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EXECUTIVE SUMMARY

TITLE: An internship report on the Punjab provincial bank ltd.


Authorization: Recommendation:
Department of business administration demands every student of MBA program to go a
process of 3 month internship program and to submit the report based on the observations and
work done during the training process. It is actually the review of any organization currently
running its business, having its competitors .The study of the functions of the human
resources department is the main purpose of this internship.
It is also meant for finding the weaknesses and shortcomings and then giving the suggestions
for improvement.
Process of Review Methodology:
I went through the all functions and processes of the human resources department of the
organization e.g. job analysis, recruitment, staffing, employers training, performance
appraisal processes, compensation packages, retention of employees etc.
HAZARDS:
The hazards and the problems faced or found in the organization are in its promotional
procedures .The employees are not satisfied with the working of the promotional board
.Some employees working in different capacities were not satisfied with the present status of
the work assigned to them..
More over, the employees are not trained according their specialized task performed by
him/her .They are given general training so while performing the specified task, it is difficult
for him to be more accurate and it affects his/her efficiency.
In the era of specialization, the employee should be trained according to specified task and
the refreshing process should be conducted time to time.
IMPLIMENTATION TIME SLOT:
The suggestions and recommendation can be implemented during the current fiscal year.

INTRODUCTION TO THE ORGANIZATION


The bank was registered in 1924 to accomplish the three-tier system of cooperative credit in
the province of Punjab. Primary cooperative societies constituted the base; the central
cooperative banks were at the secondary level and at the top was the Punjab Provincial
cooperative bank limited serving as an apex bank for providing credit to the cooperatives.
In October 1976, the Federal Government Promulgated the Establishment of Federal Bank
for Cooperative and regulation of cooperative banking ordinance, whereby the cooperative
banking system in the Punjab was converted from three tiers into two tiers resulting in the
dissolution of 46 central/ urban and industrial cooperative banks and banking unions.
According to the provisions of the ordinance, the undertakings of the Dissolved Cooperative
Banks stood transferred to and vested by in the Punjab provincial cooperative Bank Limited
on the terms and conditions notified by the provincial Government in order to manage and
control the undertakings of the dissolved cooperative Banks.

BUSINESS VOLUME
The Punjab provincial cooperative bank limited is a scheduled Bank, at present, having 161
branches at district, Tehsil headquarters and important mandi towns. Over 38000 cooperative
societies are affiliated with the Bank. The paid up share Capital of the bank amounts to Rs.
112.518 million, out of which the Provincial Government subscribes shares worth Rs.16.235
million. The authorized share capital of the Bank consists of unlimited number of shares of
Rs. 100 each. A member cooperative society, which has to borrow loan from the Bank for its
members, has to purchase at least shares equal to 2% of the MCL of the society fixed with the
Bank.

OBJECTIVES OF THE BANK


The main objects of the Bank are as under:
1. To afford financial assistance to members societies in such manner as may be
necessary.
2. To carry on banking and credit business.
3. To inspect, supervise and estimate credit of member societies.
4. To help the growth of the cooperative movement.

FUNCTIONAL DEPARTMENTS OF THE BANK:


There are six functional departments of the bank. These are :
1. Credit and Recovery
2. Audit and Inspection
3. Board and Properties Affairs
4. Finance
5. Human Resources
6. Law

and Advisory

All these departments work under the supervision of the deputy general manager .Along with
the deputy general manager and the heads of all these functional departments ,there is general
manager of the bank .All these department work under the policies framed by the board of
directors from time to time and the policies are conducted by the H.R.Department.

OBJECTIVES OF STUDYING THE ORGNIZATION :


1. To

review the human resources department .Analysis

of the functionalities of

human resources department .


2. To

do a comparative analysis of the organization with the other in the same

business and capacity .


3. Finding

out the weaknesses, short comings, strengths and beauties of the

human resource department .


4. To

put some suggestions & recommendations for the development and polishing

of the human resource department .

NATURE OF THE BUSINESS :


The Punjab Provincial Cooperative Bank Ltd. is one of the famous and well known
organization in the banking sector. Its services have won good will and the bank is

considered credible throughout its area of operation and range of business. It gives
loans to the cooperative societies and to the individuals too. Moreover it also offers
services in the normal banking of daily life.

