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"In the name of ALLAH, most Gracious, most
Compassionate".
Internship Report on National Bank of Pakistan
Submitted by: Ubaid ur Rehman
Roll No: F/10/B09
Specialization: Human Resource Management
Supervised by: Mr. junaid nawaz khan
GOVT COLLEGE OF COMMERCE &
MANAGEMENT SCIENCES Mansehra
Session 2010-2014
This internship report is submitted to the Govt College of Commerce and Management
Sciences Mansehra in partial fulfillment for the Degree of Bachelor of Business
Administration
Certificate
Govt. College of
Commerce and Management sciences, Mansehra
Approval Sheet
Approval Committee
1. External Examiner
Mr. _________________________________________ signature ________________
2. Supervisor
Mr. Junaid Nawaz_____________________________ Signature ________________
3. Head of Department
Mr. Fayyaz Saeed_________________________signature _______________
DEDUCTION
THIS REPORT IS DEDTEATED TO,
My Dear Parents, teachers and all those whose love and prayers always encourage me to go
for the be st
Table of Content
Part I
Acknowledgment
Preface
Executive Summary
Part II
Chapter 1: INTRODUCTION TO REPORT
1.1Background of study
1.2Objectives of work
1.3Scope of work
1.4Research Methodology
1.5Primary Data
1.6Secondary Data
Chapter 2: Bank profile and description
2.1 Introduction & History & overview of Bank:
2.2 Vision:
2.3 Mission:
2.4Core values
2.5 Goals
2.6 Objectives:
2.7 Services:
2.8 Organizational structure of the Human Resource Management:
Chapter 3: Human resource management:
3.2 Functions of HRM:
3.3 Importance of HRM:
3.4 Philosophy:
3.5 Objective:
Chapter 4: Human Resource Planning
4.1 Job Analysis:
4.2 Human Resource Planning: 4.3 Human Resource Demand:
4.4Judgmental Methods: 4.5Supply of labor:
4.6Gap Analysis:
Chapter 5: Recruitment and Selection
5.1 Recruitment:
5.2 Internal recruitment:
5.3 External recruitment:
Chapter 6: Orientation
6.1 Meaning of orientation:
6.2 Process of orientation:
Chapter 7: Training & Development
7.1 Training:
7.2 Method of Training and Development:
Chapter 8: Performance Management
8.1 Performance appraisal:
8.2 Organizational practice:
Chapter 9: Compensations, Rewards and Benefits
9.1 Compensation:
9.2 Rewards
9.3Employee Benefits
9.4 Leave Entitlement
9.5 Advances 9.6 Rewarding/Recognizing Employees at NBP
Chapter 10: Labor laws
10.1 Major Labor Laws:
11 Stow analyses:
12 References:
Acknowledgment
In the name of Almighty Allah who is most merciful, and who give me strength to
write this internship report in a different way.
This report is dedicated to my parents, and teachers who always stood by my side,
proving to be a source of inspiration and motivation for me in difficult times.
Without their help and prayers it was impossible for me to compile such an
elaborate and descriptive report.
Preface
In Government College of Management Sciences Mansehra, internship is the basic requirement
of BBA degree programme, the student select different organization for internship in their area
of specialization. HRM is my field of specialization so I have chose the NBP HR Department in
order to learn how HRM activities practically take place in organization. This internship report
highlights the major activities and fact occurring in organization. This report shall focus
gradually on all the points that may be glanced from table of contents on the next page, and I
would like to especially point out those areas of focus in which I had most work to do. When
compared and contrasted against near competitors that it has face. The assignment,
responsibilities and task given to me during my two months internship helped me a lot to
understand how HR activities are performed practically in organization.
EXECUTIVE SUMMARY
NBP (Formerly National Bank of Pakistan) has a solid foundation of over 63 years in Pakistan,
with a network of over 1349 branches, over 750 of which are Automated Branches, over 500
NBP ATMs in 41 cities nationwide and a network of over 12 banks on the MNET ATM Switch.
NBP operations continued to be streamlined with focus on rationalization of expenses, re-
alignment of back-end processing to increase productivity, enhancement of customer service
standards, process efficiency and controls. The Bank has taken the lead in introducing the
innovative concept of centralizing Trade Services in the country by providing centralized foreign
trade services to branches with a view to improve efficiency, expertise and reduce delivery cost.
During my internship in NBP Mansehra Branch. I worked in Remittances, Advances, Foreign
Exchange and Customer Service Office department and I successfully completed all the
task/duties that were assigned to me.
During the course of internship I learned about different functions performed by Remittances,
Advances, Foreign Exchange and Customer Service Office department and bank as a whole. I
also learned bank’s correspondence with their customers and within branches. I learned about
documentation requirements and record keeping for different activities and processes, especially
the documentation requirement for different kinds of customer services.
The first chapter states the introduction of National Bank of Pakistan, the limitations of the
study, merits and methodology of the study. The second chapter states the evolution of the
Banking industry, Historical Background of Muslim Commercial Bank, Organizational
Structure, Vision, Mission, Objectives, Core Values, Corporate Profile, Executive Committee
and Organizational Structure of Bank Branches. The third chapter states the product and services
provided by the bank. The fourth chapter states the financial statements analysis, efficiency
ratios & the SWOT analysis. The fifth chapter states the conclusion & recommendations.
Chapter 1: INTRODUCTION TO REPORT
BACKGROUND OF STUDY
Every business student is required to undergo an internship for at least 6 weeks and then write a
comprehensive report covering all the areas studied. Only then a student can qualify for getting
BBA degree from Government College of Management Sciences. Further it gives a chance to
practically apply the concepts learned during stay with G’C’M’S. I did my 6 weeks internship in
NBP Mansehra Branch. NBP is one of the leading commercial bank in our country, so I
decided to choose NBP for my internship.
OBJECTIVES OF STUDY
To know about banking and its operation and its importance for any economy.
To learn about the lending activities of financial statement institutions.
Every activity is not fruitful without some solid objectives. This report is also a small
research activity.
To learn how to improve research activities.
To explore fundamental technique of credit management and risk management
procedure of a bank.
To know about the operation product and types of services being offered by a bank.
To know about banking and its operation and also its importance for any economy.
To know how to calculate and analyze the financial statement of a bank.
SCOPE OF WORK
Bank staff including Branch Manager, Operations Manager, Credit Officer, Customer Service
officer, Cashier, all provided me the opportunity to work with them and learn from them. But my
focused was on Customer Services, so I spend more time in Customer Services department and
learn about it very much.
METHODOLOGY OF RESEARCH
PRIMARY DATA COLLECTION
Data collected for the first time is called primary data. The methods used to collect such
data include:
Interviews with bank employees.
Personal observations
SECODARY DATA COLLECTION
The data collected earlier by someone else and which has gone through mathematical an
statistical techniques after its collection, is called secondary data. Methods used to collect
secondary data include:
NBP annual reports
NBP brochures
NBP manuals
Journal and Newspapers
Internet
Chapter 2: Bank profile and description
INTRODUCTION: Incorporated under the National Bank of Pakistan Ordinance, 1949
National Bank of Pakistan (the bank) was incorporated in Pakistan under the National Bank of
Pakistan Ordinance, 1949 and is listed on all the stock exchanges in Pakistan. Its registered and
head office is situated at I.I. Chundrigar Road, Karachi. The bank is engaged in providing
commercial banking and related services in Pakistan and overseas. The bank also handles
treasury transactions for the Government of Pakistan (GOP) as an agent to the State Bank of
Pakistan (SBP). The bank operates 1,243 (2007: 1,232) branches in Pakistan and 22 (2007: 18)
overseas branches (including the Export Processing Zone branch, Karachi). Under a Trust Deed,
the bank also provides services as trustee to National Investment Trust (NIT) including safe
custody of securities on behalf of NIT. National Bank of Pakistan maintains its position as
Pakistan's premier bank determined to set higher standards of achievements. It is the major
business partner for the Government of Pakistan with special emphasis on fostering Pakistan's
economic growth through aggressive and balanced lending policies, technologically oriented
products and services offered through its large network of branches locally, internationally and
representative offices. The Bank is providing all banking services of mercantile and commercial
banking permissible in the country, which includes:
• Handling of treasury transactions for the Government of Pakistan as agent to the State Bank of
Pakistan.
• Providing services under a Trust Deed as Trustee to the National Investment Trust (NIT)
including safe custody of securities on behalf of NIT.
• Accepting of deposits of money on current, fixed, saving, term deposit and profit and loss
sharing accounts.
• Borrowing money and arranging finance from other banks.
• Advancing and lending money to its clients.
• Financing of projects, including technical assistance, project appraisal through long-term short-
term loans, term finance and musharika certificates, etc.
• Buying, selling, dealing, including entering into forward contracts of foreign exchange.
• Financing of seasonal crops like cotton, wheat, rice, sugar cane, tobacco, etc.
• Receiving of bonds, scrip’s, valuables, etc. for safe custody.
• Carrying on agency business of any description other than managing agent, on behalf of clients
including Government and local authorities.
• Generating, undertaking, promoting, etc. of issue of shares and, bonds, etc.
• Transacting guarantee and indemnity business.
• Undertaking and executing trusts.
• Joint venturing with foreign dealers, agents and companies for its representation abroad.
• Participating in "World Bank" and "Asian Development Bank's" lines of credit.
• Providing personalized Hajj services to intending Hajjis.
Branch Network
Presently the Bank is divided into 10 Groups headed by SEVPs/EVPs. 9 Regions reporting to as
many Regional Chiefs and 15 Single Branch Zones headed by Zonal Chiefs; 12 corporate
branches and 1,349 domestic branches headed by Branch Managers control its field operations.
