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National Bank of Pakistan is the largest commercial Bank operating in Pakistan. It was established under the Government of Pakistan in 1949. It has redefined its role and has moved from a public sector organization into a modern commercial bank. The Bank’s services are available to individuals, corporate entities and government
In today’s competitive business environment, NBP needed to redefine its role and shed the public sector bank image, for a modern commercial bank. It has offloaded 23.2 percent share in the stock market
National Bank of Pakistan is today a progressive, efficient, and customer focused institution. It has developed a wide range of consumer products, to enhance business and cater to the different segments of society. Some schemes have been specifically designed for the low to middle income segments of the population.
National Bank of Pakistan has built an extensive branch network with 1250 branches in Pakistan and operates in major business centre abroad. The Bank has representative offices in Beijing, Tashkent, Chicago and Toronto.
Our vision is to be the pre-eminent financial institution in Pakistan and achieve market recognition both in the quality and delivery of service as well as the range of product offering.
To be recognized in the market place by Institutionalizing a merit & performance culture, Creating a powerful & distinctive brand identity, Achieving top-tier financial performance, and Adopting & living out our core values.
PAKISTAN: Here is a list of branch locations in Pakistan in accordance to each province or territory;
Sindh: Dadu, Sanghar, Hyderabad, Jacobabad, Shikarpur, Karachi, Larkana, Mirpurkhas, Badin, Nawabshah, Sukkur, Khairpur, Tharparkar.
Punjab: Bahawalpur, D.G. Khan, RYKhan, Faisalabad, Gujranwala, Sialkot, Narowal, Jhang, Jhelum, Gujrat, Chakwal, Darya Khan , Bhakkar, Lahore, Multan, Murree, Attock, Gilgit, Rawalpindi, Sahiwal, Sargodha, Sheikhupura.
NWFP: Abbottabad, Mansehra, Bannu, D.I. Khan, Kohat, Mingora, Mardan, Peshawar.
Azad Kashmir: Muzaffarabad, Mirpur.
NBP also has branches in USA, Canada, Germany, France, Bahrain, Egypt, Bangladesh, Hong Kong, Japan, South Korea, The Peoples Republic of China, Afghanistan, Turkmenistan, Kyrgyz Republic, Kazakhstan, Uzbekistan and Azerbaijan.
3.4) BOARD OF DIRECTORS:
S Ali Raza – Chairman & President
Dr. Waqar Masood Khan – Director
Iftikhar Ali Malik – Director
Syed Shafqat Ali Shah Jamote – Director
Mohammad Zubair Motiwala – Director
Sikandar Hayat Jamali – Director
Azam Faruque – Director
Ekhlaq Ahmed – Secretary
4.0) ORGANIZATION CHART:
4.1) CHART FOR DEPARTMENT PERFORMING MAIN BUSINESS FUNCTION:
RMT = Regional Mgmt Teams
RBC = Regional Business Chief
ROC = Regional Operations Chief
RCC = Regional Credit Chief
RHRC = Regional Human Resource Chief
5.0) STRUCTURE OF HUMAN RESOURCES DEPARTMENT/DEPARTMENTAL HIERARCHY:
6.0) HUMAN RESOURCE PLANNING AND FORECASTING:
Determining the objective
Defining skills required to meet objectives
Determine additional human resource requirements
Develop action plans to meet anticipated HR need
ZERO BASE FORECASTING:
This method uses NBP’s current level of employment as the starting point for determining future staff needs.
BOTTOM UP APPROACH:
In this method each successive level of NBP, starting from the lowest forecast its employee requirements in order to provide an aggregate forecast of employee needs.
HRM ROLES AND FUNCTIONS:
Identification and selection of competent employees
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Training and development
Compensation and benefits
7.0) RECRUITMENT & SELECTION PROCESS:
Preliminary CV screening by software
Preliminary interview selected candidates
Entry test and initial interview
Selection & Offer
Final Panel / Group Interview
Source of finding potential job candidates:
Advertisement in newspaper, death appointee, references of current employees.
Test through IBP, interviews and group discussions.
IDENTIFICATIONS AND SELECTIONS OF COMPETENT EMPLOYEES:
Selecting internees for jobs after evaluating their abilities, matching the candidate’s skills and abilities with pre-made standards.
NBP conduct one week orientation program for the new comers where they are introduce to all department, employees and to the own jobs.
TRAINING AND DEVELOPMENT:
NBP applies on jobs on off jobs strategies to trains its employees
NBP training and development academy advices job rotation to ensure and facilitate to producing all rounder.
CRITERIA PERFORMANCE MANAGEMENT:
devotion Discipline and punctuality
Initiative and drive
Interpersonal relationship skills
Creativity and innovations
Improving corporate culture
Decision making ability
Ability to visualize and plan
Ability to act on emergent situation
COMPENSATION AND BENEFITS:
Over time pay
Travel /meal /housing allowance
Information, assessment and training needed to help employees realize there career goals, it is another way of attracting and retaining highly talented people.
Promotions, demotions and retirement
CHANGES BROUGHT IN BY NBP IN HR DEPARTMENT:
Performance appraisals system
-PERFORMANCE APPRAISALS SYSTEM:
In NBP performance of the employees is evaluated through their work efforts, punctuality, skills, devotion, time and team management in specific projects.
In talent pool first they asses their potential employees which may be a few out of many then they conduct a specific test in a staff school after that select some of them and these potential employees are offered designation according to their skills and abilities .
10% increase in their basic salary, status increase, give them training and try to increase their potential and abilities.
Grievances are part of every organization there may be grievance of many kind like miscommunications, misunderstanding, conflicts etc. Now NBP is working on a policy for handling such issues of grievance handling as they have designed a policy for this purpose but not implemented yet.
In this process potential senior members acts as mentors, they help in training employees in different departments of organization. This process helps greatly in employee motivation, building skills and increasing productivity of the employees.
NBP has shed his image of a traditional banking institute and moved towards modern management techniques.
Before the induction of delayering approach the decision making process was very lengthy but after inducing delayering approach the decision making process is shortened, It has also quickened the response time for making any decision.
STAFF INVOLVEMENT IN DECISION MAKING:
HR staff have very low involvement in organizational decisions
final decisions are taken by the top management
Due to an autocratic style of management
EXTENT THE EMPLOYEES APPROACH THE HIGHER MANAGEMENT FOR THEIR PROBLEMS:
Extent may be 80% to 85%
Excluding some of the cases where employees may not consult and try to solve their problems on their own
They may be work based problems, transfer problems , personal problems among employees.
MOST PRESSING HR ISSUE FACED BY THE BANK:
The main HR issue faced by the bank is the resistance towards change. The employees working under traditional environment are not easily adopting the changes happening in global banking sector. The government’s possession of the bank for many decades is the main factor towards the status quo.
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