The University of Punjab

Semester Project:

HR Practices in WAPDA

Subject:

Managing and Developing People

Submitted by:

Muhammad Moiz   :   (164) (Section B) (Semester 5Th)

Fatima Khalid :  (170) (Section B) (Semester 5Th)

Laiba Aqil            :   (145) (Section B) (Semester 5Th)

Rabia Riaz               :    (125) (Section B) (Semester 5Th)

Husnain Ahmed      :  (159) (Section B) (Semester 5Th)

Manam Nosheen      : (139) (Section B) (Semester 5Th)

Khadija Aftab          : (106) (Section B) (Semester 5Th)

 “WAPDA” (Husnain Ahmed)

 Vision

To ensure convenient aaccessibility of prime quality power in area of responsibility, so

as to mitigate the impoverishment, improve quality of life and create the commercial and

Agriculture Sector competitive within the World Market.

 Mission:

To ensure convenient aaccessibility of great electric capacity to the individuals at

reasonable cost, holding monetary feasibility of the Company.

 Objectives:

 To play active role to create “Sar Sabz and Roshan Pakistan”

 To facilitate agriculture and industrial sector

 To confirm un-interrupted and stable power supply to any or all customers

 To look after satisfaction of customers

 To supply electricity to each village in jurisdiction of company

 To determine, construct and operate reliable electricity distribution network

 Core value:

The core value of the company is that no other company is operating in this area for this

purpose.

 Business strategy:

The business strategy is to supply electricity to the customers at reasonable rates. The domestic

customers using less energy are charge at very low rate. The business, industrial and massive

domestic customers are charged very high rates. However, to develop agriculture sector,

subsidies provided and that they are charged less rates as compared to business and industrial

customers.

DEPARTMENTS

1. POWER WING

After Re-structuring in 2007, Power Wing was split up into 15. The present mandate of WAPDA

Power Wing is as under:

 Operation & Maintenance of Hydel Power Stations.

 Rehabilitation of Existing Old Hydel Power Stations / Technical Monitoring of E&M

Works of New Projects

 Training activities

2. WATER WING

Member (Water) controls the water wing which is divided in to north, central and south zones.

These zones cover in general Khyber Pakhtunkhwa (KPK), Punjab, Sindh and Baluchistan

respectively.

 Water Wing of WAPDA is responsible for Planning,

 Designing and Execution of Water Resources Development Projects in the sector of

irrigation, drainage and hydropower.

 Inter-provincial major surface water projects including large dams are also operated and

maintained by Water Wing, WAPDA.

 3. FINANCE WING

Finance Wing of WAPDA headed by Member Finance, is responsible for all budgetary,

financial and accounting matters, exclusively the financing and funds management for WAPDA

Projects. The financial matters of all three Wings are technically under overall control of

Member Finance like preparation of PSDP budget proposals for Water and Power projects,

financing of these projects both from local and international monitory & capital markets.

The functions of Finance Wing may be broadly categorized under following financial activities:

 Budgeting and Management Information System

 Accounts & Financial Reporting

 Internal Audit

 WAPDA’s Website

A website that contains a complete information about the organization. People working in

WAPDA has many facilities to avail e.g medical report checking, bookings, news updates, career

facilities etc. The website is updated on daily basis. News about all the three wings is updated by

the authority. People who want to join the organization can easily get reliable and quick

information from the web

 Organogram of WAPDA:
  Number of employees

WAPDA is one of the largest employers of human resources in Pakistan. Over the years

WAPDA has built-up a reservoir of Technical know-how and expertise which has made it a

modern and progressive organization. There are 135,000 employees of BPS (1-21). No of

employees in WAPDA

 Total employees = 22,230

 Working employees = 17,619

 Regular employees =14,686

 Contract employees = 1369

 Daily wages employees =1450

 Functions of HRM Department in WAPDA:

The major functions of HRM are:

 Recruitment

 Orientation

 Training

 Performance Appraisal

 Compensation

 Career Planning

 HRM Responsibilities:

 Recruitment and selection of employees

 Orientation of new employees

  Training of new employees for jobs

 Placing the right person on the right job

 Improving the job performance of each person

 Developing smooth working relationships

 Developing the abilities of each person

 Creating and maintaining department morale

 Protecting employees’ health and physical conditions

 Maintaining discipline and provide safety environment

 Controlling labour cost

 Avoid high turn over

 Performance based pay package/Salaries/Compensation

 THE RECRUITMENT POLICY: (Laiba Aqil)

The present Recruitment Policy was adopted by the Department in 1992 from the Federal

Government Recruitment Policy. The salient features are: -

 All recruitments are made in February and August every year except for development

Projects.

 All recruitments are subject to advertisement in the press giving 30 days’ time.

 The selection procedure is to be completed as soon as possible but within six months.

 Qualification prescribed for the various posts shall be the same as already approved and

prescribed in the Service Rules of the post.

 Adhoc appointments will not be made.

  Prescribed limit already notified for this purpose.

 Recruitment Process in WAPDA:

 Assessment of vacancies supported direct induction quota and promotion quota.

 Advertisement of posts in leading newspapers

 Assemble applications & securitization as per prescribed demand of the post.

 Conduct of written test

 Interviews by the selection board.

 Preparation of merit list on basis of educational record +marks in written test+marks

in interview

 Selection and offer of appointments based on final merit and provincial quota position

 After selection they take medical checkup

 Arrivals accepted only on medical fitness

 Posting of appointees at acceptable places

It is ensured through the above procedure that each candidate have equal chance of

employment in WAPDA provided they possess needed qualification and are available on merit.

All appointments made at central as well as companies’ level are further thoroughly scrutinized

committees to ensure the process as transparent and fair in all respect before issuance of

appointment letters to candidates.

 Recruitment sources

Effective recruiting can be made through two processes

Internal Sources of Candidates:

 Advertisement (print media)

 On notice board of department

  Referral

 Wapda official sites

 Mode of Filling Vacancies:

Each category cadre is specified for filling vacant posts as to whether from within Dept.

called promotion or from market called direct recruitment by setting aside ratios called quotas

e.g,

A post of Junior Engineer is filled as under: -

 30% by Promotion

 70% by Direct Recruitment

 Promotion:

Criteria for Promotion: -

 Minimum 3 – 5 years’ service in the relevant field.

 Having passed the Departmental Promotion Examination.

 Having undergone Departmental Training for the post.

 Senior to his other colleagues in the same field.

 Clear from any punishments during 3 – 5 years.

 No enquiry / disciplinary case / NAB / Court case pending against him.

DIRECT Recruitment:

Direct Recruitment is made from open market. However, an employee working on

lower / different post can apply for the direct quota post and go through all test / other formalities

like an open market candidate.

 Procedure for Recruitment

 All recruitments are made through competitive examination / test.

 It has objective type of tests to determine suitability.

 The prescribed application form for recruitment of officers is use.

 The examination / test is carried out by Examination Cell.

 The recruitment is made from all over Pakistan (except for lowest grade posts to be

filled on local area basis) on the following categories & provincial quota.
 Application Form for Recruitment:
 Categories:

 Disabled 1%

 Destitute / Orphan 5%

 Women 5%

 Merit 10%

 Provincial / Regional Quota

 Punjab 50%

 Sindh 19% (Rural 11.4% & Urban 7.6%)

 NWFP 11.5%

 Baluchistan 3.5%

 N & FATA 4%

 Azad Kashmir 2%

 Recruitment Monitoring Committees:

 The Recruitment Procedure are monitored by Monitoring Committees constituted for

this purpose.

 The committees monitor that the recruitment procedure / rules on the subject are

being followed

 The procedure is transparent and free of favoritism or corruption.

 Appointing board of director for different grade are as under.

Grade 10 Appointment will be made by board of director.