With the geographical development of its branches, the Bank has been able to extend its services
to a much larger number of Pakistanis all over the country. Today it has more than 8.5 million
accounts. Bank maintains its presence in the entire major financial centers of the world through
its 21overseas branches and 4 representative offices. Of these, three representative offices have
recently been set up at Tashkent (Uzbekistan), Baku (Azerbaijan) and Almaty (Kazakhstan) to
take advantage of the emerging opportunities in CIS countries. Bank’s role globally is well
assisted by its network of correspondent banks located strategically in Asia, America, Europe
and Africa. Apart from having a vast branch network, Bank is at the forefront in the acquisition
and application of new technologies in every aspect of its banking facilities. It has acquired
leased telephone lines for on-line banking. The Bank has 12 Regional Computer Centers to cover
various on-line and batch system requirements of branches and controlling offices. Bank has also
a presence on the Internet. It has modernized its services by installing Automated Teller
Machines (ATMs) called "CASH LINK" at selected branches and presently 17 ATMs are
operational in major cities.
Branch Network: (As of September, 2013)
1555 Domestic Branches, 18 Overseas Branches,
40 Representative Offices.
Overseas Branch Network:
Paris, Frankfurt, New York, Washington D.C., Tokyo, Osaka, Hong Kong, Kowloon, Seoul,
Bahrain, Dhaka, Chittagong, Ashgabat, Bishkek, Baku, Kabul, Jalalabad and KEPZ Offshore
Banking Unit
Representative Offices:
Beijing, Tashkent, Chicago and Toronto
Subsidiaries:
CJSC Almaty, Kazakhstan
NBP Capital Ltd.
National Bank Modaraba Management Co.
Taurus Securities Ltd.
NBP Exchange Company Ltd.
Joint Venture:
United National Bank Ltd., UK
(Economic Indicators Pakistan, Published by Economic research Wing NBP, Head Office
Karachi)
Present Status of the Bank
The new management team having extensive experience of management of large financial
institutions both within and outside the country is expected to further enhance the profitability
and operational efficiency of the Bank.
Prospects:
The Bank's principal strategic going forward objective is to make the transition from a public
service institution to a modern commercial bank. Being the country's largest financial institution,
the Bank is uniquely positioned to leverage its large branch network and its 8.5 million-customer
base to consolidate its core businesses as well as develop new revenue generating opportunities.
The new management team is in place combining the Bank's existing personnel with
professionals recruited from outside. Operating procedures are being re-defined and internal
controls strengthened utilizing a revamped IT architecture. A brief on the progress on some
critical areas is as follows:
Corporate & Investment Banking
A new approach to corporate banking is underway. The Bank has initiated a structured approach
to corporate banking by introducing a single point of contact through Relationship Managers
(RMs). For this purpose, new RMs as well as team leaders has been inducted to expedite this
process. Area Managers will be appointed to manage relationships and to better service the needs
of multinationals and large local corporate.
In investment banking team has also been formed to offer specialized services to major
relationships including advisory and debt syndications (TFCs). Furthermore, to stem the growth
in non-performing loans, the existing risk / credit management practices at the Bank are being
revamped.
Treasury / International Banking
The deregulation of foreign exchange treasury business has ensured that a growing Volume of
business now flows through the inter-bank market where rates are determined by the market
forces. This can prove to be an immense profitable proposition for the Bank. Towards this
objective, the Bank is shifting focusing on expanding its market share in trade finance, home
remittance and foreign investment related forex-denominated flows.
Brief History
National Bank of Pakistan was established on November 9, 1949 under the National Bank of
Pakistan Ordinance, 1949 in order to cope with the crisis conditions, which were developed after
trade deadlock with India and devaluation of Indian Rupee in1949. Initially the Bank was
established with the objective to extend credit to the agriculture sector. The normal procedure of
establishing a banking company under the Companies Law was set aside and the Bank was
established through the promulgation of an Ordinance due to the crisis situation that had
developed with regard to financing of jute trade. The Bank commenced its operations from
November 20, 1949 at six important jute centers in the then East Pakistan and directed its
resources in financing of jute crop. The Bank’s Karachi and Lahore offices were subsequently
opened in December 1949.
The nature of responsibilities of the Bank is different and unique from other banks/financial
institutions. The Bank acts as the agent to the State Bank of Pakistan for handling Provincial and
Federal Government Receipts and Payments on their behalf. The Bank has also played an
important role in financing the country’s growing trade, which has expanded through the years as
diversification took place. Today the Bank finances import/export business to the tune of Rs.
52.7 billion, whereas in 1960 financing under this head was only Rs. 1.54 billion.
The Bank has also played an important role in financing the country’s growing trade, which has
expanded through the years as diversification took place. National Bank of Pakistan maintains its
position as Pakistan's premier bank determined to set higher standards of achievements. It is the
major business partner for the Government of Pakistan with special emphasis on fostering
Pakistan's economic growth through aggressive and balanced lending policies, technologically
oriented products and services offered through its large network of branches locally and
internationally and representative offices.
Bank of the Year 2001: awarded for the year 2001 by the world renowned “The Banker
“magazine owned by the Financial Times Group, London.
Bank of the Year 2002: awarded for the year 2002 by the world renowned “The Banker”
magazine owned by the Financial Times Group, London.
The Best in the Emerging Markets: World’s leading financial journal, “Global
Finance” after a worldwide survey declared NBP in its issue of May 2003 as one of the
Best in the Emerging Markets.
The “Bankers Magazine” in July 2003 recognized NBP as the bank with the highest return on
capital in Asia and No.8 in the world.
In its issue of March 2004, “Global Finance” has also declared NBP as “The Best Foreign
Exchange Bank” in Pakistan.
In May 2004, NBP’s standard long-term rating was upgraded by JCR-VIS Credit Rating
Agency to AA (double A) from AA- (double A minus) with “stable outlook” while standalone
short-term rating was maintained at A-1+ (A one plus). This is now the best rating for a local
commercial bank in Pakistan.
WEBCOP-AASHA, an alliance against gender discrimination at workplace, presented a
Recognition Award to NBP on December 18, 2004 for having a Gender Sensitive Management.
Bank of the Year” awards for the year 2004 by the world renowned “The Banker” magazine
owned by the Financial Times Group, London.
“Euromony” Magazine, a leading and prestigious journal, published from London, UK, in its
issue of March 2005 has published Moody’s Investors Service rankings in which NBP in the
only Pakistani bank which has been ranked among the Top 100 banks of Asia for it performance
in the fiscal year 2003.
World’s leading financial journal, “Global Finance” in an exclusive survey has named NBP as
the Best Emerging Market Bank from Pakistan for the year 2005.
On an all Pakistan basis NBP was awarded the “Kisan Times Award” for the year 2005 by the
Prime Minister of Pakistan Mr. Shaukat Aziz, fir its services in the Agriculture Sector.
Bank of the year” awarded for the year 2005 by the world-renowned “The Banker” magazine
owned by the Financial Times Group, London.
The “Banker Magazine” in July 2005 recognized NBP as the 10th Best Bank in terms of
Profit on Capital’ in the world.
On the basis of overall financial performance during 2004, NBP has been listed
“Amongst top 1000 banks in the world” and “Number 1 Bank in Pakistan” by the prestigious
“Banker magazine” in its issue of July 2005.
The Asian Banker, a reputable financial journal, has published the report of its research project
on the ranking of 300 of Asia’s Strongest banks based on a 11-Dimensional
Dynamic Scoring Criteria has adjudged National Bank of Pakistan as the Strongest Bank in
Pakistan.
“Best Bank-Pakistan” award for the year 2005 by world’s leading financial journal “Global
Finance”.
Best Foreign Exchange Bank- Pakistan” award for the year 2005 by world’s leading financial
journal “Global Finance”.
Due to consistent improvement in NBP, s Core Profitability, Asset Quality and Economic
Capitalization in recent years, Moody’s Investors service upgraded the Financial Strength Rating
(FSR) rom+ to D-, in November 2005.
Best Foreign Exchange Bank-Pakistan” award for the year 2006 by world’s leading financial
journal “Global Finance”.
World’s leading financial journal, “Global Finance” has named NBP as the Best Emerging
Market Bank from Pakistan for the year 2006.
Best return on Capital for 2006 amongst all banks in Asia “Banker magazine” in July 2007.
Stable AAA/A-1+ (Tipple A/A-One Plus) rating (Standalone Basis) by JCR-VIS (July 2007).
World’s Best Foreign Exchange Bank 2008” awarded by world’s leading financial journal
Global finance”.
Nature of the Organization
National Bank of Pakistan is a Governmental Organization. It is functioning as an agent of State
Bank of Pakistan. It implements the policies of SBP. Its basic objective was to extend credit to
the agriculture sector. It is the major business partner for the Government of Pakistan with
special emphasis on fostering Pakistan's economic growth through aggressive and balanced
lending policies, technologically oriented products and services offered through its large
network of branches. It deals all Govt Revenue, collection and payments of salaries, pensions
and Govt Treasury. It is a complete commercial, retail and corporate bank as well.
National Bank of Pakistan is naturally a Financial Organization, which deals with lending, and
borrowing and investing activities.
The National Bank of Pakistan a commercial bank generally makes advances for a period not
exceeding one year, except in case of small and medium industries for which advance may be
made for a maximum period of five years. The bank makes not only against the security of
stocks and goods hypothecated or pledged to the bank, but also against documents of goods and
properly, shares are various joint stock companies, Government securities, Insurance policies
deposits receipts, etc. The margin and rate of interest are determined by several factors including
the type of security the size of loan and the integrity of the party.