PRODUCT LINES OF THE BANK:


The oldest scheduled bank of Pakistan gives the following services to the customer.
1. A leading bank for providing the agriculture loans to the low scaled formers by its
Punjab wide 161 branches.
2. The availabilities of productive loans to the formers of co-operative societies for
seeds, pesticides and fertilizers on easy conditions.
3. Mid term loan for the purchase of tractors in a co-operative societies.
4. Agriculture machine and tube well loans.
5. The loan up to 5 Lac for co-operative societies for the increment in the industrial
production.
6. Females may also benefit themselves by same facilities.
7. Availabilities of the loan for the development of Information Technology.
8. The launching of gold loan for general public and agriculture purposes at Tehsil level.

COMPETITORS:
1. I.D.B.P.
2. A.D.B.P.
3. Muslim Commercial Bank Ltd.
4. Habib Bank Ltd.
5. Foreign banks like City Bank , Standard Charted Bank Ltd. etc.

Chartered Accountants:
Ilyas Saeed
Midsnell Group International Legal Advisors:
Khan Ilyas
Mian Safdar Mehmood Rab Nawaz Malik Bank location:
Cooperative Bank Square,
Shahrah-e-Quaid-e-Azam(The Mall)
Lahore.

OPERATIONAL ZONES
For the convenience of the operations of the bank and providing more facilities to the
customers at or near their home town the bank is working with following zones along with
the head office at Lahore.
Multan Zone
Sargodha Zone
Faisal Abad Zone
Rawal Pindi Zone
Gujranwala Zone
Bahawalpur Zone
D.G.khan Zone

BOARD OF DIRECTORS:
Following members constitute the board of directors for general management of the bank.
Registrar, Cooperatives, Punjab

Ex-Officio President

Chief Auditor, Cooperatives, Punjab Ex-Officio President


34 duly elected members, one from each Distt. Member
Three nominated members by the Registrar Member
The board of directors has 39 members. A nominee of the Federal Bank for cooperatives
attends the meetings of the board of directors as observer. The board of directors elect a vice
president from amongst its members. The board of directors may delegate all or any of the
powers for proper and efficient conduct of the business of the bank to the president, vice
president, general manager, any other responsible officer of the bank or a sub committee
appointed by the board of directors.

LIST OF PRODUCTS:

1.

Shares capital.

2.

Reserve deposits.

3.

Securities.

4.

External loans .

5.

Investment.

6.

Loans .

7.

Reception of utility bills.

8.

Reception of the application for the Pilgrimage (Hajj).

Human Resource Department is not directly concerns with the customer satisfaction but its
policies are the integral part of the bank achievement plans and its policies ensure the right
person to be hired, for the right and specified job, trained, evaluated, giving incentives and
hence by appointing right persons in the different functional departments of the bank. So
Human Resource Department helps in the proper functioning of the products and if there are
complaints against the products of the bank or the customers are not satisfied with the bank
products, it takes measures in order to determine the job specifications, hiring of the
appropriate person or conducting the refreshing courses etc. and hence leading toward goals
achievement.

STAFF ROLE OF THE HUMAN RESOURCE DEPARTMENT OF THE BANK


The Human Resource department of the bank operates in an auxiliary, advisory, or
facilitative relationship to other departments in the organization. Any staff unit, whether it be
personnel or otherwise, exists to help the line effectively. It has been created in the first place
to take advantage of specialized talent and knowledge.
The H.R department of the bank generally performs the following roles:
1.

Initiation and formulation

2.

Advice

3.

Service

4.

Control

POLICY INITIATION AND FORMULATION


The executive in charge of the H.R.Department is the individual most actively involved in
policy revision to cover recurring problem or to prevent anticipated problems. Ordinarily
these are proposed to the president of the company, and it is up on the latters authority that
the policy is actually issued. When proposing a new or revised policy the personnel director
must analyze problem that have occurred in the past, survey other companies to determine
how they handle similar situations, discuss the matter with colleagues and subordinates and
give due consideration to the prevailing philosophy in the organization.