 Grade 8/9 Appointment will be made by board of director.

Grade 5-7 Management Committee including CEO, concern PM, PRO and the

sectary of the committee.

Grade 1-4 PN or the nominees of the head office, PRO, SSO

A candidate must process the required qualification when Appling for the position A

four-year B.Sc. degree considered equivalent to master and PhD degree is considered equivalent

to four-year experience.

Minimum age for grade 1-4 is 18 while for grade 5-10 it is 21 years.

 Examination:

The written examination is taken for the following knowledge: -

 General Knowledge / Current Affairs

 Professional

The paper pattern is objective as well as descriptive.

The passing marks are 50%.

Both parts, Professional / Current Affairs are required to be passed.

 Interviews:

The successful candidates are interviewed by panel of 3 – 5 officers of the relevant

profession. For high number of candidates 3 – 4 panels made.

The questions generally refer to the following: -

 Personal Bio-Data

 General Knowledge of Current Affairs

 History of Pakistan
  Professional Knowledge

 Experience

 Job Description

Testimonials are checked with the original Certificates.

Analysis (LAIBA AQIL)

Corporatized companies of WAPDA are now independently handing HRM issues at their

end but strictly following all the policies/rules/instructions and merit criteria laid down by

WAPDA on the subject. All appointments made at central as well as companies’ level are further

thoroughly scrutinized committees to ensure the process as transparent and fair in all respect

before issuance of appointment letters to candidates.

Here the short listing is different and difficult because the number of the candidates is

large. WAPDA always gives importance to short listing. Extensive attention is given to this

process. the application is short listed in accordance with the job description and specification so

that suitable candidates may be brought forth.

Test are designed in accordance with the requirements of the jobs. The top scorers of the

test are called for interview. Some presentation is to examine the communication skills of the

candidate of the candidates.

RECOMMONDATION (LAIBA AQIL)

 Implement of HRM Concept:

To foster corporate culture, HRM concepts need to be fully implemented. Its partial utilization in

WAPDA will never bring any positive change.

 Job Description:
JDs are the basic instrument which helps in Recruitment, Appraisal, Compensation, Pay package

etc. But the same are too old and not matching to the requirement. This need updating at all

levels to make environment competitive.

 Succession planning:

There is dearth of succession planning in the department. For any growing organization, proper

succession planning of its employees is very much important to meet the future requirement.

 Job rotation

Every employee must be rotated after 3 years, which will not only enhance their performance

and capabilities but also result in more vision and inter departmental coordination.

 Right Man on the Right Job.

For motivation and enhanced performance, posting of employees at a right place is the initial

step. The policy of the right man on the right job is not being strictly followed resulting in loose

of interest in work and less productivity. Engineers having specialized Training in specific field

are posted on unrelated posts and the result is obvious.

 Decentralization of Powers

Administrative and Financial Powers are mostly centralized and a long process in hierarchy is

required. This is not only wastage of time but also creating less sense of responsibility. Different

powers need to be decentralized for prompt and speedy decisions.

  Over staffing:

The organization is badly overstaffed which is adversely effectively the overall performance.

Real and hard workers in each department are very small in numbers and the rest are doing

nothing and getting salaries. This tendency needs to be curbed and demands overall review.

 Discipline:

Due to procedural flaws, accused get benefit and thus fewer penalties are awarded as compared

to the severity of the charge. This slackness on the part of competent authorities does not favor

effective control. For effective command and control, disciplinary procedure be followed in true

spirit and applied strictly as per rules.

 Dynamism

This is a leadership who sail the ship out of hot water. Any person without leadership qualities

can bring no change. Similar is the case with WAPDA, where dynamic personalities are not

selected to head the branch/section which is the foremost need to bring change.

 Effective Communication

Bureaucratic approach in WAPDA is adversely effecting communication of directives

requirements down to the level of Line Manager. A Line Manager can hardly discuss an issue

with concerned Member or Chairman due to hierarchal chain of command. Frequent meetings in

house discussions with Line Manager irrespective of the rank/scale be done for better

communication, more productivity and to achieve the target.

