines, and equipment
and details of physical environment of the job.
• A definition of the organization expectation of the job holders.
A) Job identification:-

1. Job title: - The name of the job as officially approved or

recognized.
2. Level or class: - The seniority level in the positional hierarchical.
3. Service category: - Specialization group or class the job belongs
to.
4. Job location: - Unit or section where the job is place in the
organization.
5. Relationships: - with the other job in the organization such as
who the job holder reports to who supervisor and who has to
coordinate with in carrying out the work activities.
6. Job purpose or summary: - What is the basic reason for the
existence of the job or what is the general nature of the job in
terms of broad responsibilities.
 .

B. Job contents:- This section lists down the main internal

elements of the job and includes such information as:-
7. Work activities: - The main responsibility/result and specific
duties to be carried out under each them.
8. Performance standards: - The level of performance job holder is
expected to meet while performing works activities.
9. Performance indicators: - The criteria the supervisor will use to
measure the level of performance of the job holder.
10. Time requirement: - The job holder is expected to spend in each
responsibility area.
11. Authority: - The extend of discretion or decision limit of the job
holder in utilizing resources including staff money, information or
things.
 Performance Appraisal
• Performance Appraisal is the systematic evaluation of
the performance of employees and to understand the abilities of
a person for further growth and development. ...

• The supervisor analyses the factors behind work performances of

employees.
• Definitions : According to Newstrom, “It is the process of
evaluating the performance of employees, sharing that
information with them and searching for ways to improve their
performance’’.
• Meaning of Performance appraisal
Performance appraisal is the step where the management finds out
how effective it has been at hiring and placing employees . A
“Performance appraisal” is a process of evaluating an employee’s
performance of a job in terms of its requirements.
 .

A. Develop The Standards For Evaluation

Performance standards are:
• Based on the position, not the individual
• Observable, specific indicators of success
• Meaningful, reasonable and attainable
• Describe “fully satisfactory” performance once trained
• Expressed in terms of quantity, quality, timeliness, cost, safety or
outcomes

B. SETTING OBJECTIVES
• Specific
• Performance oriented
• Realistic
• Observable
 .

C. DATA COLLECTION
• Sources of performance information
– Personal observation
– Reports, documentation, correspondence. Etc.
– Feedback (internal and external)
– Periodic discussions with employee

D. PERFORMANCE APPRAISAL INTERVIEW

• Review standards, documentation and job description as well
as the appraisal form and various ratings.
• Write the appraisal ( Complete the Performance Appraisal
Form).
• Know the person’s record thoroughly.
• Prepare the employee in advance.
 .

E. FUTURE GOALS ANDOBJECTIVES

• At the end of the interview, the employer should allow some time to create
a development plan.
• The employer should record specific goals, targets or benchmarks that the
employee will attempt to achieve.
• Both employer and employee should agree on the steps to be taken to
achieve these targets,
• Both should agree on how the employee’s progress towards these
objectives will be measured and set a defined timeframe, even if this is
simply the next performance appraisal.
F. FOLLOW UP
• Follow up means more than simply conducting regular formal performance
reviews once a year.
• If employers review employees and provide feedback as part of every day
management, both employers and the employee will learn much more
about their strengths, weaknesses and how employers would prefer the
job to be done.
 .

G. THE PERFORMANCE EVALUATION REPORT

• Class specification and / or informal job description.
• Job standards, procedures and regulations.
• Established goals, objectives and expectations.
• Knowledge and abilities to perform the job.
• Job relationships required for successful performance, i.e
supervisors, co-workers, county employees and the public.

H. REWARDING PERFORMANCE
Rewarding performance means providing incentives to, and
recognition of, employees for their performance and
acknowledging their contributions to the agency’s mission.
360 degree appraisal
 Participants

• Superiors
• Peers
• Direct Reports
• Customers
• Self
Six Parties In 360 Degree Appraisal
1. Top Management
The top management normally evaluates the middle level
managers. However, in a small organisation, they also evaluate
the performance of the lower level managers and senior
employees.
2.Immediate Superior
The immediate superior is in a very good position to evaluate
the performance of his subordinates. This is because they have
direct and accurate information about the work performance of
their subordinates.
3. Peers / Co-workers
Peer or colleagues also evaluate each other's performance.
They work continuously with each other, and they know each
other's performance. Peer evaluation is used mostly in cases
where team work is important.
4. Subordinates
The Subordinates can also evaluate the performance of his
superior. Now-a-days students are asked to evaluate the
performance of their teachers.
5. Self Appraisal
In the self-appraisal, a person evaluates his own performance. He
should be honest while evaluating himself. This results in self-
development.
6. Customers
Customers can also evaluate the performance of the employees
who interacts with them. This evaluation is best because it is
objective. It is also given a lot of importance because the customer
is the most important person for the business. Organisations use
customer appraisals to improve the strengths and remove the
weaknesses of their employees.
 Benefits of 360 degree appraisal
• Individuals get a broader perspective of how they are perceived
by others than previously possible.
• Increased awareness of and relevance of competencies.
• Increased awareness by senior management that they too have
development needs.
• More reliable feedback to senior managers about their
performance.
• Gaining acceptance of the principle of multiple stakeholders as a
measure of performance.
• Encouraging more open feedback — new insights.
• Reinforcing desired competencies of the business.
• Provided a clearer picture to senior management of individual’s
real worth.
• Supporting a climate of continuous improvement.
• Starting to improve the climate/ morale, as measured through
the survey.
• Focused agenda for development. Forced line managers to
discuss development issues.
• Perception of feedback as more valid and objective, leading to
acceptance of results and actions required.
• Gaps are identified in one's self-perception versus the
perception of the manager, peer or direct reports.
• Customizing the questions to one's organizational competencies
Carrier development; promotion, benefits and
incentives, training
 Promotion
Movement of employee from one job to another that is
higher in pay, responsibility and/or organization level is
called promotion.
Types:
- Merit based promotion is based on superior performance
in the present job.
- Seniority –based promotion is based on the length of service
with the employer.
 .
It is necessary to develop a system of promotion based on
potential appraisal and carrier planning for which critical
attributes analysis is very useful.
• Any method used by the organization to take promotion
decision such as:
» Performance appraisal
» Interviews
» Behavior of a person in a role not previously performed
 Tenure and Transfer system