The nature of responsibilities of the Bank is different and unique from other Banks/financial
institutions. The Bank acts as the agent to the State Bank of Pakistan for handling Provincial and
Federal Government Receipts and Payments on their behalf. The Bank has also played an
important role in financing the country’s growing trade, which has expanded through the years as
diversification took place.
National Bank of Pakistan maintains its position as Pakistan's premier bank determined to set
higher standards of achievements. It is the major business partner for the Government of
Pakistan with special emphasis on fostering Pakistan's economic growth through aggressive and
balanced lending policies, technologically oriented products and services offered through its
large network of branches locally and internationally and representative offices.
Product Lines
National Bank of Pakistan serving following product lines:
National Bank of Pakistan Saiban Scheme:
National Bank of Pakistan lending for construction of home to general public as well as
employees of government and non-government institutions. Main features of this scheme are as
under.
Finance available for home purchase, home construction, home improvement and
Balance Transfer Facility.
Period of repayment ranges between 30-20 years.
Loan available up to a maximum of Rs. 15-20 million.
NBP provide markup choices to its consumer i.e. Variable Discount Rate, Fixed Rate.
Minimum approval and disbursement timing.
Limited to areas where there are no documentations, fee, resale and foreclosure related
issues, so to protect the bank’s interest.
NBP Advance Salary Scheme:
National Bank of Pakistan facilitates to employees with advance salary under certain conditions.
NBP facilities to employee by 20 Months salaries in advance.
Minimum documents required for advance salaries scheme.
Advance salaries are repayable in 60 months installments.
NBP impose no processing charges, no collaterals and no insurance on advance salaries.
NBP charged mark-up at 18 percent per annum on reducing balance method.
National Bank Cash Gold Scheme:
National Bank provides facility of Rs. 10000 against 10 gms of gold.
No maximum limit of cash.
Roll over facility.
Mark-up 14.50 percent per annum.
Repayable after one year.
No penalty for early repayment.
National Bank Kisan Dost Scheme:
National Bank of Pakistan lending in agricultural field.
National Bank of Pakistan lending farmers for development of agriculture sector of the country
under certain terms and conditions.
NBP provide loan to farmers for production, development purposes, for purchase of
tractors, for installation of tube wells, for purchase of agricultural instruments, micro
loan, for construction of god won, for construction of fish pond, for development of
livestock and farming, for mil processing, for cold storage, bio-gas plants.
NBP charged interest @ 14.5 percent per annum.
NBP lending at farmer’s doorsteps.
NBP facilitates to farmers with agricultural experts.
NBP provide loans against agricultural passbooks, gold ornaments and paper securities.
National Bank Premium Aamdani Certificate Scheme:
A monthly income scheme introduced by National Bank of Pakistan for investors as well as for
general public.
Minimum investment required Rs. 50,000/-
Maximum investment allowed Rs. 5,00,000/-
A 5 years scheme with year wise increasing profit rates.
Incentives available for investors.
NBP provide finance facility against these certificates.
NBP allowed to customers to convert existing deposits into
National Bank Premium Aamdani Certificates.
NBP Karobar Scheme:
National Bank of Pakistan providing financing under President Karobar Scheme. The purpose of
this scheme to reduce unemployment from the country. Main features are as under.
Age limit is 18-45 years.
Finance limit to Rs. 200,000/-.
Tenure of this loan 1-5 years.
Markup rates are variable. i.e. KIBOR +2% per annum. The customers will pay 6% as
long as government provides the balance markup to NBP on monthly basis.
NBP’S loan available for: Utility Store, Mobile General Store, Transport, PCO/Tele-
centers.
TRADE FINANCES OTHER BUSINESS LOANS:
Production and development:
Watercourse improvement
Wells
Farm power
Development loans for tea plantation
Fencing
Solar energy
Equipment for sprinklers
Farm Credit:
NBP also provides the following subsidized with ranges of 3 months to 1 year on a renewal
basis.
Operating loans
Land improvement loans
Equipment loans for purchase of tractors, farm implements or any other equipment
Livestock loans for the purchase, care, and feeding of livestock
Production Loans:
Production loans are meant for basic inputs of the farm and are short term in nature. Seeds,
fertilizers, sprayers, etc are all covered under this scheme.
Competitors
Competitors of National Bank of Pakistan are all scheduled banks, which are listed/trading under
Banking Companies Ordinance 1962. Competitive Banks are as under:
Habib Bank Limited
United Bank Limited
Muslim Commercial Bank Limited
Allied Bank Limited
Askari Commercial Bank Limited
Soneri Bank Limited
Bank Al-Habib Limited
Bank Al-Falah Limited.
Standard Chartered Bank Limited & The Bank of Punjab
Islamic banking
First Islamic banking branch of NBP started its operations in Karachi on December 15,
2006.
Two more branches started operations by the end of 2007 in Peshawar and Lahore.
At present, eight Islamic banking branches are functional all over Pakistan having Group
office at Karachi, Pakistan.
Mufti Abdul Sattar Laghari is a Shariah Advisor.
Mr. Shafiq Khan is newly appointed Group Chief of the Islamic Banking Group.
Mr. Sarfaraz Ahmed is Business Head.
Mr. Syed Muhammad Shahid is Operations Coordinator and Master Trainer for HR.
Engr. Muffaz Rana is Operations Officer at Islamic Banking Branch - 2140 - Karachi. He
has a Telecommunication Engineering degree from FAST-NU, MBA in Finance from
SZABIST, NIBAF in IBCC from State Bank of Pakistan, PGD in IBF from Centre for
Islamic Economics & JAIBP from Institute of Bankers Pakistan accredited by UK’s
Chartered Banker Institute.
Organizational strusture and overviw
Corporate Information
Board of Directors
Chairman Muneer Kamal
Directors Tariq Kirmani
Shahid Aziz Siddiqi
Zahid Hussain
Wasiq Mahmood
Farrakh Qayyum
Rana Assad Amin
Dr. Shujat Ali
President Syed Ahmed Iqbal Ashraf
Audit Committee
Chairman Farrakh Qayyum
Members Rana Assad Amin
Tariq Kirmani
Dr. Shujat Ali
Auditors
Ernst & Young Ford Rhodes Sidat Hyder & Co
Chartered Accountants
KPMG Taseer Hadi & Co Chartered Accountants
Legal Advisor
Mandviwala & Zafar
Advocates & Legal Consultants
Registered & Head Office
NBP Building
I.I. Chundrigar Road,
Karachi, Pakistan
Registrar & Share Registration Office
Central Depository Co. of Pakistan (CDC),
CDC House, 99-B, Block-B,
S.M.C.H.S., Main Shara-e-Faisal
Karachi, Pakistan
111-111-500
Website
www.nbp.com.pk
Organizational Practices Human Resource Management
Introduction
NBP is the employer of choice. The whole NBP family comprises of committed and dedicated
members with passion to serve in their respective functional areas. The Bank has challenging
work environment where merit and performance help the individuals to explore their true
potential. As a caring employer the Bank enables the employees to excel and grow in highly
congenial employment conditions and culture. The career path is full of challenges and
opportunities. The Bank has absolutely open culture where members share and communicate
freely.
HR Mission
Provide more talented Human Resource in all NBP functional areas in relation to competition
keep motivated all the employees and maintain total industrial harmony.
Our Values
We believe that;
People make the organization
People collectively yield results
People have ambitions and aspirations to be distinguished and rewarded
People from the human capital to be developed and invested in.
Job Opportunities
• Management Trainees
• Professionals
Training Developments
HR Forum
HR Events
Conference
Female Empowerment
Work shop
Dialogue Sessions
Quiz Programs
HRD ACTION PLAN 2011-2015
HRD developed a comprehensive five-year action plan in alignment with the overall strategic
direction of the Bank. The plan focuses on three specific goals aimed at improving efficiency and
effectiveness of the existing HR policies and programs. These goals are: to further improve
SBP’s work ethics philosophy, promote value-based performance culture, and enhance the
effectiveness of various HR policies such as succession planning, performance management,
recruitment and compensation, balancing bank-wide workload distribution, and implementation
of capacity building initiatives in co-ordination with Training & Development Department. HRD
plans to implement these targets in a priority-defined phase wise approach within the next five
years.
OUR PEOPLE, OUR ASSETS
At the State Bank, we firmly believe that the principal source of our strength as an organization
is our human resource base. Managerial attention at the Bank has therefore been focused on the
need to continuously invest in people, provide them with the right incentives to perform better
and to make merit and performance the criteria for professional and career development. At the
State Bank, we strive to develop and sustain a work environment in which each employee is
empowered, is provided with opportunities for professional growth and is recognized and
rewarded for the contribution made towards achievement of organizational objectives. We value
diversity in terms of the unique characteristics that each member of our team brings to the
organization as reflected in diverse educational and professional backgrounds, cultural and
gender perspectives. This mix positively impacts institutional approach and decision processes
by providing broader horizon, helping along the way the institution to be a more aware and
responsive organization.
SURVEY:
During our visit to NBP, our focus was on gathering information in reference to Human
Resource Department, apart from understanding organizational and Management structure that is
being practiced in State Bank of PAKISTAN. Following are the HR department of SBP which we have
covered during our survey:
1. Recruitment & selection
2. Training & development
3. Employee benefit
4. Performance appraisal system
Chapter 3: Human resource management
Human resource management involves all management decisions and practices that directly
affect or influence the people, or human resources, who work for the organization. In recent
years, increased attention has been devoted to how organizations manage Human Resources.
This increased attention comes from the realization that an organization’s employees enable an
organization to achieve its goals and the management of these human resources is critical to an
organization’s success.