  Selection: (Fatima Khalid)

The selection is made by the relevant HR Dept. by preparing a merit list of the

successful candidates based on the following: -

 Academic Marks

 Marks obtained in the Written Test

 Marks obtained in the Interview

 Recommendations of the Interview Panel

The top marks of the merit list are picked according to the vacancies.

The University toppers are selected directly without interview and selection procedure.

 Appointment:

 The successful candidates are sent with Appointment Letters through post.

 A joining date is given with address where to report.

 A Medical Examination (at own expense) through WAPDA / Government recognized

Hospital is necessary to bring while reporting for the joining.

On fulfilling the above conditions, the new appointees are given posting orders for

various stations / projects to report for duty.

 Verification of Character & Antecedents

On appointment all inductees are asked to give an affidavit that he has not been convicted

from a court of law or dismissed from a Govt. Service. Those convicted from a court of law or

dismissed from a Govt. Service are not eligible for further Govt. Service.

On appointment all inductees are asked to fill the character and antecedents’ forms

(prescribed by the Govt.) containing his permanent / temporary address and the names and

addresses of his parents, brothers, sisters and other immediate blood relations.
 These forms are sent to the Police and Intelligence Depts. For verification as well as

checking their record for their character.

Till the time Police verification is received one remains on probation.

 Orientation:

After the person is chosen through selection method then there's formal orientation

method in which employs are guided regarding organization rules and laws in keeping with that

the employs get formal data regarding their jobs and in which do’s and don’ts are described

within the environment of WAPDA.

In WAPDA, orientation starts by introducing the new employee to his/her supervisor and

then explain the basic matters such as:

 Introduction of WAPDA

 Related information Job duties

 WAPDA energy and other issues

In last, orientation ends by socializing the new employees to the following:

 The Employment Situation:

WAPDA socialize its employees in order to make them productive as soon as

possible. It provides specific information about the job at early point of time.

 Rules & Regulations:

WAPDA tells employees about the rules and regulations they must follow during job.

 Compensation and Benefits:

WAPDA provide all the information about the reward and compensating systems to

their newly hired employee.

  WAPDA’s Corporate Culture:

Socialization is helping employees to know about the culture of WAPDA through

socialization new employees are able to know the rules from code of dress to way of talk.

 Team Membership:

At WAPDA most of the work is done in teams, socialization is done to help new hires

to know how to work in teams.

 Employee Development:

Socialization helps employees to know what is expected of them and what is required

by the WAPDA for advancement in the job via promotion.

 Who Socialize New Hires

 HR Manager

 Supervisor

 Training process in WAPDA:

WAPDA is Pakistan's second largest organization; it carries out multiple tasks to keep the

country's economy on track and to provide energy for annual growth. Its manpower needs to be

continuously trained at all times to remain efficient & to provide round the clock service. The

training standards are needed to make it more competitive in order to help selection of "the right

person for the right job" who should be able to manage enhanced responsibilities. Training &

Exams Standing Operating Procedures (S.O.P’s) have been formulated for the conduct of

Courses and Promotion Evaluation for different groups of workers, which helps to select quality

and skilled employees. WAPDA Training Directorate was established to organize training

courses and hold Exams for all categories of officers and staff, the under mentioned Training

Institutions are being administered by WAPDA: -

  WAPDA staff college Islamabad

 Regional & circle training centers in distribution companies

 Technical services group (TGS) training center Tarbela

 Technical services group (TGS) training center Gatti

 Thermal training center Guddu

 Hydel training center Mangla

 Accounts training institute

 Courses

 Training Methods

 Physical Training

 Audio Visual Tools

 Benefits of Training

 Increase productivity or efficiency

 Improvement in employee morale

 Meeting the future personnel needs

 Improvements in health and safety

  Performance Appraisals in WAPDA:

In WAPDA, Appraising involves:

 Setting work standards.