What is tenure in a job?

• Job tenure is the measure of the length of time an employee has
been employed by his/her current employer. Job tenure of an
employee is very important and it is often employers consider job
tenure as criteria for hiring new employees. Job tenure can be
long or short.
• The Ministry of Health and Population has recently delegated
authority to the Office of Province Chief Minister to transfer and
promote employees up to 10th level.
Reward and Disciplinary action
(punishment)

48
Reward
• It is to retain people who are doing good work but have to wait for a
long time and opportunity to be promoted, organizations should have
a system of rewarding good performance.
• Besides, those who perform well in a given year would expect some
reward or some form of recognition. Even if they do not expect,
organizations need to encourage good performance by
communicating the employee that good performance are appreciated.
• The main function of reward is to give recognition to better
performance and higher efforts on the job.
• Reward system need not be limited to financial rewards only. Non-
financial rewards are more effective than financial rewards in many
cases. E.g. research facility, membership of professional org, mention
in the national professional forum etc.
 Reward/Punishment:
• Reward management is a matter of vital concern for human resource
management.
• Before employees do anything, they look for reward.
• Organizations need to design and manage reward structure to attract,
retain and motivate the employees they want.
Reward consists of a package of:
• Pay: Wages and salaries received for performing work. It is financial pay
off for effort.
• Benefits: These are payments in addition to pay. They can be paid
holidays, vacation, leave, pension, gratuity, insurance, payments etc.
• Services: They increase employee well-being at no cost or at significant
reduced cost to the employee.
• They can be housing, food, transport, loans, discounts on purchases,
children educational expenses, social-recreational-cultural activities etc
 Job related rewards:
• They are obtained as a result of job itself.
• They can be promotion, interesting job assignment, more
responsibility, greater job freedom, participation in decision
making, opportunity for growth, status, privileges or a smile etc.
• “Reward management is essentially about designing,
implementing and maintaining pay system which help to improve
organizational performance” (Michael Armstrong).
• The modern trend is to achieve higher employee productivity by
linking reward to performance.
• Rewards should be regarded important by employees.
• They should also consider seniority, skills, and job difficulty etc.
 Goals of Reward Management:

• Acquire Competent Employees: Attractive rewards help to

attract competent employees in competitive market.
• Retain Effective Work Force: Competitive and attractive
reward system helps to retain the employees needed by the
organizations. It helps reduce labour turnover.
• Motivate Employees: Rewards motivate employees to
achieve higher productivity. They also reinforce desired
behaviour.
 .

• Ensure Equity: Reward system should strive for equity through;

- Internal Equity: Similar pay for similar jobs within the
organiazation.
- External Equity: Comparable pay for similar jobs in different
organizations. Market friendly rates.
- Individual Equity: Same pay for individuals in the same job within
the organization. Fair to employees.
• Legal Compliance: Reward system should comply with prevailing
laws, regulations and policies of the government.
• Cost Effective: Reward system should be cost effective. It should
control costs and ensure the lowest cost to the organization.
 Types of Rewards:
Reward consists of a bundle of pay, benefits, services and job
related rewards received by employees.
Rewards can be classified as follows;
• Intrinsic and Extrinsic Rewards:
• Financial and Non Financial Rewards
 Intrinsic and Extrinsic Rewards:

Intrinsic Reward:
• They are obtained as a result of the job itself. They are self
initiated rewards.
• They cannot be seen or touched.
• They are internal to the rewarded employee. They are related
to job content.
They result from the following;
• Interesting work: More interesting and challenging work
provides satisfaction to employees. They like the job.
• Responsibility: Feeling of more responsibility provides
satisfaction. They feel pride in their job.
• Growth opportunities:
• If the job provides greater opportunities for personal growth, the
employees get satisfaction.
• They get feeling of achievement, accomplishment and self
actualization.
• Participation: Greater participation in decision making or being a
part of the team provides satisfaction to employees.
• Diversity of activities: The techniques of shorter work weeks,
flex-time, home work, work sharing etc provides satisfaction to
employees.
 Extrinsic Rewards:

• They include pay, benefits, services and promotion.

• They are external to the job and are provided by management.
• An increase in salary is an example of extrinsic reward.
• They are controlled by management.
• Extrinsic rewards can be financial and non financial.
• Financial rewards can be performance based and membership
based.
• Non financial rewards are based on status and privileges.
 Financial and non financial rewards

Financial Rewards:
• They directly enhance the employee’s financial well-being.
• They make the employee’s life better off the job.