ADVICE
A major portion of the activities of those engaged in staff personnel work is in the nature of
counsel and advice to line manager. Countless examples can be given. A shop foreman may
be confronted with a grievance over distribution of overtime. Another foreman may have the
problem employee who he feels should be disciplined or even suspended. At the time of the
annual review of all salaried personnel for possible pay increases, the operating manager
plays a key role in advising operating manager on the administration of the program. An
apparent concerted slow down may occur in the assembly department. It may have been
instituted by the union in retaliation for the cutting of piece rates the week before. How
should production supervision handle this situation.
The H.R.Managers and their staffs are expected to be fully familiar with H.R. policy, the
labour agreement, past experience and the needs and welfare of both the company and the
employees in order to develop a sound solution. Successful personnel specialist must be
people centered. They must be feeling sensitive, wants, and motives of other people. At the
same time they must continually be cognizant of their obligation to preserve the structure and
functioning of the organization. In fact, this really is the essence of H.R. management.
Management must seek to so direct and coordinate the efforts of the people that the goals of
the organization are achieved while at the same time providing need satisfactions for the
members of that organization.

SERVICE
The service responsibilities of the H.R. department are apparent when one examines such
things are as the employment, training, and benefits functions. The tasks of recruiting,
interviewing and testing job applicants are performed in the H.R.Deptt.. Training programs
are planned, Organized and often staffed through the H.R.Deptt. H.R.Deptt must see that
adequate instructional materials and facilities are available. Once pension and insurance
programs have been setup, all claims must be through the H.R.Deptt. The maintenance of
adequate employee records is a service function that permeates all functional specialties
within the personnel field.

Control
The H.R.Deptt carries out important control functions. It monitors the performance of line
department and other staff departments to insure that they conform to established personnel
policy, procedures, and practices. The control function of the personnel department is quite

comparable to the activities of a quality control group that measures product variables to
insure conformance to engineering specifications or to the activities of the auditing staff that
inspects accounting records to ascertain conformance with prescribed standards.

HUMAN RESOURCEDEPARTMENT FUNCTIONS


H.R. Management activities are carried on both by the staff H.R.Deptt and by operating
management in the course of directing the activities of the work force. Variation from the
pattern described may occur in particular companies because of special circumstances.
This function includes recruitment, selection, and induction into the organization. The initial
decision to add someone to the payroll is made by line management. It is also its
responsibility to determine the content of the job to be performed and the employee
qualifications necessary to perform the job satisfactorily. Very commonly, statements of job
content and employee qualification have been previously worked out jointly between line
management and the H.R.Deptt. These are recorded in the form of job descriptions and job
specification. The H.R.Deptt must develop and maintain adequate sources of labour. It must
set up and operate the employee selection system, which may include interviews, selection
tests, a medical examination, and reference checks. Quite commonly the role of the
H.R.Deptt is one of screening with the final decision to hire or reject being made by the
supervisor who requested the new employee. However, in the case of large-scale hiring
program of unskilled or skilled workers, the H.R.Deptt is commonly granted full and final
authority to make the hiring decision.
The new employees supervisor bears Important responsibilities for introducing his/her to the
new work environment. This is often called orientation or indoctrination.

TRANSFER, PROMOTION, LAYOFF


For these tasks the H.R.Deptt serves primarily in a coordinative capacity. When employees
are moved from one department to another either because of the needs of the business or
because of individual requests, the personnel records may be studied to ascertain that they
posses the requisite skills. Layoffs typically are processed by the H.R.Deptt to insure that the
proper order of preference is followed. This can become complicated of combinations of
jobs, departmental, and plant wide seniority rights must be observed. When a vacancy occurs
in a position, it may be filled by promotion from within or by direct hiring from outside the
company. This decision is often made jointly between the H.R.Manager and the executive in
change of the department where the vacancy has occurred. Many companies may establish

policies to cover matters of this type. The actual final decision as to which candidate is
chosen for the promotion is largely made by the executive in whose unit the vacancy has
occurred.

