HRM-Final Project

Human Resource Department Of Warid
TERM ASSIGNMENT
Assignment No :1
Submitted by
Miss Nazia
Nawab
Miss Nasira
Chohan
Miss sana Rafi
Roll No. 145
Roll No. 142
Roll No. 137
Submitted to
Professor Riaz
Ahmed Mian
Subject: Human
Resource
Introduction
This project of HRM is assigned by our instructor Professor Mr. Riaz Ahmed Mian. In order
to develop understanding of the subject.
We are going to present here Human resource department of Warid Telecom Pakistan a
multinational company in Pakistan.
About Warid
Warid Telecom is a joint venture between Abu Dhabi Group & SingTel Group. Abu Dhabi
Group entered into a strategic alliance with Singapore Telecom. Subsequent to this
transaction in July 2007, telecom giant SingTel acquired 30% percent equity stake in Warid
Telecom, Pakistan, for US$758 million. This partnership is part of a strategy to support
Warid Telecom’s continued growth and to enhance its market position.
Abu Dhabi Group, one of the largest business groups in the Middle East and the single
largest foreign investor in Pakistan. It has diversified business interests, offering strong
financial resources and extensive management expertise that result in commercial success for
several institutions.
SingTel’s investment in mobile operations include, Advanced Info Service (AIS) –Thailand,
(21.4%), Bharti Telecom Group – India (30.5%), Optus Telecom – Australia (100%), Globe
Telecom – Philippines (44.5%), Pacific Bangladesh Telecom (PBTL) - Bangladesh (45%),
Telkomsel – Indonesia (35%) and Warid Telecom – Pakistan (30%)
Message from The Chariman:
His Highness Sheikh Nahayan Mabarak Al Nahayan

Chairman
“By the grace of God have completed four successful years of Warid
Telecom Pakistan and are beginning an exciting fifth one. In these
three years since Warid Telecom has launched in Pakistan, our
organization has gone from its conceptual infancy stage to a
challenger, and finally are moving forward to become a force. We
have expanded in every way possible.
In our fifth year, we will continue to expand and take our network and
subscribers to the most dominant levels of Pakistan. We wish to make
this year a new era for ourselves and the country, a time when Warid
Telecom will become the primary service provider for all
communication needs. We will spare no effort, cost or determination
to ensure that Warid Telecom becomes a company to serve the people
of Pakistan most effectively.”
The Warid New Look
• An evolution that strengthens the Warid identity while keeping the customers in
focus
• Use of a more contemporary font & style to give a more approachable image
• This new logo encompasses the expanding reach of Warid not just in Pakistan
but in an international footprint
• With our strengthened GPRS/EDGE network we would empower our customers

to create their own life style networks
Warid—AS ORGANIZATION:
To see the day by day the need of cellular in Pakistan Warid Telecom plans to launch its
services on July, 2007 In pakistan. Warid Telecom could be a successful cellular operator in
Pakistan to make a human resource department working properly in their company.
In order to give a jump-start to the company, a comprehensive initiation plan was made along
with aggressive customer acquisition, care and retention strategies.
Warid Telecom has four major departments.which are mentioned as follows

− Finance HR must hires the best people to work and

− Marketing adjust them into these four departments
− Sales & Services according to their specialization. HR
− Human Resource conducting its best practices to recruit
− Engineers Team train and motivate their employees.
WARID TELECOM buy the best equipment available in the international market to give
best services and to survive in the competitive environment. It will provide many services
like; voice mail, call waiting, SMS, international roaming, WAP, online billing payment,
Internet access so on and so forth.
Main purposes of HRM
• Providing Skilled employees.
• Controlling employment costs.
• Reacting to change.
OBJECTIVES OF HRM
1. Help the organisation reach its goals
2. Employ the skills & abilities of the workforce efficiently
3. Provide the organisation with well trained & motivated employees

4. Increase to the fullest the employee's job satisfaction & self
actualization
5. Develop & maintain a quality of work life
6. Communicate HR policies to all employees.
7. Ethically & socially responsive to the needs of society.