The examples are;

• Wages and salaries received by employees
• Incentives, bonus, commission received by the employee
 .

• Benefits such as paid holidays, vacations, leave, gratuity,

pension, insurance payments etc.
• Services that increase well being of the employee such as
housing, food, transport, loans, educational expenses,
discounts on purchases, socio-cultural activities etc.
• Profit sharing schemes where employees are given a share in
profit
 .
The financial rewards can be various types as followings;
Performance based Rewards:
• The basis for allocating reward is the employee performance.
• Higher performance leads to greater reward.
• The examples of performance based rewards are;
• Piecework: Pay is based on the quantity of work done.
Various types of piecework pay plans are found in practice.
This method is popular in Nepalese industries.
 .

• Commission: Specified commission is based on performance,

for example 5 percent commission on sale.
• Incentive plans; They provide incentives for higher
performance.
• Bonuses: They are lump sum addition to pay to provide
incentive for performance.
• Merit pay plans: Pay raises known as merit increases are
determined by job performance.
 .
. Reward (Types)
Intrinsic Reward
• Interesting Job
• Responsibility
• Job Freedom
• Growth Opportunities
• Participation
• Diversity in Activities
Extrinsic Reward
• Financial:
1.Perform based financial rewards e.g.
piece work, commission, incentive,
Bonus, Merit pay
2. Membership – based Reward e.g.
pay, benefits, services
• Non-Financial Reward
1. Status based e.g. job title, furniture,
office car, personal secretary
2. Privilege-based e.g. parking place,
free lunch time, less supervision
 Disciplinary action
• Disciplinary action is a process for dealing with job-related
behavior that does not meet expected and communicated
performance standards.
• The primary purpose for discipline is to assist the employee to
understand that a performance problem or opportunity for
improvement exists.
 The following are considered disciplinary
actions:
• Verbal warning.
• Written warning.
• Performance improvement plan.
• Temporary pay cut.
• Loss of privileges.
• Suspension.
• Demotion.
• Termination.
 Process/Steps of managing discipline

Depending on the circumstances and the

seriousness of the offence, disciplinary action
takes the form of one of the following:

I. Verbal counseling
II. Written warning
III. Suspension
IV. Termination
 Verbal counseling
• Verbal counseling is an optional supervisory tool and is not a
required prerequisite to any other disciplinary action, as
explained in Section 21-7-6 of the Personnel Rules.
A written reprimand is the first level of disciplinary
action options requiring written documentation
• Written warning
A written warning is a formal warning that the employer can give
the employee at the end of the disciplinary procedure. A first or
final written warning should say: what the misconduct or
performance issue is. the changes needed, with a timescale.
 Suspension
• Suspension is when an employee is sent home from work,
usually while receiving full pay. ... The right to suspend will
usually be set out in employees' contract of employment or
the staff handbook (if any). Whilst a suspension is not
a disciplinary action by itself, it often leads to disciplinary
proceedings
• Termination
Termination is a serious employment action that when initiated
by the employer is generally the culmination of a series of
progressive disciplinary actions. ... Termination occurs when an
employer or an employee end an employee's employment with
a particular employer.
An employer may reprimand an employee where his/her
conduct is regarded as being unacceptable and the
employer considers further steps to be unsuitable or
unnecessary.

A reprimand is intended to be informal with the emphasis

on correcting the employee's conduct through discussion.
A reprimand is not recorded formally on a written form.
The verbal reprimand must make the employee aware that
further misconduct may result in formal and more serious
disciplinary action.
 Nepal Labor Act 2074(2018)
comparing the two latest acts

Topic Labor Act 2048 Labor Act 2074

Disciplinary Action Suspension in cases like Deduction in
bribery and alcohol remuneration or delayed
consumption promotion in lieu of
suspension for minor
breaches
*Bribery and alcohol
consumption results in
dismissal
 Punishment:

• Punishment is just opposite to Reward.

• The punishment is the result of the disciplinary
problems.
• Employee discipline is needed for effective human
resource management.
• No organization can be effective without discipline at
all levels of employees.
• Discipline regulates the behaiour of employees.
 .

• Not all employees practice self discipline.

• Employees that do not conform to rules and
standards of acceptable behaviour create disciplinary
problems as follows;
i. Attendance related problem
ii. Job behaviour related problem
iii. Dishonesty related problem
iv. Outside activities related problem
 i. Attendance related problems:

• Arriving late of work

• Absenteeism (unexcused absences
• Leaving work without permission
• Habitual tardiness
• Abuse of leaves
 Causes:
• Lack of goal harmony: Employees lack commitment
to work. Individual goals conflict with organizational
goal.
• Changing attitude towards employment: Employees
do not like fix time attendance. They prefer flex time
jobs.
• Abuse of leave: Leave provisions by employees are
abused.
• Collective bargaining agreement and legal provisions:
They make it difficult to dismiss employees with
attendance.
 ii. Job behavior related problems:

They result from non conformance to rules and

acceptable standards of behaviour on the jobs. They
are;
• Insubordination: Refusal to obey orders
• Failure to obey safety rules
• Defective work: Carelessness in doing work,
producing below standard work.
• Failure to report accidents and injury
 .