 Assessing the employee’s actual performance relative to these standards.

 Providing feedback to the employee with the aim of motivating that person to

eliminate deficiencies.

In WAPDA an ACR (Annual Confidential Report) is prepared for each employee by his

next senior officer. The ACR style is different for employees with different pay scales. For

Employees of grade 15 and below an ACR is used in which graphic rating scale method is used

in which employee is rated for each of its trait like Integrity, Initiative and drive, Intelligence,

Ability to work under stress and strain, Professional Knowledge, Capacity to organize work, Tact

and Cooperation, Amenability to discipline, Ability to command and train his subordinate and

ability to deal with public. Employee is rated Outstanding, Very Good, Good, Average, Below

Average, Poor.
 Sample of ACR Forum:
 Analysis: (FATIMA KHALID)

In WAPDA. Orientation Style is totally different from the private sector because it’s

completely informal. WAPDA mostly conduct training of their employees by taking physical

classes in the WAPDA’s Academy because WAPDA’s employees need to be expertise in such a

technical work. On the other hand, other public and private sector conduct training of their

employees via using multimedia, social media and such other technologies. I think, its mostly

depend upon which type of working is being done by the organization.

Recommendations:

 Improvement in Performance Appraisal System

Annual ACRs are the only criteria in WAPDA to gauge the performance of an employee

for his further elevation. The systems need complete overhauling and drastic change to evaluate

an employee’s performance. Actual performance Vs targets are the base line. Performance of an

employee be monitored on quarterly basis and that be communicated officially to him. Based

upon all such reports, annual ACRs be linked by respective officers. Employee may also be

involved in the process of his improvement.

 Training Need Analysis (TNA)

Training is being given to WAPDA employees at different levels but without taking into

consideration the actual need neither performance oriented nor matching to future

requirements, thus hardly meeting any purpose and needs special attention.
  Lack of information technology:

WAPDA need to allocate proper budget for the use, implementation and learning the

technology. There should be proper online software’s to assist and coordinate all the work

activities within the organization. Unfortunately, people are still working on files and the people

who are most seniors and closer to retirement they are not willing to adopt information?

technology. After the implementation of IT there should be proper learning for the employs so

they can do their assigned work more effectively with in the time limit.

 Compensation in WAPDA:

 Direct financial payment: (Muhammad Moiz)

Salary:

In WAPDA, jobs are evaluated under JOB GRADING method and salaries are given to

employees according to grades allotted to them. These Grades are started form grade 1 to grade

22 for permanent employees.

Grade Salary (Rs.)

1 17,830
2 19,210
3 21,310
4 23,100
5 25,260
6 27,420
7 29,290
8 31,480
9 33,670
10 36,160
11 38,970
12 42,120
13 45,760
14 50,280
15 56,020
16 64,510
 17 76,370
18 95,750
19 120,210
20 132,230
21 146,720
22 164,560

Promotion:

Promotion in WAPDA is based on following factors:

 Qualifying Service

 Professional Qualification

 Coerces

 Experience

 Officer Efficiency Index

 Work & integrity

 Selection Board Recommendation

Promotion from grade-17 to grade-18 is on the basis of seniority-cum-fitness. Fitness

would be assessed primarily on the officer performance in grade-17. Five years minimum service

in grade-17 or as prescribed in relevant Service Rules. Must have obtained a minimum score of

50 marks in accordance with the Promotion Interview Evaluation. Must have obtained a

minimum score of 70 marks in “Quality and Output of work” and “Integrity” marks calculated in

Promotion Interview Evaluation.