“Human resource management (HRM or simply HR) is a function in organizations designed
to maximize employee performance in service of their employer's strategic objectives. HR is
primarily concerned with how people are managed within organizations, focusing on policies
and systems”.
“The process of hiring and developing employees so that they become more valuable to the
organization”.
Functions of HRM:
1. Planning for Organization, Jobs and People
Strategic Human Resources
Human Resources Planning
Job Analysis
2. Acquiring Human Resources
EEO (Equal Employment Opportunity)
Recruiting
Selection
3. Building performance
Human Resources Development
Human Resources Approaches to improving Competitiveness
4. Rewarding employees
Performance Appraisal
Compensation and Benefits
5. Maintaining Human Resources
Safety and Health
Labor Relation
Employment Transitions
6. Managing Multinational HRM
Importance of HRM:
Today, professionals in the human resources area are important elements in the success of any
organization. There jobs require a new level of complexity that is record in human resources
management. Not surprisingly, their status in the organization has also been elevated. Even the
name has changed. Although the terms personal and human resources management are
frequently used interchangeably, it is important to note that the two connote quite different
aspects. Once a single individual heading the personal function, today the human resource
department head may be a vice president sitting on executive boards, and participating in the
development of the overall organizational strategy.
Philosophy:
Human Resource works with the employees in the organization. Its main views are to put the
right people in the right places and also make them an asset for an organization.
Objective:
Human Resource Management refers to the practices and policies one need to carry out the
people or personnel aspects of one’s management job. These include:
Conducting job analysis (determining the nature of each employee’s job)
Planning labor needs and recruiting job candidate.
Selecting job candidates
Orienting and training new employees
Managing wages and salaries (determining how to compensate employees)
Providing incentives and benefits
Appraising performance
Communicating (interviewing, counseling, disciplining)
Training and development
Building employee commitment.
Chapter 4: Human Resource Planning
Job Analysis:
The procedure for determining the duties and skill requirements of a job and the kind of person
who should be hired for it.
The process of job analysis is of two types:
1. Job Description
2. Job Specification
A. Job Description:
A list of a job’s duties, responsibilities, reporting relationship, working conditions, and supervisory
responsibilities- one product of a job analysis.
B. Job Specification:
A list of a job’s “human requirement”, that is, requisite education, skills, personality, and so on
another product of a job analysis.
Human Resource Planning:
Have collected Human resource planning is concerned with the flow of people into, through,
and out of an organization. HR planning involves anticipating the need for labor and the supply
of labor and then planning the programs necessary to ensure that the organization will have the
right mix of employees and skills when and where they are needed.
Human Resource Demand:
Once HR planners have collected information from both internal and external sources, they
forecast the demand for labor. How many and what type of people will be needed to carry out the
organization’s plans in the future? These forecasts are grounded in information about the past
and present and in assumptions about the future. Different methods of forecasting the demand for
labor require different assumptions. Some of the more common assumptions are that past trends
and relationships among variables will hold up in the future; that the productivity ratio is
constant (or follows a known pattern) as the number of units produced increases; and that the
business plans of the organization, sales forecasts, and so on are reasonably descriptive of what
will actually happen. In a highly volatile business, these assumptions may not be valid. It is
always wish to explicitly list one’s assumptions in forecasting and to put on more faith in the
forecast than in the assumption on which it was based.
Demand forecasting method can be divided into two categories. They are Judgmental and
Mathematical. In practice, most organizations use some combination of the two methods. In our
country most of the financial institutions use the judgmental method.
Judgmental Methods:
Judgmental methods make use of knowledgeable people to forecast the future. Judgmental
methods do consider quantitative data but also allow for intuition and expertise to be factored in.
these methods may be used by small organization or by those new to HR forecasting that do not
yet have the database or expertise to use some of the more complex mathematical models.
Judgmental methods also may be preferred when an organization or environment is in a state of
transition or turmoil; at such times, past trends and correlations cannot be used to make accurate
predictions about the future.
Supply of labor:
Once the demand for labor is predicted, it is necessary to forecast the supply of labor that the
organization will already have available to meet the demand. It is basically of two types:
1. Internal supply of labor
2. External supply of labor
Gap Analysis:
In an organization there might be two type of gap exists:
1. Shortage:
When demand is more and supply of human resource is less in a particular area this called
shortage.
2. Surplus:
When supply is more and demand of human resource is less in a particular area this called
surplus.
Organizational Practices:
Organizational Practices is not properly followed by National Bank of Pakistan. Job description
and specification exists in the organization but in the case of demand and supply of their human
resource in different department and branches they usually not assess the demand and supply gap
properly, as a result employee surplus and shortage have been found in their several department
and branches as well. In this case what they did, if there is shortage of employee they have tried
to find out the area and then search employees from other areas and by giving proper training
they sent them and if there is any surplus employees exists the branch manager or divisional head
usually not informed Human Resource Department.
Chapter 5: Recruitment and Selection
Recruitment:
It refers to the process of attracting, screening, selecting, and on boarding a qualified person for
a job. In the perspective of management’s philosophy regarding acquisition of talent, recruitment
activity was concentrated at the entry level positions. This approach being in line with strategic
needs of the Bank was undertaken to hire skilled human resource. This approach also serves as a
progressive career path for our workforce through mechanisms such as career development and
succession planning.
Selection of the right people for the job is the first step towards developing an efficient
institution. Great stress has therefore been laid on ensuring that the recruitment process at the
NBP is highly competitive, transparent and merit based. As a result of this conscious policy, we
have been able to attract some of the top talent in the country in the fields of Economics,
Finance, Business administration, IT, Accounts and Audit as well as Statistics. As an Equal
Opportunity Employer we consciously seek diversity in terms of education, geographical
representation and gender and have actively encouraged women to apply for positions at the
NBP. As one of the largest employers of professionals in the country, with intake of more than
70 fresh graduates at entry level positions and frequent recruitment at senior levels, we have
successfully developed a system that is unblemished by nepotism, subjectivity and political
interference, All recruitment is through open advertisement and follows a well drawn out
procedure involving thorough scrutiny of all applications according to clearly specified criteria,
written tests developed and administered by external experts and interviews by a panel that has
representation from our Board of Directors as well as private sector specialists in the relevant
field. This commitment to quality and merit will continue in our recruitment and other
managerial actions.
When a vacancy occurs and the recruiters receive authorization to fill it, the next step is a careful
examination of the job and an enumeration of the skills, abilities, and experience needed to
perform the job successfully.
The Recruitment Process of the Organization:
Method of recruitment:
There are two method of recruitment:
1. Internal recruitment
2. External recruitment
Internal recruitment:
Most companies fill vacancies internally whenever possible. A number of internal recruitment
methods are use for different level of jobs. Lower-level jobs such as manual and clerical jobs are
often called nonexempt jobs because their incumbents are not exempt from the minimum wage
and overtime provisions of the Fair Labor Standards Act. These people typically are paid an
hourly wage. In contrast, higher-level administrative, managerial, and professional employees
are paid on a salary basis and are exempt from the overtime provisions of the Fair standard
Labor Act.
External recruitment:
In addition to looking internally for candidates, it is customary for organizations to open up
recruiting efforts to the external community. Through the recruiting process, the hiring manager
should stay in close touch with the recruiter. The hiring manager should examine resumes or
application that have passed initial screening by the recruiter and should also review some of the
application that the recruiter rejected during the first steps. Such involvement on the part of the
hiring manager allows feedback as to whether or not the recruiter’s decisions are consistent with
the hiring manager’s preferences.
External recruitment methods are often grouped into two classes: 1. Informal and 2. Formal.
Informal Method:
Informal recruiting methods tap a narrower labor market than formal method. Informal method
includes rehiring former employees or former cooperative education students, hiring people
referred by present employees, and hiring from among those who have applied without being
solicited (such applicants are called walk-ins or gate hires).
Employee’s referral, also known as word-of-mouth advertising, is quick, effective, and
usually inexpensive. Because employees who refer their friends and acquaintance as candidates
have their own credibility on the line, they tend to refer people who are well qualified and well
motivated and then to mentor these individuals once they are hired.
Formal Methods:
Formal method of external recruiting entail searching the labor market for candidates who have
no previous connection to the firm. These methods traditionally have included newspaper
advertising, use of employment agencies and executive search firms, and campus recruiting. Posting
jobs ads on the Internet, either on the Bank own site or a commercial job board, has also become
extremely popular in the last few years. Historically, newspaper advertising has been the most commonly
used method of recruiting.
Formal method includes:
Recruitment Advertising
Internet Recruiting
Employment Agencies
Public Job Service Agencies
Private, For-profit Agencies
Unions
Additional Recruiting Methods
Campus Recruiting
Executive Search Firms etc.
Selection:
Selection the right employees are important for an organization. First own performance always
depends in part on subordinates. Employees with the right skills and attributes will do a better
job for the company. Employees without these skills won’t perform effectively and as a result the
firm will suffer.
Process of selection:
Selection activities typically follow a standard pattern, beginning with an initial screening
interview and concluding with the final employment decision. The selection process typically
consists of eight steps:
Initial screening interview
Completing the application form
Employment test
Comprehensive interview
Background investigation
A Conditional job offer
Medical or physical examination
The permanent job offer.
Initial Screening:
As a conclusion of our recruiting efforts, organization should be prepared to initiate a
preliminary review of potential acceptable candidates. This initial screening is, in effect, a two
steps procedure: (1) the screening of inquiries and (2) the provision of screening interviews.
Completion of the Application Form:
Once the in initial screening has been complicated, applicants are asked to complicate the
organization’s application form. The amount of information required may be only the applicant’s
name, address, telephone number and other information.
Employment tests:
Organization historically relied to a considerable extent on intelligence, aptitude, ability and
interest tests to provide major input to the selection process.