• Drunk on the job

• Gambling on the job
• Fighting on the job
• Possession or use of drugs on the job
• Destruction of organizational property
• Carrying unauthorized weapons on the job
 iii. Dishonesty related problem

• Theft
• Falsification of information on employment
application
• Subversive (revolutionary) activity: terrorism and
arson by employee
• Concealing defective work
 iv. Outside activities related problems:
• Unauthorized strike activity: Going on strike illegally
• Working for opposing organization: confidential
information to competitors
• Outside criminal activities: Smuggling and murder
• Wage garnishment: Withholding wages of an
employee for payment of his debt to creditor
• Making speeches: They are embarrassing speeches
to the organization
 Guidelines in administering discipline

• Discipline regulates employee behaviour through

adherence to rules and acceptable standards of
behaviour.
• It should be effectively administered in organizations.
• The following general guideline should be followed
while administering discipline;
 1. Discipline should be corrective
• Self discipline by employees is the best discipline.
• This should be promoted organization wide.
• The objective of disciplinary actions should be to
correct undesirable behaviour of the employees rather
than punishment.
• Punishment should be a means to achieve the goal of
compliance to rules and acceptable standards of
behaviour.
 2. Discipline should be progressive
• The type of disciplinary actions should depend on the
severity and frequency of the disciplinary problems.
Disciplinary actions should be progressive as following
• Oral warning followed by
• Written warning followed by
• Suspension followed by
• Pay cut followed by
• Demotion followed by
• Dismissal as a last step. Dismissal action should be taken
for the most serious violation of discipline.
It should not be taken for the first offence.
 3. Allow Employee to give explanation
• Employee should be given an opportunity to explain his
position before the disciplinary action is initiated.
• He should be patiently heard.
Punishment : An employee may be subjected to the department punishment as
follows if there exist appropriate and sufficient reasons:
(a) Ordinary Punishment
(1) Censure,
(2) Withholding of promotion for up to Two years,
(3) Withholding of a maximum of Two salary increments,
(4) Withholding of promotion for up to Five years,
(5) Withholding of a maximum of Five salary increments,
(6) Demoting to the basic scale of the post.

(b) Special punishment:

(1) Removal from service, without being disqualified for government
service in the future.
(2) Dismissal from service, with being disqualified for
government service in the future.
Censure or withholding of promotion for up to Two years
or withholding of a maximum of Two salary increments:

Punishment of censure or withholding of promotion for up to

Two years or withholding of a maximum of Two salary
increments may be imposed on an employee, in any of the
following circumstances:
 If he or she commits breach of discipline for more than
One time,
 If he or she violates the matters relating to conduct
mentioned in this Act and the Rules framed hereunder,
 If he or she fails to hand over the charges pursuant to
the prevailing law,
 If he or she is given warning for up to Two times a year
under Section 68
 If he or she fails to settle advances pursuant to the
prevailing law,
 If he or she fails to observe any direction given by the
official superior to him or her in respect of his or her frequent
disregard of grievances and complaints of the stakeholders,
 If the office-bearer obliged to enforce, or cause to be
enforced,
the job description fails to do so.
Withholding of promotion for up to Five years or withholding of a
maximum of Five salary increments or demoting to the basic scale
of the post :

Punishment of withholding of promotion for up to Five years or

withholding of a maximum of Five salary increments or demoting to
the basic scale of the post held by him or her
may be imposed on an employee, in any of the
following circumstances:
 If he or she frequently commits breach of discipline, 54 Inserted
by Nepal Health Service (Third Amendment) Act, 2063.
 If he or she fails to fulfill the duties of the post specified by
this Act or the prevailing law in a responsible manner,
 If he or she fails to observe any direction given in respect
of irregularities found from management audit.
 Removal or dismissal from service :
(1) An employee may be removed from service, without being
disqualified for the health service in the future, in any of the
following circumstances:

(a) If the employee acts recklessly or with ulterior motive,

(b) If the employee fails to perform the duties or responsibilities of
his or her post

(c) If he or she frequently violates the matters relating to conduct,

(d) If he or she frequently consumes alcoholic substances during the
office hours

(e) If he or she frequently commits acts of indiscipline,

(f) If he or she takes part in politics

(g) If he or she is given censure for more than Two times in

relation to failure to maintain discipline and obedience as
referred to in Section 53

(h) If he or she absents himself or herself from his or her office

continuously for Ninety days without
having sanction of a leave

(i) If he or she does not attend the office where he or she has
been posted or deputed and carry out
functions

(j) If he or she does no serve for the period as specified pursuant

to Section 35.
(2) An employee may be dismissed from service, with
being disqualified for the health service in the future, in any of
the following circumstances:

(a) If he or she is convicted by a court of a criminal offence

involving moral turpitude.

(b) If he or she commits corruption.