Grade-19 posts are generally supervisory posts. Supervision can be effective if the

supervisor has the relevant experience and expertise. Grade-19 officers are also required to make

contribution to policy making at the lowest rank of the policy making hierarchy. Promotion from

grade-18 to grade-19 is also on the basis of seniority cum fitness. Fitness would be assessed on
the officer performance in grade-17 & 18. He should possess 12 years’ service in grade-17 and

above including 5 years in grade-18. For those who join service directly in grade-18, qualifying

service is 7 years in grade-18. Must have obtained a minimum score of 60 marks in accordance

with the Promotion Interview Evaluation. Must have obtained a minimum score of 70 marks in

“Quality and Output of work” and “Integrity” marks calculated in Promotion Interview

Evaluation.

For Promotion from grade 19 to grade 20, employee should be well experienced so that

the officer can overview the functions performed by the organizations to be headed by him/her

with the broader framework of WAPDA overall objectives/activities to ensure smooth and

effective Management at the field level. He should possess 17 years’ service in grade-17 and

above. For those who join service directly in grade-18 or 19, qualifying service is 12 and 5 years

respectively. Must have obtained a minimum score of 70 marks in accordance with the

Promotion Interview Evaluation. Must have obtained a minimum score of 70 marks in “Quality

and Output of work” and “Integrity” marks calculated in Promotion Interview Evaluation.

CEs / DGs / Equivalent Officer to GMs should be well experienced so that the officer can

overview the functions performed by the organizations to be headed by him/her with the broader

framework of WAPDA overall objectives/activities to ensure smooth and effective Management

at the field level. He should Posses 17 years’ service in grade-17 and above. For those who join

service directly in grade-18 or 19, qualifying service is 12 and 5 years respectively. Must have

obtained a minimum score of 75 marks in accordance with the Promotion Interview Evaluation.

Must have obtained a minimum score of 75 marks in “Quality and Output of work” and

“Integrity” marks calculated in Promotion Interview Evaluation.

Rent or residential facility:

 WAPDA provides House Rent Allowance or residential facility to all the employees of

the organization. The amount of rent varies from scale to scale.

Conveyance:

Organizations provide for cab facilities to their employees. WAPDA also provide

vehicles and petrol allowances to their employees to motivate to officers only.

Medical Care:

Medical facilities provide to the employees of the Authority at Lahore and other stations

in Pakistan, where WAPDA Hospitals/dispensaries exist. They entitle to consult Government

Doctors only when advised by the authorized medical attendant/Director General Medical

Services.

All retired WAPDA Employees get themselves registered with nearest WAPDA

Hospital/Dispensary under the same procedure as applicable to WAPDA employees. The

reimbursement of medical charges to retired WAPDA Employees, duly verified by the WAPDA

Authorized Medical Attendant (Medical Officer) made by the office from where the retired

WAPDA Employees receive pension.

Bonus:

WAPDA seldom pays bonuses to its employees. It has paid bonus to its employees 3

times in last 7 years.

 Indirect financial payment:

Vacation Criteria:

WAPDA provide following leaves to its employees.

 Earned Leaves
They are 4 in months and 48 in a year. They are carrying forward

 Leave preparatory to retirement (LPR)

The maximum period up to which a WAPDA employee may be granted leave preparatory to

retirement shall be 365 days. It may be taken subject to availability either on full pay, or partly

on full pay and partly on half pay, or entirely on half pay.

 Encashment to LPR

It is granted lump-sum leave pay for the leave refused to the employee subject to a maximum of

3 three hundred and sixty-five days leave on full pay.

 Causal Leave

They are 25 in a year and they are not carrying forward

 Recreational Leave

It may be granted for 15 days (against 10 days causal leave) once in a calendar year. It is related

to causal leave

 Leave not due

It may be granted on full pay, to be off set against leave to be earned in future, for a maximum

period of 365 days in the entire period of service

 Special Leave
A female WAPDA employee, on the death of her husband, may be granted special leave on full

pay, when applied for not exceeding 130 days. This leave shall not be debited to her leave

account.