The comprehensive interview:
The applicant may be interviewed by HRM interviewers, senior manager within the
organization, a potential supervisor, potential colleagues or some or all of these.
Background investigation:
The next steps in the process are to undertake a background investigation of those applicants
who appear to offer potential as employees. This can include contacting former employers to
confirm the candidate’s work record and to obtain their appraisal of his or her performance,
contacting other job- related and personal references, verifying the educational accomplishments
shown on the application, checking credit reference and criminal records, and even using third
party investigation, to do the background check.
Conditional job offer:
If a job applicant “passed” each steps of the selection process so far, it is typically customary for
a conditional job offer to be made. Conditional job offers usually are made by an HRM
representative. In essence, what the conditional job offer implies is that if everything checks out
“okay- passing a certain medical, physical or substance abuse test” the conditional nature of the
job offer will be removed and the offer will be permanent.
Physical/ Medical Examination:
Physical exams can only be used as a selection device to screen out those individuals who are
unable to physically comply with the requirements of a job.
Job offer:
Those individual who perform successfully in the preceding steps are now considered to be
eligible to receive the employment offer.
Method of selection:
There are two statistical methods of selection- correlation and regression. Correlation is use to
assess the strength and direction of a relationship between variables, whereas regression makes
use of the relationship to predict scores on one variable from scores on one or more other
variables.
Eligibility Criteria for selection:
QUALIFICATION:
Masters Degree or 16 years of education (with at least 60% marks where percentage system
applies, or, minimum 3.00 CGPA where GPA system applies) in Business/ Public
Administration, Business Economics, Economics, Statistics, Commerce, Mathematics, Computer
Science/ I.T from HEC recognized university
AGE:
Maximum 28 years as on the last date of submission of applications to NBP-BSC.
DEGREE COMPLETION
Candidates awaiting final result are not eligible to apply. Candidates should have fully completed
all requirements of degree and must attached copy of Provisional Certificate, Mark sheet/
Transcript.
WRITTEN TEST:
The candidate meeting the above eligibility criteria are required to register themselves with
NATIONAL TESTING SERVICE (NTS) for appearing in the written test.
SELECTION PROCEDURE:
Eligible candidates will be required to take a comprehensive written test in English Composition,
Quantitative Skills and Current Affairs/ Intelligence/ General Knowledge. Candidates who
qualify the written test will be invited to appear for Group Discussion. Only the candidates who
qualify the Group Discussion phase would be eligible to appear before an interview panel on
same date.
Selection will depend on marks obtained in written test, Group Discussion and interview(s).
Successful candidates will be selected in order of merit, as Assistant Direct (OG -2) in
NATIONAL Bank of Pakistan, Karachi. All appointments in NBP of Pakistan are made in
compliance with prescribed regional/ Provincial Quota requirement. The candidates short listed
on the basis of merit of written test and available number of vacancies will be invited for
interview before a selection board at NBP-BSC
PRE-INDUCTION TRAINING:
The selected candidates will be imparted up to 4 weeks training
COMPENSATION PACKAGE:
The selected candidates will be offer appointment for the position. They will entitle to:
Consolidate monthly monetized salary of Rs 34,000/- in the salary range of Rs 34,000 –
79,350
Medical facility for self, dependent spouse and dependent children only as per bank’s rule
Provident Fund, Gratuity, Leave Fare Assistance, Staff Loans & other facilities as per
bank’s rules
APPLICATION PROCEDURE:
After the announcement of written test result by NTS. The application forms will be available
online at http://nbp.com.pk/. Printed copies are available on all offices of NBP-BSC across the
country. Application sent via e-mail will not be entertained.
Organizational practice:
National Bank of Pakistan recruit employees both formal and informal ways. Formal recruitment
usually dose through newspaper advertisement, where entry-level employees has been recruited.
In the advertisement, criteria are mentioned specially for recruitment. But sometimes they also
recruited experienced people in med level and top level.
Informal method is also true for this bank. In this case they consider the educational level for
entry level i.e. cash officers, junior officers etc. They also recruit mid level people those who are
experienced and good track record. Top level people recruitment also been done on contract
basis.
Chapter 6: HR DEVELOPMENT
Meaning of HR Development:
Employee orientation provides new employees with basic background information they need to
perform their jobs satisfactory, such as information about organizational rules.
Process of Hr Development:
Hr development is actually parts of the employer’s new-employee socialization process.
Socialization is the ongoing process of instilling in all employee the prevailing attitudes,
standard, values, and patterns of behavior that are expected by the organization and its
departments.
Orientation programs range from brief, informal introduction to lengthy, formal programs. In
either, new employees usually get a handbook or printed material that cover things like working
hours, performance reviews, getting on the payroll, and vacations, as well as a tour of the
facilities. Other handbook information typically includes employee benefits, personnel policies,
the employee’s daily routing, company organization and operation, and safety measures and
regulations.
The HR specialist, who explains such matters as working hours and vacations, usually performs
the first parts of the orientation. The employee is then introduced to his or her new supervisor.
The letter continues the orientation by explaining the exact nature of the job, introducing the
person to his or her new colleagues, familiarizing the new employee with the workplace, and
hopefully helping to reduce the new person’s first day jitters.
Why development:
Orientation is helping the new employees, who join the organization. By orientation the
employee will be able to understand the rules and regulations of the organization and also know
about the working hours, working condition, organizational profile etc.
Organization practice:
National Bank of Pakistan arranges the orientation program in a formal way. They invited their
new employees who are selected for the job in a certain place. They inform them about their job
hour, organizational rules and regulations, about their top managements and also their bank’s
profile.
Chapter 6: Training & Development
Training:
Advanced Recruiting Trends offers corporate recruitment teams, third-party agencies, and
individual recruiters a variety of options to access the industry’s most comprehensive and
innovative recruitment training available.
The process of teaching new employees the basic skills they need to perform their jobs.
Training refers to the methods used to give new or present employees the skills they need to
perform their jobs. Training might thus mean showing a machinist how to operate his or her new
machine, a new salesperson how to sell his or her firm’s product, or a new supervisor how to
interview and appraise employees. Training basically provide to the entry-level employees.
On the job training: It means learning by doing. It means employees training completed while
he works. It is basically a practical oriented training program.
Off the job training: It means training provided to the employees out of the office in a training
institute for a particular period of time i.e. for 15 to 20 days. During this time the employee does
not have to go to office.
Development:
Development refer to the growth of an employee for its future prospectus like career
development plan in which company focus how employee develop himself and where he wants
to see after five years
Development basically provide to the management level. Management development is any
attempt to improve managerial performance by imparting knowledge, changing attitudes, or
increasing skills. The ultimate aim of such development programs is, of course, to enhance the
future performance of the organization itself. For this reason, the general management
development process consists.
Assessing the company’s needs (for instance, to fill future executive openings, or to boost
competitiveness),
Appraising the managers’ performance, and then
Developing the managers (and future managers) themselves.
Method of Training and Development:
There are some training and development methods which are given as under:
Training:
On the job training
Apprenticeship training
In formal learning
Job instruction training
Lecture
Program learning
Simulated training
Computer base training
Training via CD-ROOM and internet
Development:
Managerial on the job training
Job rotation
Role playing
Behavior modeling
In house development center
Organizational practice:
Skilled human resource is nucleolus of any service-oriented organization. By keeping this in
mid- level they give priority in human resource development. For human resource development
and making them updated National Bank of Pakistan provide training to its employees
throughout the year in its well-decorated training institute situated on the Islamabad, Lahore and
Karachi (NBP SCHOOL OF TRANING ABD DEVELOPMENT). The institute has own trainer
and also bring specialist as a guest speaker for provide training. Besides employees are also
being sent to foreign countries for better training.
In 2013 there are 1536 employees obtain training from the bank’s training institution at 16th
training schedule. Other hand 881 employees attained training course/ works/ seminar, which
were arranged by BIBM. 91 employees obtain training from NATIONAL BANK OF
PAKISTAN, 334 employees from other training institution, and 1110 employees from foreign
country in 2013.
Chapter 7: Performance Management
OBJECTIVES OF PM:
The major objectives of performance management are discussed below:
To enable the employees towards achievement of superior standards of work
performance.
To help the employees in identifying the knowledge and skills required for performing
the job efficiently as this would drive their focus towards performing the right task in the
right way.
Boosting the performance of the employees by encouraging employee empowerment,
motivation and implementation of an effective reward mechanism.
Promoting a two way system of communication between the supervisors and the
employees for clarifying expectations about the roles and accountabilities,
communicating the functional and organizational goals, providing a regular and a
transparent feedback for improving employee performance and continuous coaching.
Identifying the barriers to effective performance and resolving those barriers through
constant monitoring, coaching and development interventions.
Creating a basis for several administrative decisions strategic planning, succession
planning, promotions and performance based payment.
Promoting personal growth and advancement in the career of the employees by helping
them in acquiring the desired knowledge and skills.
EMPLOYEE REVIEW PROCESS
Business leaders also need to determine what type of review process to implement. There are
different types of employee reviews, including the following:
TOP-DOWN REVIEW:
This performance review is conducted by someone above the employee in rank at the company
this could mean a direct supervisor, manager of a business unit, executive, or all of the above.
Putting a direct supervisor in charge is often the most effective way to assess an employee's
performance and provide valuable feedback as to how they can improve. In larger organizations,
these reviews are sometimes filled out by line supervisors and then conducted by human
resources personnel. Either way, the review often culminates in a discussio n regarding
achievement of pre-determined goals.