 Special provisions relating to departmental action
and punishment : Notwithstanding anything contained
elsewhere in this Act, if, pursuant to the Commission for the
Investigation of Abuse of Authority Act, 2048 (1991), that
Commission, and, pursuant to the prevailing law, the
concerned body writes for departmental action
against any employee, departmental punishment must be
imposed accordingly, after fulfilling the required procedures.
 Departmental punishment awarding official :

 The Authority shall have the powers to issue order of

punishment to the employees.
 Without prejudice to the generality of the powers conferred by
Sub-section (1), the official to award punishment to the
employees shall be as prescribed.
 HuRDIS
Human Resource Development Information
System (HuRDIS)
Human Resource Information System (HuRIS)
• Human Resource Information System (HuRIS) previously called
HuRDIS is an integral part of National Health Service.
• It is an indispensable tool of management for improvement of health
status in the country.
• The objective of the Information System is to provide reliable,
relevant, up-to-date, adequate, timely and reasonably complete
information for health managers at community, facility and national
levels
• Human Resource Information System is an organised method of
providing information about human resource, their
functioning ,external factors relevant to managing human resource.
• It is defined as, “integrated system used to gather, store and analyze
information regarding an organization’s human resources’ comprising
of databases, computer applications hardware and software
necessary to collect record, store, manage, deliver, present and
manipulate data for human resources function” (Hendrickson, 2003)
 Introduction
• HuRIC: Human Resource In formation Centre was established at
MoHP in 1993.

• HuRDIS: Human Resource Development and Information System.

• HuRIS: Human Resource Information System.

 Definition
HuRIS is a computer based information system used to
acquire, store, manipulate, analysis, retrieve and
distribute pertinent information regarding workforce
for health.
 Background
• GTZ provided Technical Assistance to support HuRDISH
(later known as HuRIS) from 1993 to 2007.
• HuRIS was developed and implemented at DOHS since 2004,
the system is in operation at the health sector HuRIC, MOHP.
• HuRIS, which is located in the MoHP, enable districts to enter
data using the Internet.
• This is a very widely used standard, international database,
which is particularly suited to a huge HR database for a large
number of employees
• HuRIS is networked to the Health Office, where trained
operators are expected to keep it the HR date up-to-date.
• Data Capturing was done Nepali and English language.
 HuRIS contains
• The database holds an extensive amount of
information of each individual including:
– Personal details
– Education and training
– job history,
– Posts
– Institutions, locations and resources (numbers of
beds)
but is slow and offers limited information because
it is dependent on largely voluntary self
 Objectives of HuRIS
To facilitate the decision making process in planning and HRD Management
at all levels
• To develop inventory of Health Work Force including both technical &
non technical man power in health system.
• To make complete list of Health Institution including sanctioned post at
all levels.
• To develop inventory on Fulfilled & Vacant Post as per sanctioned post
at all level.
• To make employee detailed information including Academic degree,
training, workshop, seminar etc.
• to make the desired information available in the right form to the right
person and at the right time. (Effective Planning and Policy Formulation)
• To supply the desired information at reasonable cost.
• To provide necessary security for important and/or confidential
information.
• To keep the information up-to-date and to provide Inputs to
Strategic Decisions
• To enhance the management capacity at central, regional and
district level health institution
• To acquire accurate reliable and updated information in time
which is not only essential for effective human resource
management but also for rational planning
 Characteristics of HuRIS
• Accurate
• Reliable
• Relevant
• up-to-date
• Timely complete information
• Dynamic and comprehensive
• Modular but integrated in design
Requirements for HuRIS record keeping
• Employee information
• Wage and salary data
• Review dates
• Benefits
• Education and training
• Attendance
• Performance data/appraisal results
• Termination data
• Employee profiles/lists
• Summary reports on employee groups
• Historical trends in work-related information
• Person-position comparisons
 Use of HuRIS
• Effective planning and budget of national resources.
• Develop the required skills and competencies among
the HRH.
• Decision making and policies formulation.
• Distribution of HRH.
 Technical process of HuRIS
• MS-Access---Desktop Application.
• Wave-Backend: ORACLE
# Capturing data both in Nepali & English.
www.e-huris.gov.np

Access of employee’s detailed without Password for:

– Pin No.
– Name
– Institution
– List of Institution
– Sectioned post (Fulfilled & Vacant)
– Transfer
– Promotion
– Academic Qualification
– Training
– Seminar, Workshops etc
HuRIS benefits realized vs manual system