ROLE OF HR DEPARTMENT:
 Policy initiation and formulation

 Advice (on personnel policy, labor agreement, needs and welfare of company and
employees)
 Service (employment, training, benefits functions, recruiting, interviewing, testing job
applicants, maintenance of adequate employee records etc.)
 Control (monitoring performance and conformance of other departments to personnel
policy, procedures and practices)
FUNCTIONS OF HR DEPARTMENT:
HRM
Training
and
Planning
developme
nt
Discipline
Recruitmen
Pay Welfare Motivation Organizing and
t
Grievance
Work
Conditions
FUNCTIONS OF HR DEPARTMENT:
• Employment (recruitment, selection and induction into the organization)

• Transfer, Promotion, Layoff (checking conformity of skills with new department in case
of transfer)
• Training and Development (coaching, performance appraisal, post appraisal counseling,
job rotation, understudies, special broadening assignments, feedback)
• Compensation Administration (designing and installing job evaluation program, pay
structure, analyzing jobs and their dollar-worth, maintaining suitable records, wage and
salary surveys of the labor market)
• Health and Safety (health programs, safety programs)
• Discipline and Discharge (Discipline = training that mould or corrects, punishment of
wrongdoers. Training people to abide by rules of behavior and punishing those who
don’t, formulating list of rules and penalties for each offence, approval for discharge)
• Labor relations (wages, rates of pay, hours of work, conditions of employment,
negotiation, contract interpretation and administration, grievance handling, allocation of
overtime)
• Benefits and Services (pensions, insurance programs, sick leave pay plans, loan funds,
social programs, recreational programs)
• Organization Planning (developing concept of company as a structure or system)
• Organization Development (increase level of trust and supportiveness among people in
the organization, enhance interpersonal skills, make communication more open and
direct, directly confront problems, tap the knowledge of all who can contribute to
problem solutions wherever they may in the organization)
• Human Resource Planning (right number of qualified persons available at the proper
times, performing jobs that are useful to the organization and which provide satisfaction
for the individuals involved, goals and plans of organization, current human resource
situation including skills inventory, human resource forecast including comparison of
projected future demand for employees with projected supply, designing programs to
implement the plans of recruitment, selection, performance appraisal, transfer,
promotion, training, motivation, compensation, audit and adjustment)
• Equal Employment Opportunity (no discrimination in terms of gender, race, age, national
origin, religion. Involves complaint investigation, interpretation and policy, monitoring
performance)
• Personnel and Behavioral Research (improving worker productivity and also increasing
the quality of working life, employee attitudes and motivation, predicting success in
management and organizational relationships)
• Personnel Information Systems (HR planning, skills inventories, employee benefits
analysis and productivity studies)
ASSESSING WORK AND WORK OUTCOMES:
Work is designed to maximize productivity. The quantity and quality of services, behaviors
and products that employees are providing are also identified. This area of the WARID
TELECOM HR management deals with:
• Designing work to maximize employees’ innovation, creativity, product quality and
customer service
• Determining employees’ productivity and quality of their work
• Measuring employees’ attitudes about the work and work environment
ACQUIRING HUMAN RESOURCES:
Customer needs for newer and better cellular services influence the number and type of
employees that mobile phone businesses need to be successful. This area of Warid
Telecom’s human resource management deal with:
• Determining human resource requirements—that is, human resource planning.
• Recruiting employees and placing them in jobs that best use their skills
• Selecting employees
Getting the Right People:

The recruitment process is planned to provide Warid Telecom with the best available
talent, consistent with the needs of the business and its capacity to make full use of
those recruited.
Getting the People Right:

Consistent policies and practices in training and developing staff and involving them
as ‘partners’ in the business rather than as functionaries whose roles are restricted to
obeying instructions.
PLANNING THE RECRUITMENT PROCESS:

PLANNING THE RECRUITMENT PROCESS:
Decisions on Vacancies:
Before deciding on the existence of a vacancy, management checks whether there is a
need for the work to be carried out at all or whether it can be incorporated into an
existing employee’s job. In case an external source is needed, management then
checks whether it should be a permanent, full-time employee or whether it should be
a contractual one.
Consulting Other Staff Who Are Involved:

The human resource management then considers other departments in the
organization that might be interested in the appointment in order to make it a joint
effort. They talk to relevant supervisors and especially to the people the new person
will work with. A set of expert panelists are then selected from each relevant
department to interview applicants.
Working Out The Sort Of Person Required:

The human resource management then lists the duties, responsibilities, authority and
relationships that the job involves. They decide what qualifications are needed, what
type and length of experience are required, and what personal attributes are
important. On this basis they then draw up an up-to-date job description and person
specification and proceed to forecast how soon the person is expected to be
competent, what training they are prepared to give and when the start date of the job
should be.
Finding Out If He/She Exists:

The HR management then speculates whether they are likely to find the qualities,
qualifications and experience that they are seeking in one person. If so, research is
carried out on the kind of pay and benefits package to offer. They do this through
monitoring advertisements, referring to salary surveys and networking with other

employers in their area and sector. This research will also determines whether they
are likely to find suitable candidates locally or whether they will have to look further
a field. Then they contemplate whether people will want to join the organization and
on how to attract them.
Planning On How To Find Them:

The HR management gives priority to its own employees even in case of a negative
assessment. They first advertise the post internally, both as a courtesy to staff and
because they may pass the information on to any interested friends and relations.
Word of mouth is also a valuable recruitment method for them and they draw on all
appropriate contacts they have.
Decision On Whether To Advertise:

Once the HR management decides that there is a need to advertise, they pinpoint the
part of the press that they need to contact. Since most of the posts are of a specialist
nature, they intend on advertising in the journals of professional bodies and the trade
press. Their next step is to find out how much adverts cost for varying amount of
space and decide what they can afford.
Writing The Advertisement:

The HR management will hire the services of Interflow, an advertising agency, to
propagate their service and company for them. They are also using the services of a
web designer, Eveready media, to post the advertisement of the company on the
Internet.
Drawing Up A Short List:

Then the HR management decides on the length of the short-list, which includes five
or six people at the most. Following the advert they need help to sift through the
applications. Everything is computerized and on-line which makes it easier to handle
large numbers of replies. In case they run short of time, they get the help of other
staff, supervisors and managers in the organization. Apart from the question of time,
they do this to get second opinions. They look out for the following when reading an
application:
• How well-matched is the candidate to the requirements
• Any unexplained employment gaps
• The quality of presentation
• How tailored the reply is to the particular job and Warid Telecom as an organization.
Replying To Candidates:
The candidates that do not match the job are contacted as quickly as possible and
dealt with courteously since the HR management believes in the philosophy that these
people, and their relatives and friends, may be future customers or acquaintances of
potential, future applicants. Those that match the job are called over to undertake an
on-line evaluation test.
Interviewing Potential Candidates:

The candidates that pass the on-line evaluation test are then called for interviews. A
date and a time are arranged and the candidate appears for the interview. The
questions of this interview are designed especially for gauging the personality and
ability of the candidate.
The Screening Process:

The results are screened by a set of panelists in order to minimize chances of error in
selecting the candidates. The HR management sometimes keeps a small number of
candidates in reserve.
SELECTION:
Types of Selection Methods:

Following are common selection methods employed by HR management at Warid Telecom:
Interviews:
The HR staff keeps the interview structured, standardized, and focused on

