Professional Documents
Culture Documents
MANAGEMENT PROJECT
ON
The increasing trend of globalization in the past two decades has moved companies
beyond their domestic operations into the international markets. This dramatic change in
international businesses require a dynamic workforce as such managers have a
challenging role in facing complex issues of managing people to gain or sustain a
competitive advantage. Some key issues need to be given special attention. There will be
more human resource activities involved in international operations than that in the
domestic context. A broader perspective is required to manage people not only from
home countries, but also from host countries and even from the third countries.
Sui Northern Gas Pipelines Limited (SNGPL), is the largest integrated gas company
serving more than 2.7 million consumers in North Central Pakistan through an extensive
network in Punjab and NWFP.
SNGPL was incorporated as a private limited Company in 1963 and converted into a
public limited company in January 1964 under the Companies Act 1913, now Companies
Ordinance 1984, and is listed on all the three Stock Exchanges of the Country. SNGPL
has 2,733,028 consumers comprising Commercial, Domestic, General Industry,
Fertilizer, Power. A detailed analysis of the HR practices of the company has been
conducted by the group to highlight the salient features of the HR policies practiced by
the organizations.
Acknowledgment
I thank my Almighty Allah, The Most Beneficent and Merciful, for His
kindness and His mighty to give me direction, energy, quest, courage, sanity, strength
and power to complete this detailed report on Sui Northern Gas pipeline ltd
We are humbly grateful to our Venerable Teacher Sir Kamran Sindhu, who
furnished us with the opportunity to complete this project, and thereby consolidating
our concepts, enriching our knowledge, establishing our skills and strengthening our
confidence. To help us discharge our responsibility she provided us with the
worthwhile knowledge and guidance.
Many thanks to the assistant manager of hr sngpl, Hamid Rana, whose favour enabled us
to get the right information for our research work
We are also thankful to all the people who helped us complete this report in time.
Table of Contents
3 Core value
4 Organizational structure
6 Recruitment process
7 Selection method
8 Employee orientation
9 Recommendation
INTRODUCTION:
Sui Northern Gas Pipelines Limited (SNGPL), is the largest
integrated gas company serving more than 2.7 million
consumers in North Central Pakistan through an extensive
network in Punjab and NWFP. The Company has over 43
years of experience in operation and maintenance of high-
pressure gas transmission and distribution systems. It has
also expanded its activities to undertake the planning,
designing and construction of pipelines, both for itself and
other organizations. SNGPL operates in a region of the
nation that has a rapidly growing demand for natural gas
and power generation due to significant industrial development.
HISTORY:
SNGPL was incorporated as a private limited Company in 1963 and converted into a
public limited company in January 1964 under the Companies Act 1913, now Companies
Ordinance 1984, and is listed on all the three Stock Exchanges of the Country.SNGPL
transmission system extends from Sui in Balochistan to Peshawar in North West Frontier
Province (NWFP) comprising over 6195 KM of Transmission System(Main lines &
Loop lines). The distribution activities covering 831 main towns along with adjoining
villages in Punjab & NWFP are organized through 8 regional offices. Distribution system
consists of 46,964 KM of pipeline (as at June 2006). SNGPL has 2,733,028 consumers
comprising Commercial, Domestic, General Industry, Fertilizer, Power & Cement
Sectors. Sales to these consumers were 39,127,280 HM3 worth 31,581.118 million rupees
during July-September, 2006 .Annual gas sale for year 2008-2009 was 161,008,081 HM3
worth 107,897.291 million rupees with Company's earning per share at Rs. 7.46/-.
STATEMENTS
Vision statement
To be the leading integrated natural gas provider in the region seeking to improve the
quality of life of our customers and achieve maximum benefit for our stakeholders by
providing an uninterrupted and environment friendly energy resource.
MISSION STATEMENT :
A commitment to deliver natural gas to all door steps in our chosen areas through
continuous expansion of our network, by optimally employing technological, human and
organizational resources, best practices and high ethical standards
SNGPL's OBJECTIVES
COMMITMENT
We are committed to our vision, mission, and to creating and delivering
stakeholder value.
COURTESY
We are courteous - with our customers, stakeholders and towards each other
and encourage open communication.
COMPETENCE
We are competent and strive to continuously develop and improve our skills
and business practices.