• Save money
• More efficient recruiting
• Better coordination of staffing resources
• Faster, more consistent screening of applicants
• Quicker, higher quality hiring decisions
• Steps to improve human resource contribution
 Importance
• Information sharing and communication between MOHP and
DOHS.
• Cost effective.
• Fast system(data entry , update and retrieval).
• Reduce duplication of data.
• Identify manpower requirements
• Identify Resource
• Helps in HR planning process
• Identify workforce gaps, the quantity and quality of the labour force
• Identify personnel for training, promotion and transfer
• Facilitates decision making.
• Hence, Enhance the managerial capacity at all levels health
institutions for strengthening District Health System.
 Application of HuRIS
1. Job Description-Produce printouts that describes jobs. As a
minimum job description includes job title, purpose, duties
and responsibilities, the computer program should allow the
authorized users to update and reformat job descriptions.
2. HR Planning: Forecast demands for key jobs as well as
employees turnover and patterns of inter-organizational
mobility.
3. Staffing: Address recruitment, selection and placement
functions and can include the following modules:-
– Applicant tracking
– Job posting
– Job requirements analysis
– Job person matching
4. Training and Development: It includes the following:
– Career planning.
– Development needs analysis.
– Development advisor.
5. Job Evaluation: Computer assisted job evaluation system helps
managers determine job evaluation points or classification
levels and job hierarchies.
6. Succession Planning: It can help in identifying candidates for
each key positions and the development needs of candidates
where they fall short of the requirements for a target job.
7. Performance Appraisal: Help managers direct employees to
achieve organizational goals and develop their competencies. It
includes the following:
– Performance assessments
– Goals accomplishments
– Reward management
8. Compensation: Track, analyze and report compensation
information on pay grade structures, merit guidelines, support
salary budgeting.
9. Employee database Development
 HuRIS and PIS in Nepal
• Two major HR databases exist with data on the health workforce
employed by the government
• The HuRIS is the MoHP’s information system, which maintains
information on staff employed in the health sector only.
• The MoGA has a hardcopy file database for all government
employed staff that was recently overhauled and updated for
health employees. It also manages the PIS, which is housed
within the Department of Civil Personnel Records(DoCPR).
• The PIS is the repository for HR information of the public service
and is used for managing pensions.
• It was originally planned that the HuRIS would include other
government sectors (e.g.police, army)and the private sector, but
this has not yet happened.
 HuRIS Assessment-2011
Findings
– Not updated
– Staff movement not monitored
– Job classification are inconsistence
– MoH take information from Region not from
HuRIS.
# Future plan for HuRIS: Inclusion of Private Health
Institutions
 Availability of information
1. Personnel information: 3. Human resources:
a. Bio-data, family data a. Complete sanctioned post
b. Education and training b. Human resources
c. Area of specialization c. Post status (filled, occupied and
d. Publication vacant)
e. Transfer, Deputation etc
2. Health facilities:
4. Demographic data:
a. District, Zonal, Regional hospitals
a. VDC, Municipality
b. PHC, HP, SHP
b. Male and female population
c. Ayurvedic Health Institution
c. Other demographic data
 SWOT Analysis
• Strength:
– Provide functional information
– Uses friendly powerful, reliable and flexible system for human resources, management,
planning and decision making
– Forecast human resources requirement
– Help to prepare detail list of human services
– Commitment of human information management division

• Weakness:
– Low data inflow i.e. low coverage
– Not a comprehensive picture
– Inadequate attention by MoH and DoHS authority
– Model for information system
– Foreign agencies’ interest
• Threat:
– HuRDIS unit staff retention
– Frequent change of partners
– Indifference in utilizing HuRDIS information and its implication
 Summary of HuRDIS
• HuRDIS is a powerful management tool developed and supported by PHCP-GTZ
upon request of DoHS in 1994.
• It is a computerized system for collecting, storing, updating, analyzing and
retrieving information of health personnel and health institutions.
• Database device and is designed to store information about employee and their
job.
• Database includes comprehensive bio-data of health workers (30000+), health
organization(4500+), demographic data (4000) and many others.
• The information system contained :
– Personal data, skill data, compensation data, position data, performance
record etc
Uses of HuRDIS
• Makes the information processing faster easier and reliable
• Facilitates the decision making process in planning and HRD management at all
level
• Enhance the management capacity of central, regional, and district level
health institution
• Provides the reliable and updated information in health management which is
required not only for human resource development management but also for
rational planning
• It provides the information about the person requiring training, transfer or
promotion
• Can be used in succession planning
• Forms the basis for conducting job analysis

• Components of HuRDIS includes:Health institutions,Health training,Human

resource and E-HuRDIS
 Although a good number of HRH plans, strategies, policies, and acts are in
place, the status of implementation and follow-up is weak.
• The data available on HRH is limited and ambiguous. Therefore, HuRIS,
should be strengthen to provide comprehensive, reliable, and up-to-date
information about all the health workers.
• Gender and social inclusion data should be considered for HR planning,
management and decisions making process.
• Inequity in access to health workers is worsening, despite the increase in
supply, due to the difficulty in attracting and retaining staff in remote areas.
• HuRIS has been adopted by most of the organization to make the work easier
for the organization.
Limitation of HuRIS

• The data available by HuRIS are incomplete and could not be

used as a reliable planning and management system.
• Due to poor internet connectivity in some locations and high
turnover of trained operators, especially at district and
institutional level, regular updating of information do not
occur.
• Professional councils also hold data on key professionals.
However, the validity of these data is also uncertain (for
example, training and education for all members)
• There is also an issue of duplicating with Personal
Information System function.
 Recommendation
• Systems and procedures should be put in place to ensure that
routine workforce information is collected on a regular basis.
This will need to be well institutionalized before the workforce
planning exercise is conducted.
• Workforce information should be updated each year and a
time series produced to show changes year by year.
• In order to monitor initiatives aimed at improving the retention
of essential staff in rural areas, recruitment and vacancy
figures should be monitored on a regular basis.
• Data on staff losses (e.g. resignations, retirement, etc.) and age
profiles should be collected by staff group, on an annual basis
and published for MoHP planning and budgeting cycle
purposes.
• An annual report on all HR Information should be produced.
• The training information system is currently being strengthened
and expanded and once it is fully functional data on the number of
newly qualified staff graduating for each profession should be
collected annually.
• Submission of forms should be made compulsory for every health
personnel
• Regional offices need to be established
• Number of office staff to be increased
• Government should increase its capability to run the system by
self
• Private sectors, I/NGOs should be included in all matters of system
• Information to be made available as when and where required
conveniently.
Gender Perspective
Gender issues
• Gender bias in education.
• The gender pay gap.
• Gender disparities in agriculture.
• Poor access to healthcare.
• Child marriage and other forms of gender-based violence.
• Lack of representation for women and girls at the policy level
• The authors cite a study conducted in West Bengal, India, and Bangladesh which
found that, as the salinity of water goes up, girls are “5.3 percentage points more
likely to be responsible for water collection and skip school.”
• The high price of collecting water(Gender and water collection responsibilities –
A snapshot of Latin America CHRISTIAN BORJA-VEGA JONATHAN GRABINSKY|
JUNE 26, 2019, A UNICEF report,
2017 Progress on Drinking Water, Sanitation and Hygiene, found that “women
and girls are responsible for water collection in 8 out of 10 households with
water off premises.” Gender divisions in water-fetching responsibilities have
broader implications for social equality; in addition to mirroring larger societal
stereotypes, burdening women with the responsibility of fetching water
constraints the opportunities available to them and hampers their social
mobility)
5 Top Issues of Gender Inequality in the Workplace
• Unequal pay. On average, American women are more
educated than men.
• Sexual harassment. An obstacle that many women face in the
workforce is sexual harassment.
• Racism.
• Women are promoted less often than men.
• Fear of asking to be paid what you're worth.
 Empowerment and Status of women