PEER REVIEW:
In this case, employees are evaluated by co-workers. The benefit of this type of review is that
peers at the same level as the employee understand the challenges better than someone judging
performance from the top down. The risk is that rivalries can alter performance reviews, if
jealous co-workers review each other more critically, particularly if they are in competition for
promotion or pay raises.
360-DEGREE REVIEW:
Literally, in a 360-degree review, employees are evaluated from all angles -- above, below, and
sideways. That means supervisors, peers, subordinates, and even sometimes customers put in
their two cents about the employee. These types of reviews are often spear-headed by the human
resources department and those giving input are usually allowed to remain anonymous. Critics of
360-degree reviews say that anonymity can pave the way for excessive and sometimes vindictive
criticism and ultimately leave the employee who is the subject of the review feeling under
attack.
SELF-ASSESSMENT:
The employee self-assessment can be used in conjunction with any of the other review processes
listed above. Some companies have found this very useful in that it can help cue managers as to
areas in which an employee can improve and may benefit from training. It can also allow the
employee to undertake some constructive criticism and be more willing to receive feedback from
a manager. Employees, in fact, can sometimes be harder on themselves than their managers are.
But the downside is that an employee's view of their performance sometimes might diverge
greatly from a manager's view, which presents challenges in the review process.
PERFORMANCE MANAGEMENT SYESTEM OF NBP
There was a general feeling among the staff that the system of performance evaluation prevailing
at the NBP was subjective and did not provide opportunities for improvement and development
of the staff. It was therefore felt necessary to introduce new Performance Management System
aimed at correcting the deficiencies of the existing system.
The present shape of PMS emerged after extensive consultation and feedback received from the
staff. The process started with pre-pilot run and then preceded with focus group presentations,
pilot-run, review committees, HR consultants, training workshops, presentations to HODs &
CMT and post implementation modifications based on stakeholders’ feedback. The aim of
modifications & refinements was to make the system more effective, user friendly and
acceptable in the light of the local culture & environment. The Competency Model for NBP was
considered to be an essential part of PMS. This Model catered for identification & development
of necessary behavioral attributes envisaged for human capital. The development of technical
skills as well as behavioral competencies was necessary to enhance capacity of human capital at
the Bank.
However, some aspects of the program were deferred during the first year for the sake of smooth
implementation. For evaluation purposes, a total of thirty-one behavioral competencies have
been identified. From these competencies, a matrix of 12 to 14 competencies has been developed
for each Department, depending upon the nature of its functions. In each competency matrix,
there are six Core competencies which apply across the board; five competencies are grade
specific while the remaining competencies are functioning specific. The individual departments
can customize these matrices by adjusting the levels and relative weights of each identified
competency according to the hierarchical levels and nature of assignments. Like any other
developmental product, up dates were incorporated as the model was put into action and
feedbacks received during the initial process of implementation. The level-wise selected
competencies have been clearly described in the Competency Dictionary in the form of
observable behaviors to create understanding of terminologies & ensure consistency. The initial
version of Competency Dictionary was revised after taking into account recommendations of the
task force established for its review. Additional enhancements in the Competency Model have
been undertaken to further customize it while using NBP workplace behavioral examples.
PHASES OF PMS IN NBP
In NBP, performance management system phases comprises of five phases which are explained
below:
PERFOMANCE PLANNING PHASE:
This phase involves goal setting and competency setting which is listed in Form-1. These goals
and competencies are set by a mutual agreement between the appraise and appraiser. The goals
are picked from the approved Annual Departmental Business Plan. In case of competencies,
there are three types of core competencies (mandatory for all), role specific and function specific
competencies. The grand total of the goals should be equal to 100. Next training needs are
identified in consultation with the appraiser. The appraise is your immediate boss and the
reviewer will be the person next in the hierarchy. For example, for OG-2, OG-3 or OG-4 the
Appraiser is Divisional Head and the Reviewer is HOD/Director. The form is then sending to the
appraiser then he sends it to HRD or send back to appraise for rework.
PERFOMANCE MANAGING PHASE: The role of appraiser, reviewer and appraise is very important in PMS. The appraiser and
reviewer should guide them and give them feedback of their performance on regular basis.
Career development is the responsibility of employee. He should ask for the feedback on
completion of the task. It is highly recommended for appraises and appraisers both to make use
of STAR Form (attached)to record accomplishments/ critical events throughout the year and use
it at the time of appraisal. STAR stands for situation, actions and results. In case of transfer,
deputation and promotions Form-1 is revised again in consultation with new supervisor. As far
as leaves are concerned, Appraise, Appraiser and Reviewer are all advised to avoid absences
from work and schedule their leaves and official assignments accordingly enabling us to finalize
the PMS Appraisal Phase and subsequent AMI process well in time. If the leaves cannot be
rescheduled then concerned Appraises, Appraisers, and Reviewers are requested to finalize
Appraisal process for that particular employee beforehand, even before the timeline.
PERFORMANCE REVIEW PHASE:
In this phase what the employee actually did is recorded in the Form-II. Actual achievements are
written against goals and behavioral examples against competencies. Following this, an appraisal
interview is conducted and the ratings of goals and competencies are finalized.
Appraiser and Reviewer will evaluate the performance of the appraise on the same form. The
appraise is required to submit Form-II to his/her appraiser, who after the appraisal interview, will
award rating to each goal and competency and record his/her comments.
There are 5 rating levels for goals (outstanding, commendable, competent, marginal and
unsatisfactorily) and 5 levels for competencies (always effective, usually effective, occasionally
effective, rarely effective, never effective). Separate spaces are available for both appraise and
appraiser as a comment box in Form-II for any comments.
PERFORMANCE REWARD PHASE:
Annual Merit Increase (AMI) is given to employees up to OG-7. Employees OG-1 and below are
evaluated and awarded AMI on a different scale. To be eligible for AMI an employee must at
least perform 3 months of satisfactory service.
Bell curve cluster technique is applied to decide the AMI. There are four bell curve categories
A, B+, B, C. Top 15%, Next 25%, next 50% and last 10% fall in each category respectively. Bell
curve is also used for promotion and other HR processes.
APPEALS COMMITTEE:
If an employee is not satisfied with his rating he/she can file an appeal with PMS appeal
committee.HRD shall inform you about the date and time of your appeal interview where you
can discuss your grievances with the panel members of appeal committee.
EFFECTIVE PERFORMANCE MANAGEMENT SYSTEM
Any effective performance management system includes the following components:
Performance Planning:
Performance planning is the first crucial component of any performance management process
which forms the basis of performance appraisals. Performance planning is jointly done by the
appraise and also the reviewer in the beginning of a performance session. During this period, the
employees decide upon the targets and the key performance areas which can be performed over a
year within the performance budget, which is finalized after a mutual agreement between the
reporting officer and the employee.
Performance Appraisal and Reviewing:
The appraisals are normally performed twice in a year in an organization in the form of mid
reviews and annual reviews which is held in the end of the financial year. In this process, the
appraise first offers the self-filled up ratings in the self-appraisal form and also describes his/her
achievements over a period of time in quantifiable terms. After the self-appraisal, the final
ratings are provided by the appraiser for the quantifiable and measurable achievements of the
employee being appraised. The entire process of review seeks an active participation of both the
employee and the appraiser for analyzing the causes of loopholes in the performance and how it
can be overcome. This has been discussed in the performance feedback section.
Feedback on the Performance followed by personal counseling and
performance facilitation:
Feedback and counseling is given a lot of importance in the performance management process.
This is the stage in which the employee acquires awareness from the appraiser about the areas of
improvements and also information on whether the employee is contributing the expected levels
of performance or not. The employee receives an open and a very transparent feedback and along
with this the training and development needs of the employee is also identified. The appraiser
adopts all the possible steps to ensure that the employee meets the expected outcomes for an
organization through effective personal counseling and guidance, mentoring and representing the
employee in training programs which develop the competencies and improve the overall
productivity.
Rewarding good performance:
This is a very vital component as it will determine the work motivation of an employee. During
this stage, an employee is publicly recognized for good performance and is rewarded. This stage
is very sensitive for an employee as this may have a direct influence on the self esteem and
achievement orientation. Any contributions duly recognized by an organization helps an
employee in coping up with the failures successfully and satisfies the need for affection.
Performance Improvement Plans:
In this stage, fresh set of goals are established for an employee and new deadline is provided for
accomplishing those objectives. The employee is clearly communicated about the areas in which
the employee is expected to improve and a stipulated deadline is also assigned within which the
employee must show this improvement. This plan is jointly developed by the appraise and the
appraiser and is mutually approved.
Potential Appraisal:
Potential appraisal forms a basis for both lateral and vertical movement of employees. By
implementing competency mapping and various assessment techniques, potential appraisal is
performed. Potential appraisal provides crucial inputs for succession planning and job rotation.
Organizational practice:
NATIONAL BANK OF PAKISTAN partially follows Graphic Rating Scale method. Here each
individual have different format for appraising. Almost junior to senior employees have similar
format to fill in but there is some exception for the senior level. The format is designed in the
way like Fist page has to be filled up by the employees by himself but they have to sign in all the
pages. There is point system for appraising employees. For example, if the employees have
Banking Diploma they get additional point and the M.B.A degree holders get more marks than
the Graduate and Masters pass holders. There is also provision for marks for the employees those
who can bring more deposit or bring good customer. By considering all these, Divisional Head
put marks and evaluate each employee. After that the appraisal form will send to Human
Resource Department. Usually HRD receives this form from all over the country. After received
completely all the forms they make it ready for the final evaluation for the top management.
Usually there exists evaluation team where they finally select the deserving candidates. After that
a list has been sent to the Board for the final approval.