accomplishing a small number of goals. That is, they plan to come out of each
interview with quantitative ratings on a small number of dimensions that are
observable and avoid ratings of abilities that may be better measured by tests. They
ask questions dealing with specific situations that are likely to arise on the job, and
use these to determine what the person is likely to do in that situation.
• One part is “experience based” questions, which require the applicant to reveal an
actual experience he/she had in the past when confronting the situation.
• The other part are “future oriented” questions, which require the person to state what
he/she is likely to do when confronted with a certain hypothetical situation in the
future.
1. References And Biographical Data:
Warid Telecom solicits information about the employee from the people who know
the candidate through reference checks. Biographical data is collected directly from
the job applicant.
Cognitive Ability Tests:
These tests differentiate between the mental capacities of individuals. There are three
dominant facets of the tests that the HR management applies:
Verbal Comprehension:
They check on the candidate’s capacity to understand and use written and
spoken language
Quantitative Ability:
They check the speed and accuracy with which the candidate can solve
arithmetic problems of all kinds
Reasoning:
They check the candidate’s capacity to invent solutions to many adverse
problems
Work Samples:
Work-sample tests and job-performance tests simulate the job in miniaturized form.
HR management checks the behavioral consistency between the requirements of the
job and the requirements of the test.
TRAINING AND DEVELOPMENT:
Training is the organized procedure by which people learn knowledge and/or skills for a
definite purpose. Almost every employee hired by an organization will require some training
in his or her job. Some training programs may be more extensive than others, but all require
the trainer to have identified content and subject matter needed in the training and tasks to be
performed on the job to ensure that the training will prepare individuals to perform the job
effectively. Many firms provide new employees with copies of the descriptions and
specifications for the jobs to which they have been assigned. This aids in orienting them and
acquainting them with what they are expected to do.
TRAINING METHODS:
Warid Telecom use the following training methods:
Presentation Techniques:
These involve traditional classroom instruction, distance learning and audiovisual
techniques. They are used ideally for presenting new facts, information, different
philosophies and alternative problem-solving solutions or processes. They consist of:
1. Classroom Instruction:
The trainer lectures a group. In many cases the lecture is supplemented with question-
and-answer periods, discussions and case studies. The instructor tries to build active
participation, job-related examples, and exercises into traditional classroom
instruction so that trainees will learn and use the information presented on their job.
2. Distance Leaning:
It will be used by the Head Office and Branch offices to provide information about
new services, policies or procedures as well as skills training and expert lectures. It
involves two-way communication between people. It includes audio conferencing,
videoconferencing and docuconferencing (this allows employees to collaborate on a
shared document via computers).
3. Audiovisual Techniques:
This is a common method use by Warid Telecom that involves overheads, slides and
video. Video is the more popular instructional method. It is being used by the
organization for improving communication skills, interviewing skills and customer
service skills and for illustrating how procedures should be followed. It is usually
used in conjunction with lectures to show trainees’ real life experiences and
examples.
Hands-On Techniques:
These include:
1. On-the-job Training:
It is used for newly hired employees, upgrading the skills of experienced employees
when new technology is introduced, cross-training employees within a department or
work unit, and orienting transferred or promoted employees to their new jobs. The
basic philosophy of the HR management of Warid Telecom wills that employees
learn through observing peers or managers performing the job and trying to imitate
their behavior.
2. Simulations:
A training method that represents a real-life situation, with trainees’ decisions
resulting in outcomes that mirror what would happen if the trainee were on the job.
They allow trainees to see the impact of their decisions in an artificial, risk-free
environment and use simulations to teach management, interpersonal as well as
technical skills.
3. Business Games and Case Studies:

These are designed to make the trainees study and discuss among themselves (case
studies), while in business games, the trainees must gather information, analyze it and
make decisions. They believe in business games because they stimulate learning since
participants are actively involved and they mimic the competitive nature of business.
The types of decisions that participants make in games include all aspects of
management practice.
4. Behavior Modeling:
Each training session focuses on one interpersonal skill and includes a presentation of
the rationale behind the key behaviors, a videotape of a model performing the key
behaviors, practice opportunities using role playing, evaluation of a model’s
performance in the videotape and a planning session devoted to understanding how
the key behaviors can be used on the job. In the practice sessions, trainees are
provided with feedback regarding how closely their behavior matches the key
behaviors demonstrated by the model. The role-playing and modeled performance are
based on actual incidents in the employment setting in which the trainee needs to
demonstrate success.
5. Interactive Video:
Instruction is provided one-on-one to trainees via a monitor connected to a keyboard.
Trainees use the keyboard or touch the monitor to interact with the program. This is
used to teach technical procedures and interpersonal skills.
Group Building Techniques:

These help trainees share ideas and experiences, build group identity, understand the
dynamics of interpersonal relationships, and get to know their own strengths and
weaknesses and those of their co-workers.
EMPLOYEE DEVELOPMENT:
Developing Human Resources:

The HR manager ensures that employees have the necessary skills to perform current and
future jobs. Because of the new technology and the quality movement in this field, Warid
Telecom believes in work performed by teams. Hence, managers and employees develop
skills to be successful in a team environment. Because many employees value work that is
personally rewarding and does not interfere with non-work activities, the HR management
also helps employees identify their work interests and goals and cope with issues such as
balancing work and family roles. This area of Warid Telecom’s human resource
management deals with:
• Ensuring that employees have the skills needed to perform their current job
• Preparing employees for future work roles
• Identifying employees’ work interests, goals and values and other career issues
APPROACHES TO EMPLOYEE DEVELOPMENT:

There are 4 approaches:
Formal Education:
These involve lectures by business experts, business games and simulations and meetings
with customers. Separate education programs are offered for supervisors, middle managers
and executives. Special programs for particular jobs are also offered.
Assessment:
This involves collecting information and providing feedback to employees about their
behavior, communication style or skills. The employees, their peers, managers and customers
are asked to provide information. It is used to identify employees with managerial potential
and to measure current managers’ strengths and weaknesses. It is also used to identify
managers with the potential to move into higher-level executive positions, and is used with
work teams to identify the strengths and weaknesses of individual team members and the
decision processes or communication styles that inhibit the team’s productivity.
Job Experiences:
A major assumption of Warid Telecom is that development is most likely to occur when
there is a mismatch between the employee’s skills ad past experiences and the skills required
for the job. To be successful in their jobs, employees must stretch their skills—that is, they
are forced to learn new skills, apply their skills and knowledge in a new way, and master new
experiences. The various ways in which job Warid Telecom use experiences for employee
development is:
• Enlargement Of Current Job:

Management gives its employees an opportunity to develop in their current
job by adding challenges or new responsibilities.
Job Rotation:
It involves providing employees with a series of job assignments in various
functional areas of the company or movement among jobs in a single
functional area or department. Management does this to help employees gain