 Maternity Leave

It may be granted to a female WAPDA employee on full pay for a period which may extend up

to the end of 90 days. It is granted to a female three times during her entire service

 Disability Leave

It is for 720 days, granted to a person who met an accident

 Extra Ordinary Leave (EOL)

Extraordinary leave without pay may be granted in special circumstances when no other leave is

admissible or when the employee applies in writing for the grant of this leave.

 Ex Pakistan Leave

Leave ex-Pakistan may be granted on full pay to a WAPDA employee who applies for such

leave or who proceeds abroad during leave, or takes leave while posted abroad or is otherwise on

duty abroad and makes a specific request to that effect.

 Service Death

In case a WAPDA employee dies, or is declared permanently incapacitated for further service by

a Medical Board a lump sum payment equal to leave pay up to one hundred and eighty days out
of the leave at his credit shall be made by the Head of Office to his family as defined for the

purpose of family pension or as the case may be to the WAPDA employee.

 Leave for Study Abroad/Within Pakistan

Leave for study abroad/within Pakistan shall be sanctioned to a WAPDA Employee for a period

of two years at a time.

 Leave on Medical Certificate

Leave applied for on Medical Certificate up to 30 days shall not ordinarily be refused provided

the Medical Certificate.

Insurance:

WAPDA offer GLI (Group Life Insurance) to all of its employees including

 Officers

 Officials

 Operationist

This insurance is provided by the State Life Insurance Company. The insurance premium

is deducted from the salary of every employee monthly.

Pension:

Pension is given by WAPDA to all of its employees after their retirement from job

against at least 10 years of his/her qualifying services.

 Rate and Scale of Pension:

 Pension shall be calculated at the rate of 70 per cent of average emoluments on

completion of 30 years qualifying service. Where qualifying service is less than 30 years

but not less than 10 years, proportionate reduction in percentage shall be made.

Analysis and Recommendations: (MUHAMMED MOIZ)

 Change in Promotion Policy

Promotions in WAPDA are linked to seniority cum fitness which is providing equal

opportunity to those who are not dynamic, lethargic and incompetent. For drastic improvement

in the organization, promotions should be linked to competency, leadership, qualities, hard work

and honesty.

 More opportunities of Higher Studies:

WAPDA being Traditional organization always need expertise almost in all the branches.

As compared to latest requirements, employees are not be given more opportunities of further

specialization/higher studies. For further improvement this aspect needs due consideration.

 Incentives

Incentives/Rewards are not performance based. Few incentives are given which does not

serve the purpose of encouragement/motivation. These must be matching the work done by an

employee for motivation to other employees as well.

 Market Compatible Pay Structure”

 WAPDA has adopted pay structure and other financial benefits of Govt which are not so

attractive. On the other hand, pay structure and perquisite in the private sector is performance

based and more compatible. Engineers and Generalists thus prefer to join private sector instead

of Govt. Departments. Employees are also losing interest in work and searching for additional

jobs which are not a good sign.

 Employee Benefits (Rabia Riaz)

WAPDA takes care of its workforce and spends millions of rupees for the welfare and

betterment of its employees. The full detail is given below.

 Appointments of employee’s children in case of fatal accident and accident and

against 20% quota.

 Welfare grants to widows from Welfare fund.

 Payments of 180 days’ pay in case of employee’s death in service.

 Promotions / accelerated promotions / advance increments against 66% quota and on

very good record basis respectively.

 Loans / advances for purchase of plots / house / motorcycles / cars / cycles /

construction of house.

 Housing colonies / acquisition facility in all major cities / projects

 Free electricity to employees.

 Marriage grants to WAPDA employees.

 Funeral charges on the death of WAPDA employees and dependents.

 Scholarships for children studying in Tech institutes and higher education on

obtaining first divisions.