TRAINING AND DEVELOPMENT


On-the-job training and coaching are performed by the line supervisor or by a specially
designated employee who acts in the role of an instructor. It is the responsibility of the
personnel industrial relations group to determine training needs in cooperation with the line
management. Once the needs are established, the personnel training specialists must design a
program to accomplish the desired results. If the program takes the form of in service class
room courses, it usually is administrated by H.R.Department. Coaching, performance
appraisal, and post appraisal counseling, job rotation, understudies, and special broadening
assignments are largely executed by operating managers but coordinated by a central
H.R.Deptt.
For those enterprise that are engaging in an organization development activity the personal
manager or the personnel staff.
For those enterprise that are engaging in an organization development activity the
H.R.Manager serves in a consulting role to an operating department. He plans programs in
cooperation with managers of operating departments, diagnoses people problems, conducts
various workshop type programs, and provides feedback to the managers about ongoing
problems.

COMPENSATION ADMINISTRATION
The work of designing and installing a job evaluation program is handled, for the part, by the
H.R. department with some consultation with line managers . The decision to adopt a
particular pay structure with pay grades and fixed minimums and maximums for the grades is
a top management responsibility.
The day-to-day work of analyzing jobs, evaluating their worth according to a formal job
evaluation plan, and maintaining suitable records is are H.R.deptt.functions Periodic wage are
conducted by the H.R.deptt, but any firm decision to rise or change the entire schedule is
particularly always reserved for the chief executive officer of the organization.

HEALTH AND SAFETY


A significant part on occupational health programs is the identification and control of agents
within the working environment that can cause occupational diseases. some agents may be
gases, dusts, fumes, toxic chemicals and metals, noise, heat, radiation, biological substances
and stress. Industrial hygienists are employed to identify and control such hazards to health.
Other important elements of an employee health programs are pre-employment medical
examinations, periodic examinations for those working on jobs having exposure to
occupational disease-causing agents, rendering of first aid, treatment of minor ailments such
as colds and headache, and providing health education information. Small companies
typically hire physicians, nurses and industrial hygienists only on the consulting and part time
basis. Large firms tend to be staffed with full time personnels in these areas.
The safety program is directed toward the prevention of work injuries. The main element are
engineering , education and enforcement. The safety director who I usually a member of HR
department works closely with the plant engineering unit to have machines and equipment
properly guarded. New production processes and machines must be o designed and
constructed so that possibility of human injury is remote.

DISCIPLINE AND DISCHARGE


Discipline has two principal meanings. In the first sense it means training that molds or
corrects. This means the achieving and maintaining of orderly employee behavior because
the people understand and believe in the established codes of conduct. The second meaning
of the term discipline refers to punishment of wrongdoers.
The H.R. department commonly assumes the responsibility for formulating the list of
necessary rules together with the range of penalties for each together with the range of
penalties for each offense. Frequently this list of rules and penalties is discussed and cleared
with high-level line management before it is issued and communicated throughout the
organization.
Most commonly, actual approval by the H.R.department has to be obtained before and
employee may be discharged. The reason is that discharge is a very serve penalty and should
be used only when a very clear case can be shown. In addition, it is especially vital to achieve
companywide uniformity in the handling of such cases.

LABOR RELATIONS

When a union has been certified by the national labor relations Board, as the result of an
election, as the sole and exclusive bargaining agency for the employees, then management
must bargain with it in regard to wages, rate of pay, hours of work, and other conditions of
employment. The principal tasks involved in handling labor relations are contract negotiation,
contract interpretation and administration, and grievance handling.
The H.R.department plays very significant role in labor-management relations. The director
of industrial relation usually serves as a key member of the bargaining team often acting a
chief management spokesman. In operating on a day-to-day basis under the terms of the labor
agreement, line supervision often finds frequently occasion to consult the H.R.department
regarding such matters like allocation of over time, handling of transfers and layoffs, and the
application of contract work rules.