RESPONSIBILITY
We are responsible as individuals and as teams - for our work and our
actions. We welcome scrutiny, and we hold ourselves accountable.
INTEGRITY
We have integrity - as individuals and as teams - our decisions are
characterized by honesty and fairness.
HRM DEPARTMENT AT SNGPL
PLANNING
The formal personnel planning is essential for SNGPL because it is moderate to
large in size, that experiences changes in technology, markets and utilizes a lot of high
talent personnel. Following are specific reasons for which SNGPL management is
carrying on systematic human resource planning.
1) Future Personnel Needs:
2) Coping with Change:
3) High-Talent Personnel:
4) Strategic Planning:
5) Equal Employment Opportunity:
THE PLANNING PROCESS:
Planning for human resources is tied in with overall SNGPL long range planning.
The process of planning in itself forces management to think through objectives of firm
the utility of forecasts into the future. SNGPL planning period is from 3 years to 5 years.
Period for three year is short range and of five years is long range period.
RECRUITMENT
Recruitment is the process of searching for prospective employees and stimulating
them to apply for jobs in the organization.
Approva
l
Short-
listing of
candidates
Preliminary Interviews
Final Interviews
Medical Examination
Appointment / Documentation
1) Advertising:
Advertisement is placed in various newspapers. More information about the
company and job specification are included in the ad to present some self-screening. The
following information should be included in the position advertisement:
5) Employment Interview:
Interviewing is probably the most widely used single method of selection.
SNGPL shapes interviewer behaviour is to establish a specific system for
conducting the employment interview. SNGPL considers following things to set up such
a system.
1) To know what to look for in applicant focus only those knowledges, skills, abilities
and other characteristics (KSAOS) necessary for the job.
2) Develop interview questions that are strictly based on the job analysis results, use
"open-ended" questions and use questions relevant to the individual's ability to
perform, motivation to do a good job.
3) Conduct the interview in a relaxed physical setting. Begin by putting the applicant
at ease with simple questions and general information about the organization and
the position being filled.
4) To evaluate applicants, develop a form containing a list of KSAOs weighted for
overall importance to the job.
6) Approval by the Supervisor
After the employment interview the immediate supervisor approves the
candidates. The candidate's recruitment is confirmed after probationary period.
ORIENTATION OF NEW EMPLOYEES
After the selection of successful employees the first step in their introduction to
company policies, practices and benefits is an orientation program.
In 1998 an orientation programme is conducted by the management. The main
objective of this programme was to get familiarize with the organization culture of both
organizations. The Orientation program in SNGPL is completed in three phases.
The first phase is usually conducted by the staff personnel unit. Subjects covered
include employee benefits, salary schedules, safety, probationary period, timed recording
and absence, holidays equal employment opportunity programs, packing and the
grievance procedure.
The second phase of most organized induction program is performed by the
immediate supervisor. The inductee is introduced to fellow employees, given a tour of the
department, and informed about such details as hours of work overtime, call in
procedures, rest and lunch periods, and lunching facilities.
The complete in action program will provide for phase three follow up some week
later. The interview, conducted by either the supervisor or a personnel specialist is
concerned with
1) Employee satisfaction with the job and organization.
2) Supervisor satisfaction with the employees.
Dissatisfactions may be cleared up by explanations or actual transfers to a
different job. In any event, the interest in the employee evidenced by the more act of
having a follow-up interview will help to increase the level of employee satisfaction.
After the employee has been received, selected and inducted, he or she must next
be developed to better fit the job and the organization. No one is a perfect fit at the time
of hiring, and some training and education must take place.
SNGPL is an organization in which importance has been given to training. The
management considers the training as an "Investment in their Asset". They believed
that planed development programs will returns values to the organization in terms of
increased high reined morale, reduced costs and greater organizational stability and
flexibility to adapt to changing external requirements.
RECOMMENDATION
1. Recruitment in HRD
In HRD, the Human Resource Manager should have some technical knowledge in
the field of management so that they can easily understand the problems of managers.
2. Feedback System
For effective perception, employees should be rewarded if they offer useful ideas
to increase the efficiency level.
3. Participative Culture
4. Open Communication
In order to enhance the efficiency level and overall career development the top
management of the organization should encourage open communication at all levels.