• Sex refers to the biological and physiological characteristics of

male and female animals e.g. genitalia, reproductive organs,
chromosomal complement, hormonal environment etc.
• Gender refers to the socially constructed roles, rights and
responsibilities, possibilities and limitations that in a given
society are assigned to men and women.
• In other words, to what is considered ‘masculine and
feminine’ in a given time and place.
• So, we can conclude that ‘sex’ and ‘gender’ are two different
terms where concern of sex is only biological while of gender
is mainly social.
 .

• Nepal, being a poor country, cannot provide all the basic

facilities and opportunities of life to its population.
• The high level of population growth and low level of economic
development in the country has made Nepal one of the poorest
countries in the world.
• Land locked geography, rugged terrain, inadequate
infrastructure, low literacy rate and high prevalent gender
inequality are the main circumstances for driving Nepal into a
condition of object poverty.
• Leaving some exception of certain ethnic communities, Nepal
society is predominated by patriarchal family, governed by
Hinduism as a strong ideological force.
• All aspect of growth and development of child are shaped by a
social structure and value system informed by patriarchal
traditions. Nepal is a very high incidence of sex preference.
• Sons are considered as .economic insurance against
the insecurity of old age.
• They ritually open the gate to heaven by performing
the oath rites for their parents and they carry the
family name and legacy.
• It is thought that daughters are given away in
marriage to care for their husband’s parents and
protect their husband’s property.
• In the consideration of many parents, daughter’s
economic value is restricted to their childhood years,
and investment such as education and health care
are thought to be useless.
 . early childhood, she has to
• Thus, if a girl baby survives until
face partiality and dominance in every aspect such as in
nutrition and facilities.
• In middle and late childhood, they have to handle a large
share of domestic responsibilities, including sibling-care
often at cost of their education and social participation.
• As adolescents, Nepali girl children face early marriage and
pregnancy. Already worsened with poor health and prenatal
malpractices.
• They face a high risk of perinatal complications and death.
Their nutritional deficiencies may have effect on their
children, resulting infant’s low birth weight, disabilities and
death.
 .
• As they grow older, repeated pregnancies, anaemia,
continued malnutrition and excessive workload can result in
early death.
• Nepal is one of the few countries in which women’s life span
is shorter than that of men. This fact reflects the compiled
and sum of all discriminations which Nepali women and girls
are facing..
• When gender inequalities and discrimination operate in the
workforce outside of the awareness of HRH policy-makers,
planners, educators and managers, they may impede entry
into health occupations or contribute to attrition, absences
from work, lower productivity, poor health and low morale of
health workers.
 Gender Perspective in the Health program
The gender perspective focuses particularly on gender-based
differences in status and power, and considers how such
discrimination shapes the immediate needs, as well as the long-
term interests, of women and man. A Gender Perspective in the
Health Sector should incorporate possible themes of a health
strategy with a gender perspective:
i. Clear recognition that gender-based discrimination and
inequality are contributing factors to women's health needs and
problems and that an effective and equitable health strategy
must therefore respond to the manifestations and consequences
of these social patterns and support women's empowerment;
ii. Better gender-disaggregated data and research to provide a
more accurate assessment for planning purposes of health
problems, needs and use of health services;
iii. Strategies for health care delivery that respond to
gender-based differences in health problems and access to
health services, and that consider women's concerns and
needs as individuals as well as in relation to children and
childbirth;
iv. Strategies that target men as well as women for
activities related to child health, fertility regulation and
safe sexual practices, and that recognize men's rights
and responsibilities in these areas;
v. Recognition that women provide most of the paid and
unpaid health care in society by expanding women's
role in decision making about policies and priorities at
national level and within communities;
vi. Health sector policies that result in an equitable
distribution of the costs and benefits of investments and
approaches to health care provision at both national and
community levels;
vii. Identification of ways in which the health authorities can
support the initiatives of other agencies that create the
conditions for health, with particular benefit to women:
such as investments in water and sanitation; food security
policies that target women's food crops for extension
services and productivity enhancement etc.
 HRM Five: How to drive gender equality
1. Promote a family-friendly workplace
• More often than not, women end up leaving employment
because there are no considerations in place for them to
balance both work and family obligations.
• But in fact, family-friendly policies will benefit working mothers
as well as working fathers.
• Companies also need to move away from the conventional
model of nine-to-five full-time work, and provide greater
flexibility in how work is done – whether that means
telecommuting, part-time positions, or project-based contracts.
• Providing childcare access and benefits will also go a great way
toward mitigating the loss of valuable female employees.
2. Take problems seriously
• If organisation doesn’t already have a clear policy against
discrimination and harassment in place, it’s time to
implement one.
• It isn’t just about extreme cases like physical assault. For
instance, how seriously does the organisation take repeated
sexist comments? If HR doesn’t take action, or put in place a
clear reporting mechanism for such incidents, it suggests that
the organisation doesn’t take sexism or gender equality
seriously.
• Be clear on what constitutes inappropriate comments or
actions, so that every employee is on the same page.
3. Set the example
• What is tolerated at an employee level is frequently
determined by the people up top.
• It is time to get the organisation’s leadership on board, and
educate them on the benefits of a workplace that is
welcoming to both men and women.
• A CEO who swiftly and decisively cuts down an off-handed
sexist comment is a more potent influence than any corporate
discrimination policy.
• Similarly, a management team that includes a visible number
of women and people from minority groups signals to the rest
of the company – and everyone outside it – that this is an
organisation where everyone has the opportunity to rise up
and take a seat at the table.
4. Rethink the hiring process
• In many countries, it is already illegal to request certain
information on résumés or during job interviews. But
organisations can take it one step further.
• HR can consider circulating excluding candidates’ names
themselves, before passing on information to hiring
managers.HR and hiring managers also need to be open-
minded to the fact that many working mothers might have
gaps in their employment histories because they took time off
to take care of their families.
• If an organisation finds it isn’t getting many female applicants,
it might be time to take a step back and review the different
components of the hiring process – such as the outlets used
to advertise positions, or the type of language in the job
descriptions.
• 5. Nurture a culture of mentorship and sponsorship
• A recent survey by Lean In Org showed that almost half of male
managers are now uncomfortable participating in common work
activities with women, including working alone and mentoring.
• But as Lean In Org founder Sheryl Sandberg notes, “Men vastly
outnumber [women] as managers and senior leaders”.
• Workplaces that want to be more inclusive need to encourage
mentors to expand their protégé pool beyond just those who look
like them. Companies also need to consider the concept of
sponsorships.
• While mentors provide guidance and advice, sponsors act more
as advocates. By educating managers and leaders to advocate for
both men and women equally, HR is better-positioned to nurture
a workplace culture that means everyone is visible, and given
access to the same opportunities.
# (https://hrmasia.com/hrm-five-driving-gender-equality/)
 What are the implications for practice