BENEFITS AND SERVICES


Included under this category are pensions, group life insurance, hospital and medical
insurance, sickness leave pay plans, supplemental unemployment compensation, loan funds,
credit unions, social programs, recreational programs and college tuition refunds plans.
The actual decision to establish or to expand these programs is nearly always made by top
line management upon the advice and consultation of the H.R.department. The actual design
of pension and insurance programs requires a great deal of technical knowledge. These
programs are generally worked out in conjunction with insurance companies or insurance
consultants. After these plans are installed, the day-to-day processing of claims is handled by
the H.R.department

ORGANIZATION DEVELOPMENT
Organization development is a general approach for improving the effectiveness of an
organization that utilizes a variety of applied behavioral science methodologies. Among the
objective of the OD are to increase the level of trust and supportiveness among people in the
organization, enhance interpersonal, skills, make communication more open and direct,
directly confront problems and to tap the knowledge of all who can contribute to problem
solutions wherever they may be in the organization.
Consultants are often involved in OD work they work jointly with management to collect
data, diagnose problems and work of solutions. Typical kinds of OD activities are
interventions are confrontation meetings, team buildings, survey field, back conflict
resolution, laboratory training and managerial grid exercises and projects.

HUMAN RESOURCE PLANNING


Another new function that has emerged in recent years in human resource planning (also)
called manpower planning). Sometimes a specific person or office has this as its primary
responsibility; more commonly the responsibilities are shared by several people within the
corporate personnel unit. Human resource planning is the process by which is a firm insures
that it has the right number of qualified persons available at the proper times, programming
jobs that are useful to the organization, and which provide satisfaction for the individuals
involved. The principal elements involved in human resources planning are as follows:
(1) goals and plans of organization; (2) current human resource situation including skills
inventory; (3) human resource forecast including comparison of projected future demand for
employees with projected supply; (4) designing programs to implement the plans; and (5)
audit and adjustment.

EQUAL EMPLOYMENT OPPORTUNITY


Very commonly the chief personnel executive in a company bears the major responsibility
for insuring that the organization complies with the various equal employment opportunity
laws and regulations. She or he often delegates the day-to-day detailed administration to
someone within the H.R.department who either specializes in this field of work or who
performs these duties along with others department such as the employment function. Usually
the chief executive officer (CEO) of a company, whether she or he be called the chairman of
the board or the president, plays a key role in the formulation and implementation of equal
employment policy.

PERSONNEL INFORMATION SYSTEM


Today, many organizations have staffs of people trained in mathematical analysis, computers,
and management information systems. Some companies have applied these capabilities to
personnel work. Among the applications have been human resources planning, skills
inventories, employee benefits analysis, and productivity studies.

POLICIES OF THE BANK


The bank maintenance the account on cash basis under the historical cost convention and are
in conformity with the provisions of CO-opertive societies Act, 1925.
STAFF RETIREMENT BENEFITS
The bank operates the following schemes for its employees:

1.

For employees who did not opt for the new scheme the bank operates the following:

i)

Approved contributory provident fun and

ii)

An approved gratuity scheme.

NEW SCHEME
For new employees and for those who opted for the new scheme introduced 1986 for both
clerical staff and for officers the bank operates the following:

i)

An approved funded pension scheme for which monthly contributions are made: and

ii)

An approved non-contributory provident fund introduced in lieu of the contributory

provident fund.

TAXATION
Provision for taxation is based on taxable after taking in to account applicable exemptions
and rebates, if any, as laid down in the income tax Ordinance. 1979.

INVESTMENTS
Investments in marketable securities are stated at market value. Premium on Pakistan
investment bonds are amortized over a period of ten years.

ADVANCES
Loans and advances are stated at their principal amounts, net of provisions for loan losses.
The specific provisions for possible loan losses have been made as considered necessary after
taking in to consideration the realizable value of assets held by the bank as security.

TANGIBLE FIXED ASSETS


Fixed assets, other than land which is not depreciated, are stated at cost les s accumulated
depreciation. Depreciation is computed over the useful economic lives of the related assets
and charged to income applying diminishing balance method except motor vehicles on which
the depreciation is charged on straight asset where the asset has been used for more than six
months in the accounting year. No depreciation is provided in the year of disposal.
Maintenance and normal repairs are charged to income as and when incurred. Major repairs
and improvements are capitalized. Gains or losses, if any, on disposal of fixed assets are
included in current income.