Chapter 8: Compensations, Rewards and Benefits
Compensation:
Employee compensation refers to all forms of pay or rewards going to employee and arising
from their employment, and it has two main components. There are direct financial payments in
the form of wages, salaries, incentives, commissions, and bonus and there are indirect payment
in the form of financial benefits like employer- paid insurance and vacations.
Reward:
Reward basically provided to the employees of the organization for their good performance. It is
of two types (1) Intrinsic and (2) Extrinsic.
1 Intrinsic Reward:
It is the personal satisfactions one gets from the job itself. These are self-initiated rewards, such
as having pride in one’s work.
2 Extrinsic Reward:
It includes money, promotions and benefit. Their common thread is that they are external to the
job and come from outside source, mainly management.
Benefits:
Benefits include mandatory protection programs, pay for time not worked, optional protection
programs, private retirement plans and a wide variety of other services.
EMPLOYEE BENEFITS:
Compensation and benefits provided
Base Pay
Overtime Pay
Travel/Meal/Housing Allowance
Benefits including: dental, insurance, medical, vacation, leaves, retirement.
Staff Loan Policy
Facility Of Bank’s Car & Petrol Ceiling
Medical Facilities
Telephone Charges At Residence
Facility Of Newspapers & Journal
Family Pension
LEAVE ENTITLEMENT
NBP is providing a various benefits to their employees such as leave benefits and advances. In
leave benefits every employee has two leave accounts: RLA & SLA.
Employee cannot obtain only medical or sick leave , they have various reasons of leave such as
attend party, attend seminar, outstation leave, domestic problems, R & R leave etc.
Employee can avail leave facility for perform of Hajj.
NBP also provide Rest and recreation 15 days leave to their employees. R and R leave avail once
in a year. In NBP female employees is also availing female leave facility maternity and ideate
leave. Maternity leave can avail thrice during whole period of job.
NBP made proper process of leave application to facilitate to their employees. After retirement/
resignation/death net qualifying service form is very important for calculation of Net Qualifying
Service and case forwarded to internal monitoring unit for their “In order Certificate”.
ADVANCES:
NBP has designed a dynamic and flexible compensation and benefits program and has adopted
the philosophy of Total Remuneration (TR) for its employees. One important part of TR is Loans
& Advances which are allowed to its employees to facilitate and overcome, primarily the
accommodation problem. While facilitating the employees, NBP also takes appropriate measures
to safeguard its interest and accordingly various checks & balances are put in place to achieve
this objective. The types of loans/Advances provided to employees are as follows:-
Personal Loan
Staff Loans
Motor Car Loan
Motor Cycle Loan
House Building Loan
Personal Computer & Printer Loan
REWARDING/RECOGNIZING EMPLOYEES AT NBP:
Recognizing the importance of employee recognition and reward as a tool to motivate employee
as well as to inculcate a positive, productive and innovative organizational culture, NATIONAL
Bank of Pakistan has introduced an on-going program for Employee Recognition and Reward.
This program is aimed at fostering a culture of acknowledgement and appreciation amongst
employees for introducing innovative business practices, showing extra ordinary efforts for
achievement of goals and enhancing Bank’s corporate image. Using various methods of
recognition ranging from simple “Thank you” letters to elaborate celebrations and monetary
rewards, we endeavor to motivate employees, encourage optimum performance and instill
professional commitment and loyalty throughout the Bank.
Formally, the Employee Recognition Policy and Program encompasses four types of recognition
levels, based on the achievement of the individuals/teams. These are:
Level 1 - Individual Contribution Award, an informal way of recognition at individual
level, which includes simple Thank you notes / emails / letters
Level 2- Departmental Commitment Award, includes a cash award of Rs. 5,000/-, a
recognition certificate & department wide recognition
Level 3- Organization Competence Award, includes cash award of Rs. 15,000/-, a
recognition certificate & shield and Bank wide recognition
Level 4- Excellence Award, includes cash award of Rs. 30,000/-, a recognition certificate
& shield and Bank wide recognition
In order to effectively realize the benefits of this highly beneficial program, all employees in
general and particularly departmental and divisional are encouraged to recognize employees who
through their effort promote organizational values or are high achievers on an ongoing basis to
create an environment of mutual support and respect. By adopting the practice of recognizing
and recommending each other’s positive behaviors for reward we will develop and achieve an
organization wide culture of mutual trust and appreciation which will contribute towards making
NBP a better place to work with highly motivated employees proud of their association with the
organization
Organizational Practice:
NATIONAL BANK OF PAKISTAN usually provides more or less the above compensation,
reward and benefits. They provided financial compensation like Basic salary, Bonus, Wages,
Incentives and Non-financial like Housing, Medical, Transportation, Insurance.
Compensation, rewards, benefits
Compensation Package:
The Compensation package will be as follows:
Amount in RS. Basic Pay - per month 2,258,000/-
House Rent Allowance - per month
(55% of Basic)
1,242,000/-
Gross Salary per month
(to be reviewed annually)
3,500,000/-
In case of fixed compensation for 3 years, monthly gross
salary will be Rs. 4,000,000/- instead of Rs. 3,500,000/ -
Utilities Utilities (electricity, gas, water, residence telephone(s)
/Mobile phone and any other utilities pertaining to his
residence) at actual.
Security Security arrangements to be provided by the Bank.
Deployment of four (04) security guards i.e. two security
guards on 12 hours shift basis at residence.
Vehicles, Fuel and Maintenance Two cars (one 3.5 liters and one 2.5 liters) provided by
the Bank - Both vehicles fully insured and maintained by
the Bank. President to purchase the cars at 10% of cost
on expiry of contract or at written down value on
separation. Fuel for the Bank provided vehicles at actual.
Drivers Two (02) Drivers or Salary of Two (02) Drivers in lieu
thereof @ Rs.25,000/- per month = Rs.50,000/- per
month (on reimbursement basis)
Official Entertainment At actual
Domestic Staff Salary of Five (05) persons @ Rs.18,000/- per month=
Rs.90,000/- per month (on reimbursement basis)
Mobile phones Mobile Phones provided by Bank.
Business Travel
Overseas:
Domestic Travel:
Business class fare, 5 Star Hotel expenses at actual. Per
diem for overseas with a maximum of US$ 325 per day.
Economy Plus class fare, 5 Star hotel expenses at actual
Annual Leaves Annual leaves 30 days and Medical / Sick leaves 18
days per annum. Annual leaves may be accumulated,
which is en-cash able on the basis of last drawn gross
salary.
Medical/Dental Medical / Dental coverage for self and dependent family
members within Pakistan and reimbursement of all
expenses at actual. Full fledged dental treatment
facilities at cost.
Life Insurance Life insurance coverage to be provided by the Bank
(Amount Rs.30.00 (M).
House and Garden Maintenance House / Garden fully maintained by the bank at actual
House Furnishing Allowance Amount equivalent to one gross salary payable once
during tenure of three years.
Performance Bonus Performance Bonus of up to Rs.28 million for the first
year of contract. This will be reviewed each year of the
contract (to be determined by the Board and approved by
the shareholders) payable based on performance against
key performance indicators to be mutually agreed.
Club Membership Club Membership (entry fee) for two clubs of
incumbent’s choice to be paid by the Bank. Subscription
/ other charges of 3 clubs to be paid by the Bank
House Building Loan As part of the employment arrangement, NBP will take
over the unpaid portion of the existing house loan
availed by him. Terms and conditions applicable as in
NBP.
Generator Facility at Residence One Generator to be provided by the Bank at residence.
Cost of fuel and maintenance to be paid by NBP.
End Service Benefits Gratuity to be paid at one month last drawn gross salary
for each year of service. 6 months or more to be treated
as completed year of service
Annual Salary Review Salary will be reviewed every year on the basis of the
Bank’s performance determined by the Board and
approved by the Shareholders.(if fixed compensation is
opted for the full 3 years contract then no yearly
compensation review)
Separation from Bank’s Service In case of Termination of contract:
Six months’ notice period or salary in lieu thereof.
In case of Resignation:
Three months’ notice period or salary in lieu thereof
No perks and benefits other than mentioned above are admissible.
In this respect the following resolution is proposed to be passed:
“RESOLVED THAT the compensation package of Syed Ahmed Iqbal Ashraf, President of the
Bank, as recommended by the Board of Directors of the Bank in its 233rd meeting held on
March 03, 2014, with effect from the date he assumed the office of the President, NBP, as
mentioned in Statement of Material Facts, be and is hereby approved in terms of Section 11 (3)
(a) of the Banks (Nationalization) Act, 1974.”
Chapter-9: Labor Laws
Major Labor Laws:
Some of the major laws given as under:
1. Railway Labor Act (1926):
Railway workers are permitted to organize and bargain collectively. Airline workers were added
in 1934.
2.National Labor Relations Act (Wagner Act) 1935:
Establishes right to organize, to bargain collectively and to engage in concerted activities, creates
the National Labor Relations Board to implement and enforce the act.
3.Labor Management Relations Act (1947):
Amends the NLRA. Adds union unfair labor practices. Weakens the right of workers and unions.
4. Executive Order 10988 (1962):
Encourages bargaining in federal sector Followed by state laws encouraging bargaining by state
and local Government employees.
5. Postal Re-organization Act (1970):
Places the U.S. Postal Service under the NLRA.
6. Health Care Amendments (1974):
Places the private sector of the health care industry under the NLRA.
7. Civil Service Reform Act (1978):
Establishes the current system for regulating labor Management relationships in the federal
Government.
11: SWOT ANALYSIS
SWOT analysis is an acronym that stands for strengths, weakness, opportunities, and threats
SWOT analysis is careful evaluation of an organization’s internal strengths and weakness as well
as its environment opportunities and threats.