• Gender mainstreaming:
• “ Govt and other actors should promote an
active and visible policy of mainstreaming a
gender perspective in all policies and
programs so that, therefore decisions are
taken, an analysis is made of the effects on
women and men, respectively”
 Mainstreaming Gender in Health
• Intervention must take into account the way in which gender
influences the degree to which men and women have access
to and control of the resources needed to protect their own
health and that of family and community members.
• Preventive and public health interventions must take into
account women’s needs and priorities.

Gender Mainstreaming requires

• The collection and use of sex disaggregated data
• Dedicated resources, both human and financial
• Integration of gender awareness into training of health
workers and planners- both initial and ongoing.
 Improving access to quality services
• Review pathways to and payment for diagnosis and treatment
to identify ways to make them more accessible to women and
men:
• E.g. integrating services, financing mechanisms, outreach,
opening times, quality (including client definition)

• Gender statistic of Nepal reflect the discrimination in figure as

below
 Participation in decision making: Women
• Percent distribution of currently married women by person who usually
makes decisions about four specific issues, Nepal, NHDS 2006
Decision Mainly Mainly Wife and Someone Other Total no of
wife husband husband else women
jointly (8257)
Own health 20.3 33.6 26.8 19.2 0.1 100%
care

Major 15.4 20.2 37.3 27 0.0 100%

household
purchases
Purchases 36.3 15.7 21.3 26.7 0.0 100%
of daily
household
needs

Visits to her 21.1 18.7 35.4 24.6 0.1 100%

family/
relatives
 .
Male Female
• .
% of shared population 0.4995 0.5005
Adult Literacy (15 yrs age) 62.7 34.9
GDP per capita 1831 790
% of share in parliament 80.67 19.33
representation
% of share in Administrative 87.29 12.71
&Managerial position
% of share in Professional & Technical 81.25 19.75
position
 Women's representation in civil service by
class/Level 1999-2001
• Source MoWCSW 2000 May
Class Total Civil servant % of women % of women
In 2000 in 1999 in 2000

Special 85 3.5 2.4

First 633 5.1 4.1
Second 2719 4.9 3.2
Third 7,418 5.3 5.2
Non-Gazetted 87,834 8.0 8.2
Total 98,689 7.7 7.8
 Women representation in local Govt institutions
1997-2002
• Source Election commission 1991, 1994, 1999

Local bodies Total Shared of

Representation women %
District Council 10,000 1.5
District Dev 1,117 6.7
Committee
Municipality 4,146 19.5
VDC 50,857 7.7
Village Committee 183,865 2.1
Ward Committee 176,031 20.0