an overall appreciation of the company’s goals, increase their understanding
of different company functions, develop a network of contacts, and improve
their problem-solving and decision-making skills.
Interpersonal Relationships:
Employees are made to develop skills and increase their knowledge about the
company and its customers by:
Mentoring:
A mentor is an experienced, productive senior employee who helps develop a less
experienced employee (the protégé). Most mentoring relationships develop as a result of
interests or values shared by the mentor and the protégé.
Given the advantage of these programs that they ensure access to mentors for all employees,
regardless of gender or race, Warid Telecom management uses them to socialize new
employees, to increase the likelihood of skill transfer from training to work setting, and to
provide opportunities for women and minorities to gain the exposure and skills needed to
move into managerial positions.
MOTIVATION:
Management tries to find out what motivates staff and affects their organization. The HR
management is emphatic and thinks in terms of the way staff is managed, the content of their
job, their role within the organization, and their employment and working conditions. There
is a regular periodic evaluation to see if there are benefits that would help improve
attendance.
OFFERING INCENTIVES:
Attendance bonuses and rewards are offered as incentives for a good attendance
record. The policy of taking sick leave is not hampered with because the longer-term
implications of such a move might force genuinely ill people to come to work,
perhaps thus creating other problems.
EMPLOYEE BENEFITS:
These are also ranked important in choosing a job. The employees are offered
retirement benefits with 100% medical for the employees. There is also the facility of
paid leave under special circumstances.
PERFORMANCE APPRAISALS:
The HR management has set clear-cut standards of performance for every job. The
performance appraisal designed by the HR management involves getting information
about how well each employee is performing his/her job in order to reward those who
are effective, improve the performance of those who are ineffective. Reward includes
increase in salary most of the times but sometimes bonuses are given as well.
PAY LEVEL:
Warid Telecom will offering an attractive and competitive pay structure relative to
market rates and thus motivating their employees.
MAINTENANCE:
Warid Telecom is free from all sorts of discriminatory problems and maintains employment
opportunities on the basis of performance. Nobody is given preference except for the ones
that perform better. The jobs have been designed to accommodate a diverse workforce and
the company has maintained policies that work towards avoiding conflict between the
employees. Everyone concentrates on the objectives that they have been assigned. Warid
Telecom retains its employees by providing excellent healthy environment, safety and work
conditions.
EMPLOYEE SAFETY AND HEALTH:
Safety Awareness:
The management must give employees a physical environment that is comfortable
and healthy. In summer there is must be adequate air-conditioning and in winter there
is central heating. There exists an auto fire extinguishing system. There are numerous
fire exits and all the employees are made aware of the locations. Since Warid
Telecom is handling cellular services and there is no potential danger in the nature of
its business, hence the only thing that the HR management needs to ensure is a
healthy environment.
Employee Health:
Employees who are dependent on any drug or other element, or who have emotional
or physical health problems often experience difficulties on the job and create
difficulties for those who work with them. The HR management takes great care in
training the supervisors to handle such problems and with an organizationally
sanctioned program in place to help these employees, the supervisors stick to their
area of expertise (i.e. monitoring employee performance) and refer any employee
whose performance seems to be hindered by health problems to a staff of experts. HR
management is hoping to kill two birds with one stone with these programs:
• That these kinds of programs will help in preventing problems that inhibit
performance, hence giving a substantial payoff in productivity.
• This will also create goodwill among the employees that will translate into increased
job satisfaction and higher retention rates.
HEALTH SERVICES:
Following are included in the health services of Warid Telecom:
• Adequate facilities for emergency care of work injuries and for conducting pre-
employment and periodic medical examinations
• Proper first-aid treatment for injuries. Serious cases are referred to private practice
physicians and hospitals
• Pre-employment medical examinations
• Reasonable first aid to employees for non-occupational illness while on the job.
• Information and education services for the personal health of employees
• Consultation with those suffering physical or emotional maladjustment to the work
situation.
• Co-operation with public health authorities in regard to mass inoculations and other
measures for the prevention of communicable diseases
• Advice and supervision, where necessary, to maintain proper company sanitation.
EMPLOYEE WORKING CONDITIONS:
Work Schedules:
The timings are the same as any other organization with the exception that
performance is the criteria for everything and not the person’s presence in office.
Whether he/she sits at home or comes to office, the deadlines must be met, the work
must be performed and the output must meet the standard set. HR management
believes that this will reduce tardiness, absenteeism and increase employee
satisfaction. It will also enhance the mental and physical health outcomes for
employees, giving them an increased sense of control as well as a means for
managing potentially distracting work-family conflict.
FAMILY FRIENDLY POLICIES:

This involves maternal and paternal leave. During the leave Warid Telecom continues to
provide health benefits, and after the leave the worker gets his/her old job back.
ADVANCEMENT OPPORTUNITIES:
Having opportunities to advance within the organization is important to most people,
especially applicants for managerial and professional vacancies. All such opportunities are
on the basis of performance in Warid Telecom, hence providing all employees an equitable
system.
Strategies to Avoid Layoffs:
Even though the organization has decided to reduce the total size of the workforce, there are
many strategies for accomplishing this goal without involuntarily laying off or terminating
employees. These strategies frequently take some time to have impact; consequently, they
might not be feasible if the immediacy of action is critical. However, in other situations the
strategies discussed in the following section might avoid it totally or reduce the number of
layoffs required.
Early Retirement Incentives
Many workers are willing to retire early if provided with the right incentives. Early
retirement options that provide added benefits and that do not violate the Older Workers
Benefit Protection Act, discussed in can facilitate reductions in workforce levels. However, a
major concern with this strategy is that it is often the best workers that are attracted by the
offer. They are those who have additional options, such as second careers.
Part-time Work and Job Sharing
Many employees are interested in reducing the total number of hours worked, either through
part-time work or job-sharing arrangements. This strategy can often accommodate family
lifestyle needs and reduce total compensation costs.
Leaves of Absence
Organizations have had surprising success with offering unpaid leaves of absence. If the
conditions requiring reductions in workforce levels are projected to be temporary, offering
leaves of absence might assist in avoiding the need to involuntarily lay off employees.
Attrition and Hiring Freezes
Attrition is the reduction of workforce levels caused by the normal processes of retirement,
resignation, termination, and so forth. Hiring freezes prohibit the hiring of new and
additional employees and the replacement of current employees that leave the organization.
Voluntary Resignation Programs
Employers might offer bonuses for employees that want to leave the organization voluntarily.
Many employees might have other options available to them, but are not
eligible for early retirement. Some sort of bonus might be sufficient to
motivate them to leave the organization voluntarily. As with early retirements,
these types of programs must be crafted to avoid the loss of critical
individuals and serious impact on critical departments.
Job analysis Method:
It’s a technical approach that is used t define the duties responsibilities and accountability of
job. The following are the methods, which Warid Telecom uses for job analysis.
Observation Method
A job analysis technique where data are gathered by watching employees work.
Individual Interview Method