“SWOT analysis is a situational which includes strengths, weaknesses, opportunities and threats that affect organizational performance.”
“The overall evaluation of a company strengths, weaknesses, opportunities and threats is called SWOT analysis.”
In SWOT analysis the best strategies accomplish an organization’s mission by:
1. Exploiting an organizations opportunities and strength.
2. Neutralizing it threats.
3. Avoiding or correcting its weakness.
SWOT analysis is one of the most important steps in formulating strategy using the organization
mission as a context, managers assess internal strengths distinctive competencies and weakness
and external opportunities and threats. The goal is to then develop good strategies and exploit
opportunities and strengths neutralize threats and avoid weaknesses.
STRENGTHS:
OLDEST INSTITUTION:
NBP in one of the oldest bank of Pakistan and first nationalized bank Hence its customer base is
strength from this plus point as customers have more confidence in the bank. The additional
value services as the privilege for the bank.
ALTERNATE DUTIES IN SBP ABSENCE
The NBP performs additional services for its customers as well as the other bank customer in the
absence of SBP.
MORE DEPOSITS THAN OTHER BANK
NBP has the relative competence in having more deposits than the other bank. This is because of the confidence the customer have in the bank. The bank being the privileged and oldest bank in
banking sector of Pakistan enjoys this edge over all others, lacking it.
EMPLOYEE BENEFITS
The employers at NBP are offered reasonable monetary benefit. Normally two bonuses are given
Eid-Ul-Fitar & Eid-Ul-Azha. This serves as an additional benefit and competency for the bank
and a source of motivation for the employees.
BROAD NETWORK
The bank has another competency i.e. it has broad-basses network of branches throughout the
country also more than one branch in high productive cities. The customers are provided services
at their nearest possible place to confirm customer satisfied.
STRICTLY FOLLOWED RULES ®ULATION:
The employees at NBP are strict followers of rule & regulation imposed by bank. The disciplined
environment at NBP bolsters its image and also enhances the overall output of the organization.
PROFESSIONAL COMPETENCE
The employees at NBP here have a good hold on their descriptions, as they are highly skilled
Professionals with back ground in business administration, banking, economics etc. These
professional competencies enable the employees to understand and perform the function and
operation in better way.
HEALTHY ENVIROMNMENT
The working condition in the NBP branch here is very conductive and favorable for better
output. The informal environment affects the performance of the employees in a positive way.
RELATION BETWEEN STAFF AND OTHER EMPLOYESS
The bank enjoys a good plus point when it comes to the employee manager relationship the
hearing as removing of discrepancies if any, between the employees, and between the manager
and employees.
WEAKNESSES
LACK OF MARKETING EFFORT:
The bank does not promote its corporate image, services, etc on a competitive way. Hence lacks
far behind in marketing effort .A need for aggressive marketing in there in the era marketing in
now becoming a part of every organization.
NBP UNDER POLITICAL PRESSURE
The strong political hold of some parties and government and their dominance is affecting the
bank in a negative way. They sometime have to provide loan under the pressure, which leads to
uneven and adjusted feeling in the bank employees.
FAVORITISM AND NEPOTISM
The promotions and bonuses etc in the bank are often powered by senior’s favoritism or depends
upon their wills and decision. This adds to the negative factors, which denominate the employees
thus resulting in affecting their performance negatively.
LACK OF FINACIAL PRODUCT
The bank falls far behind when the innovative and new schemes are considered. It has not been
involved in the tug of war between the competitors to the accounts and strengthens the existing
customer base. This stands out to be the major incompetence and weakness of the banks.
INEFFICIENT COUNTER SERVICES IN THE RUSH HOURS
During the rush hours, the bank is founded out to be a total flop to handle the mob of people
peaking from windows and doors. The bank has deficiency to operate in the stages of rush hours
where the people find them services entangled in a situation of nowhere because they are not
well served.
LACK OF COMPUTERIZED NETWORK
The bank lack the strength of being powered by the network of computers, which have saved
time, energy and would have lessened the mental stress, the employees have currently. This
would add to the strength if it were powered by network of computers.
LACK OF MODERN EQUIPMENT
The bank lacks the modern Equipment that is not counting machine computers. Even if there is
any equipment they lack to fall in the criteria of being rearmed as update and upgraded
UNEVEN WORK DISTIBUTION
The workload in NBP is not evenly distributed and the workload tends to be more on some
employees while others abscond away from their responsibilities, which server as a
demonization factor for employees performing above average work.
OPPORTUNITIES
ELECTRONIC BANKING
The world today has become a global village because of advancement in the technologies,
especially in communication sector. More emphasis is now given to avail the modern
technologies to better the performances. NBP can utilize the electronic banking opportunity to
ensure on line banking 24 hours a day. This would give a competitive edge over others.
MICRO FINANCING
Because of the need for micro financing in the market, there are lot of opportunities in this
regard. Other banks have already initiated, now the time has arrived when the NBP must realize
it and take on step to cater an ongoing demand.
THREATS
EMERGENCE OF NEW COMPETITORS
The bank is facing threats with the emergence of new competitors especially in terms of foreign
banks. These foreign banks are equipped with heavy financial power with excellent and
innovative ways of promoting and performing their services. The bank has to take initiative in
this regard or will find itself far back in competition.
POLITICAL PRESSURE BY ELECTED GOVERNMENT
The ongoing shift in power in political arena in the country effects the performance of the bank
has to forward loans to politically powerful persons which create a sense of insecurity and
demoralization in the customer as well as employees.
DOWNSIZING
The bank is currently acting upon the policy of downsizing which threaten the environment of
the bank Employees feel insecurity in doing their jobs and work, hence affecting the overall
performance of employees negatively.
CUSTOMERS COMPLAINTS
There exists no regular and specific system of the removal of customer complaints. Now a day a
need for total customer satisfaction is emerging and in their demanding consequences customer's
complaints are ignored
COMPETITIVE ANALYSIS
Porter’s five forces model:
This approach is widely used for competitive analysis. It is because of the high intensity of
competition among companies there five main competitive forces.
Rivalry among competitive firms:
It is a very powerful force among the competitive forces the strategies pursued by one firm can
be successful only to extent that they provide competitive advantages over the competitor. These
competitive strategies may be lowering prices, best quality series. The NBP offering very low
charges an demand draft, telegraphy transfer, mail transfer and give other additional services to
the customers and to the Nation. Because NBP is a “Nation’s Bank”.
Potential entry of new competitors:
Whenever new firms can easily enters a particular industry, the competition increases. The gout
restriction, tariffs, patents etc can stop new firm to enter into the business as per Banking
industry is concerned this market is already very situated in Pakistan and there are banks with
quality services and low charges. So there is no threat to NBP from potential entry and NBP is
also a public sector bank because of that no other new bank not takes over it.
Potential Development of substitute products:
This is the third factor affecting the competitions. There may be some other product can be
substitute the product of that industry. For example banks offering sawing schemes in Pakistan
and these schemes are also offered by GPOs in Pakistan so they must compete them in this field.
If they offer low rates than GPOs so people will go to deposit in GPOs. People concentration
high rates so that’s why sawing PLS accounts are more than current accounts. The next examples
will ATM which substitute presenting cheques at counter and encash it. The NBP is lacking in
this field. It must improve in this field to compete the competitors.
Bargaining Power of Suppliers:
The bargaining power of supplier affects the intensity of competition, especially when there are a
large number of suppliers. In case of banks the suppliers are customers they supply the money to
banks. Now they must offer good services, quality, and safety. Low charges etc to customers. In
this field NBP is very good. B/C at offers good quality services to customers. They charge low
charges on remittances. So that’s it is competitions other banks.
Bargaining Power of Consumers:
When customers are concentrated or large, or buy in volume, their bargaining power
represents a major force affecting intensity of competition. Now the number customers in
Pakistan for banks are very high. Banks offering variety of products and services to their
customers. NBP have a large number of customs. Now it must offer good services and products
to their customers to attract them to come to NBP.
12: References
1. Website of the Bank i.e. www.nbp.com.pk
2. Economic Bulletin, Vol. 34, No.5 September – October 2013, published
bi-monthly by Economic Research Wing, National Bank of Pakistan.
3. Economic Bulletin, March-June 2013, published bi-monthly by
Economic Research Wing, National Bank of Pakistan.
4. NBP News lines, National Bank of Pakistan’s Newsletter January 2013.
5. NBP News lines, National Bank of Pakistan’s Newsletter May/June,
2013.
6. NBP News lines, National Bank of Pakistan’s Newsletter July/August,
2013.
7. NBP News lines, National Bank of Pakistan’s Newsletter
September/October, 2013.
8. Management Brief, January 2008 published by Human Resources
Management and administration Group, National Bank of Pakistan Head
Office Karachi.
9. Management Brief, March 2008 published by Human Resources
Management and administration Group, National Bank of Pakistan
Head Office Karachi.
10. Management Brief, June 2008 published by Human Resources
Management and administration Group, National Bank of Pakistan
Head Office Karachi.
11. Management Brief, August, 2008 published by Human Resources
Management and administration Group, National Bank of Pakistan
Head Office Karachi.
12. Financials-Half Yearly Account June 30, 2013.
13. Economic Indicators Pakistan, January 2008 published by Economic
Research Wing, Credit Management Group, NBP Head Office Karachi.
14. Annual Report 2007, published by NBP, Head Office Karachi.
15. Brochure- NBP Awards & Achievements.
16. Brochure- NBP Kisan Dost.
17. Daft l Richerd “Management” 4th Edition Pages 254, 256, 269.
18. Kottler Philip “Marketing Management” Millennium Edition Page 76.
19. Fred R. David “Strategic Management Concepts Cases” 7th edition
