Hr Functions and Practices in Organizations
DEPARTMENT OF PUBLIC ADMINISTRATION
UNIVERSITY OF KARACHI
HR FUNCTIONS AND PRACTICES IN ORGANIZATIONS:
AS PER ORGANIZATIONAL VISITS TO JAZZ AND BANK AL HABIB
Dated: April 24, 2017
The current practices in the Pakistani Market in the field of HR have been discussed by doing analysis of the HR activities and policies adopted by two Pakistani multinational organizations; Jazz and Bank Al Habib. The contrasting nature of these two organizations offers an interesting comparison and informs us about how HR in Pakistan is rapidly changing.
The Global changes and technological advancements have affected the market processes that lead to innovation, new forms of work organization, changes in the nature of work and new occupational categories. With these changes, Human Resources Development takes the position of significance.
In Pakistan we are still striving hard to generate a vision for HR, which is very important for our national
progress to face the global challenges.
TABLE OF CONTENTS
- Jazz 4-5
- Bank Al Habib 6
HR Practices and functions at JAZZ 7-20
- Structure of ‘People & Organization’ 8-10
- Functions and Practices 11-17
- Jazz to lead Digital Revolution in Pakistan 18-19
- Merger of Warid and Mobilink 20
HR Practices in Bank Al Habib 21-30
- HR Structure 21
- Functions of HR 22-30
Comparative Analysis 31
Human Resource is the most important asset for any organization and it is the source of achieving competitive advantage. Managing human resources is very challenging compared to managing technology or capital and for its effective management, organizations require effective HRM system.
The developments in the field of human resource management (HRM) are now well documented in the literature1. Nevertheless, the debate on HRM issues continues even today, although the focus of the debate has changed over time. It began with the distinction between personnel management and HRM, and then moved on to incorporating industrial relations into HRM2, examining the relationship of HRM strategies and the integrating of HRM into business strategies3, devolving HRM to line managers4, and finally exploring the extent to which HRM is the source of competitive advantage for organizations.5
All these developments have taken place over the last two decades or so, as a result of which the nature of the human resource (HR) function has changed from being reactive, prescriptive and administrative to being proactive, descriptive and executive. The situation in Pakistan is no different as organizations march forward from Personnel Department to Human Resource and in Jazz’s case People and Organization Department. Organizations are more employee oriented today and consider the Human Resource their greatest asset.