REVENUE RECOGNITION
Revenue from advances and investment are recognized on cash basis.

ADMINISTRATIVE HEAD
The administrative head of the Bank is general manager who controls the affairs of the Bank
on the basis of policy framed by the board or directors from the time to time. The following
executives at head office assist him.
Sr. No

Name of Executives

Deputy General Manager

Chief Manager Human Resources Department

Chief Manager, Audit & Inspection

Chief Manager, Credit & recovery

Chief Manager, Board & Properties affairs

Chief Manager, Finance

Chief Manager, Legal and Advisory Services

RESERVE FUNDS OF THE BANK


The bank maintaining reserve funds, as on 30-04-2001, as under:
Sr. No

Type of Fund

Amount (Rs) million

Reserve Fund

298.248

Bad & Doubtful Fund

410.475

Building Fund

103.862

Other Funds

79.401

Total

891.986

CURRENT DEPOSITS
The bank held deposits to the tune of Rs 1,339.009 million as on 30.04.2001 the bank up of
which is given here under.
Sr no

Nature of deposit

Amount (Million) (Rs)

Current Deposits

83.946

Saving Deposits (PLS)

1042.095

Fixed Deposits

131.280

Other Deposits

81.778

Total

1,339.099

The cash balances including bank balance of the bank as on 30.04.2001 stood at Rs 889.996
million.
A sum of Rs. 369.993 million has been invested by the Bank in Government securities,
Government Bank and shares of other institution according to the policy laid down by the
State Bank of Pakistan.

HUMAN RESOURCE DEPARTMENT OF THE BANK:


The bank has won repute in the field of agriculture ,industrial loan and for the daily life
banking .It has been achieved only due to the proper and exact functionality of the Human
Resource Department .The Head of the Human Resources Department is the general manager
and his team comprises of chief managers of different departments .
The Human Resource Department may advice the administration and the board of directors
on special issues of the bank and then it offers services in order to accomplish the task. The
human resources are the ultimate deciders provided by the Human Resource Department. It
not only gives advice , offers services but also control the policies of the administration.
RECRUITMENT:

The department first determine the need of employees to be hired .The post against each
vacancy is advertised and then the applications are invited from the applicants .If there is a
post of manager cadre ,the general manager personally is the interviewer of the interviewees
along with his team .

TRAINING:
Then the qualified candidates undergo a training period under the banner of Human Resource
Department .There are co-operative training college at Faisalabad and Bahawalpur Districts
.Then the specified persons are appointed against each specified post so the best results are
expected and hence the performance and good will of the bank is increased.

TRANSFER:
Human Resource Department of the bank also deals with the transfer of the employees
because the Human Resource Department knows the demands of the job and the right person
is employed over the right place by transferring him to that post .
Health and safety matters are also handled by the Human Resource Department in the bank.
As there are no apparent dangers to the employees and customers hence it is the
responsibility of the Human Resource Department to see through the matter.

EVALUATION:
The employees are then properly evaluated by different evaluation criteria and procedures in
order to motivate them and to enhance the performance .The job appraisal system comprises
of different questionnaire depending upon which the whole system is forwarded .

UNION:
The union plays an essential part for the labor management relation .It bargains with the
management in the light of the demands of the employees .It is the responsibility of the
Human Resource Department which holds the formal talks and the negotiations between the
parties.
Human Resources Department is also responsible for the dealing with other organizations
running the same business.
Discipline and discharge is the necessity of each organization and it is maintained by the
Human Resource Department of the bank. If an employee is creating problems for the
administration for nothing, he may be warned and

depending upon the severity of the matter and allegation he may be suspended and even
terminated.
Work Place Training:
The work place training is the key factor of the policies of the Human Resources Department
.As the bank is public dealing entity so the work place training is the integral factor for the
good will and the status of the policies and services of the bank.

REFRESHING COURSES:
The refreshing courses enhance the potential capabilities of the staff and the performance as
well. The refreshing courses are conducted by different financial institutions and are attended
by the staff members on the recommendations and behalf of the H.R.Department Refreshing
courses are for the managerial and clerical staff. So they are equally and firmly evaluated and
enhancement of their capabilities is achieved.