Meeting with an employee to determine what his or her job entails
Group Interview Method

Meeting with a number of employees to collectively determine what their job entails.
Structure Questionnaire Method

Workers are sent a structure questionnaire on which they check or rate items they perform on
their job. It is an excellent technique to gather information about the jobs.
The Labor Relations Framework
Competitive
Challenges
- Legal
- Stakeholder needs
- High-performance
work systems
Union Structure
and
Administration
Goal Attainment
- Employees and unions
Goals - Management
- Employees and unions - Society
- Management
- Society
Union and Management

Interactions
Union Structure and - Organizing
Administration - Negotiating
- Administering
The Labor Relations Framework

John Dunlop suggested a labor relations system that consists of four elements:
 An environmental context
 Participants
 A web of rules
 Ideology
Goals and Strategies
Society
 Labor unions' major benefit to society throughout history has been the
balancing of power and the institutionalization of industrial conflict in the
least costly way.
 The National Labor Relations Act (NLRA, 1935) sought to provide a legal
framework conducive to collective bargaining.
Management
 Must decide whether to encourage or discourage the unionization of its
employees.
Labor Unions
 Seek to give workers formal representation in setting the terms and conditions
of employment.
Union Structure, Administration, and Membership
 National and International Unions

 Craft unions
 Industrial unions
 Local Unions
 Responsible for the negotiations of a contract as well as the day-to-day

administration of the contract, including the grievance procedure. same is
used for HRM department of Warid

AFL-CIO
 Not a union but rather an association that seeks to advance the shared interest
of its member unions at the national level.
Union Security
Union security depends upon its ability to ensure a stability of members and dues. Unions
typically negotiate a contract clause that defines the relationship it has to employees and that
provides for an uninterrupted flow of dues.
A checkoff provision is an automatic deduction of union dues from an employee's paycheck.
A closed shop is a union security provision under which a person must be a union member.
A union shop requires a person to join the union within a certain length of time after
beginning employment.
An agency shop is similar to a union shop, but does not require union membership, only that
an agency fee be paid.
Maintenance of membership requires only that those who join the union remain members
through the life of the current contract.
Right-to-work laws—As a function of the Taft-Hartley amendment to the NLRA, states may
decide to make mandatory union membership (or even dues paying) illegal.
Union Membership and Bargaining Power—Employers are increasingly

resisting unionization. Unions are making new attempts to organize new memberships and to
provide new services. Union membership has consistently declined since 1950 and now
stands at roughly 10 percent of private-sector employment. Reasons for this decline are noted
below:
Structural Changes in the Economy—These changes include decline in core manufacturing

and increase in the service sector. But these changes, according to studies, only account for
25 percent of the overall union membership decline.
Increased Employer Resistance—Almost 50 percent of large employers in a survey reported

that their most important labor goal was to remain union free. Unions' ability to organize
whole industries has declined, and therefore wages are rarely taken out of competition.
Additionally, studies have shown that if a union wins an election, it is frequently the case that
managers lose their jobs
Substitution with HRM—In large nonunion companies, HRM policies and practices may
encourage positive employee relations, and therefore union representation is not desired by
employees.
The Process and Legal Framework of Organizing