PAY PACKAGES:
The packages are also determined by the Human Resources Department. These are
determined on the basis of performance, ACR, qualification and seniority .It has
comparatively low pay packages yet good ones.
The managerial posts are filled by the three methods by the Human Resource Department.
Direct
Graduate
Non-graduate
The promotions are on the seniority cum fitness basis .So the qualified and the efficient
workers are supposed to come up to the top.
Human Resource Department also deals with the retention and firing of the employees .In
case of deceased employee, one of his child gets the job in the bank .According to
qualification and skills it ensures the employee benefits .More over the Human Resource
Department also cares for the old age benefits of the employees .It is obvious that the Human
resources Department is of key importance and is playing a complementary role in the
development and promotion of the bank.
INFORMATION TECHNOLOGY:
The information system is the core of the operationing of the each and every organization. If
helps in the policy formulation and the running of the business affairs properly by providing
the 1st hand and accurate information. The whole Human Resource Department functionality

depends upon the information system. Better the information system, better the Human
Resource Department. The Punjab cooperative bank has good information system and is
serving the Human Resource Department betterly and efficiently and effectively.

WEAKNESSES:
The Human Resource Department is not up to the mark for the proper appraisal system of the
staff.
The

policies of the bank are determined by the board of directors in accordance with the

H.R.Department. However there are certain policies in which the Human Resource
Department is dependent on the State Bank of the Pakistan e.g. the mark up rate that is 14%.It
limits its powers and dependency is increased and risks are increased.
Employees have developed a psychology that promotion criteria & procedures of the Human
Resource Department of the bank are not justified.
The mark up rate in many programs is much higher hence creating the problems for
customer.
Human Resource Department is lacking employee training centers. There are only two
training centers at Faisalabad and Bahawalpur which are insufficient for the training and
refreshing courses of the employees.
If an employee wants to study during the job, he has to take approval from the Human
Resource Department of the bank, there are certain bottle necks for taking such approval.
Proper evaluation of the employees is not in the normal functioning of the bank.
Refreshing courses are on & off, not timely and frequently.
The proper information system is not in progress for the Human Resource Department. The
automation process by the Human Resource Department is slow hence delaying the
functioning of the bank.
Human Resource department lacks staff and it is very difficult for the Human Resource
Manager to do the right things for their organization and it takes much time for normal
working of the organization.

RECOMMENDATIONS
The Human Resources should take less time in recruitment and training the staff.
Refreshing courses should be adequate and more frequent during the year.
The promotional criteria by the Human Resource Department should be defined and be as per
rules.
More training centers should be established. If there is lack of resources, it is difficult, the
training centers of the other organizations in the same capacity can be utilized by determining
the terms and conditions.
During the training by Human Resource Department the ethical values should be more
emphasized.
The proper and competitive evaluation of the methods and procedures adopted by other
competitors will enhance the performance of Human Resource Department.
This is the era of Information Technology. The functions and procedures of the bank should
be converted from manual to the automatic. It will enhance the performance of the Human
Resource Department and ultimately of the bank. Human Resource Department should
allocate resources for this purpose.
Human Resource Department may advice and train employees for one window operation in
order to reduce the time and conserve the resources.
Agents for the promotion of the bank policies and to facilitate the customers by the Human
Resource Department may be appointed with proper check and balance system.
Pay packages may be revised in the light of profit earned by the organization.

CONCLUSIONS:
No doubt bank is financial institute but the working substances are the human being .It goes
with out saying that Human resources are the most important in the organization and so does
the Human Resource Department .It integrate all the activities and functions of the bank like
job analysis, recruitment, staffing, training, designing compensation package, employees
appraisal system. Human Resource Department plays the key role in the hiring, retention,
motivation and promotion of the employees .Actually it assign the specified duties to the
specified persons in this age of specialization.
Human Resource manager should be well versed and confident in his field. He should be
humane, well natured and have go face reading capabilities .All this ensures his success .He
should be of the notion victory is not the everything but the way of fighting is.