An election may be held if at least 30 percent of the employees in the bargaining unit sign
authorization cards.
A secret ballot election will be held. The union is certified by the NLRB if a simple
majority of employees vote for it.
A decertification election may be held if no other election has been held within the year
or if no contract is in force.
Certain categories of employees cannot be included in bargaining units.
The Negotiation Process

1.Distributive bargaining occurs when the parties are attempting to divide a fixed
economic pie into two parts. What one party gains, the other loses.
2.Integrative bargaining has a win-win focus; it seeks solutions beneficial to both
sides.
3.Attitudinal structuring refers to behaviors that modify the relationships between the
parties, for example, offering to share information or a meal.our organization negociation
based on this process with its union.
4.Intraorganizational bargaining is the consensus-building and negotiations that go
on between members of the same party.
The Changing Environment of Human Resource

Management
Globalization Trends
Changes and Technological Trends

Trends in Human
Resource
Management Trends in the Nature of Work
Workforce Demographic Trends

Story behind the sucesss
HR Policy The basic principles of Warid HRM policies include
 Recruitment based solely on merit by following well-defined and systematic selection

procedures without discrimination.
 Sustain motivated and quality work force through appropriate and fair performance
evaluation, reward and recognition systems.
 Identify training needs within the Organisation and design and implement those need
based training programmes resulting in continuous upgradation of knowledge, skills
and attitudes of the employees.
 Maintain a quality Human Resource Management System to meet the international
standards as per ISO 9001. Plan, design, train, equip and motivate the department
staff to meet this standard of expectation.
Work Culture Emphasizes:
 Freedom to Experiment
 Continuous learning and training
 Transparency
 Quality in all aspect of works
 Innovation
 Reward based on performance and potential

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Human Resource Department Of Warid

Message from The Chariman:

His Highness Sheikh Nahayan Mabarak Al Nahayan

The Warid New Look

• With our strengthened GPRS/EDGE network we would empower our customers

Warid Telecom has four major departments.which are mentioned as follows

− Finance HR must hires the best people to work and

Main purposes of HRM

• Providing Skilled employees.

• Controlling employment costs.

1. Help the organisation reach its goals

2. Employ the skills & abilities of the workforce efficiently

3. Provide the organisation with well trained & motivated employees

5. Develop & maintain a quality of work life

6. Communicate HR policies to all employees.

7. Ethically & socially responsive to the needs of society.

 Policy initiation and formulation

• Employment (recruitment, selection and induction into the organization)

ASSESSING WORK AND WORK OUTCOMES:

ACQUIRING HUMAN RESOURCES:

Getting the Right People:

Getting the People Right:

PLANNING THE RECRUITMENT PROCESS:

PLANNING THE RECRUITMENT PROCESS:

Consulting Other Staff Who Are Involved:

Working Out The Sort Of Person Required:

Finding Out If He/She Exists:

monitoring advertisements, referring to salary surveys and networking with other

Planning On How To Find Them:

Decision On Whether To Advertise:

Writing The Advertisement:

Drawing Up A Short List:

Interviewing Potential Candidates:

The Screening Process:

Types of Selection Methods:

The HR staff keeps the interview structured, standardized, and focused on

1. References And Biographical Data:

Cognitive Ability Tests:

TRAINING AND DEVELOPMENT:

3. Business Games and Case Studies:

Group Building Techniques:

Developing Human Resources:

APPROACHES TO EMPLOYEE DEVELOPMENT:

• Enlargement Of Current Job:

functional area or department. Management does this to help employees gain

EMPLOYEE SAFETY AND HEALTH:

EMPLOYEE WORKING CONDITIONS:

FAMILY FRIENDLY POLICIES:

Strategies to Avoid Layoffs:

Early Retirement Incentives

Part-time Work and Job Sharing

Attrition and Hiring Freezes

Voluntary Resignation Programs

Job analysis Method:

Individual Interview Method

Group Interview Method

Structure Questionnaire Method

The Labor Relations Framework

Union and Management

The Labor Relations Framework

Goals and Strategies

Union Structure, Administration, and Membership

 National and International Unions