  Union working in organization

WAPDA has two labour unions namely:

 Pakistan WAPDA HYDRO Electric Central Labour Union

 Pakistan WAPDA Employees PEGHAM Union

They are more commonly known as “HYDRO UNION” and “PEGHAM UNION

Hydro union

The HYDRO UNION has recently won referendum against PEGHAM UNION with

45000 lead thus becoming the CBA which was announced by National Industrial Relation

Commission (NIRC) under the section 19 (9) C of IRC Act 2012. Notably, it is also significant

to mention that HYDRO UNION has been in power in WAPDA for the last 40 years thus taking

care of its members and working for the betterment of its employees. For instance, some of the

steps that Hydro Union has taken for the improvement of its workers are as follows:

 Established seven labour halls in regions where temporary residence and refreshment

for employees is free

 Different, free of cost computer courses are run for its employees.

 Provides funds such as “widow fund” and “accidental fund”

 Marriage grant is given for the employee’s children

PEGHAM Union

PEGHAM Union is not only working in WAPDA but is also operational in Pakistan

Railways, Pakistan International Airlines (PIA), and Pakistan Telecommunication Limited

(PTCL). In 2010 this union became CBA for only three months as a result of 18th amendment

under the constitution of Pakistan i.e., Punjab Industrial Relations Act 2010.

 Role of union in WAPDA

 Office Bearer

There are two unions exist in WAPDA but office bearer in WAPDA is HYDRO Union

the main office of HYDRO union is Nisbit road Lahore and its regional office is in shahruk ne

alam Multan

 Tenure of CBA

The tenure of CBA in WAPDA is Three Year, and currently Hydro Union is the CBA of

WAPDA Employees

 Meetings and other criteria’s

There are four meetings in a year on quarterly basis. Other meetings conduct on daily

basis with respect to problems when it occurred

 Influence in HR role

If any problem occurs with respect to employees, then HR manager resolve that issues. In

WAPDA HR manager first ask the issues to the Union leader then HR manager negotiate with

the Union leader that problem occur. HR manager resolve the problem according to the rules and

regulation of that organization and consider the pros and cons of that decision

 Elections
 The tenure of the CBA in WAPDA is Three years then they conduct the elections after

the completion of time period of one CBA. After the completion of that time the trade union

elects their new CBA

 Purpose of union

The role played by the Hydro Union against the privatization of WAPDA. In this context,

it is also important to recognize the primary objective of privatizing WAPDA. Thus, it was

argued that governments have grown too fast to effectively handle the delivery and provision of

public services including WAPDA. Furthermore, it was asserted that the decline in the quality

and performance of public sector services was largely due to “politicization”. Moreover, it was

argued that these departments also suffer from bureaucratic irregularities, corrupt and socially

irresponsible practices which cause major obstacles to efficient provision of services. According

to the proponents this could be put to an end by de-bureaucratization, deregulation, and involving

the private sector in the provision of public services. Privatization was therefore seen as a

solution for these ills as, according to them, private concerns are more efficient in production of

goods and in-service delivery.

The union leaders and workers were determined to resist the privatization of WAPDA's

regional organizations.

Analysis of unions: (Rabia Riaz)

The labour union in wapda played a key role in stopping the government from privatizing

one of the largest civil organization of the country. In this regard they took immediate and

forcefull actions to ensure the betterment of not only its employees but also insure the progress

of the country. Hydro union plays a positive role in this regard. Hydro union prove that if union
play in effective way than union don’t give chance to anyone take negative actions againt the

employees. Hydro secured the employees intrest.

There is a collective barganing agent CBA whose purpose is to bargan or negotiate with

the employers on the behalf of employees. The agent or union leader negotiate about wages,

leaves, working terms and conditions, regulate relationship between employees and employer,

raise new demands on the behalf of employees, resolve worker’s issues and health and safety

measures.

 Pillars of fairness: (Manam Nosheen)

In orientation they defined clear rules and regulations in the documented form if employees

disobey rules and regulations then they should be punished

1. Misconduct

It includes

o Breach of service discipline or instructions issued by the Authority

o Commission of theft, fraud, dishonesty or any other offence involving moral

turpitude

o Willful insubordination or disobedience, whether alone or in combination with

others, to any lawful and reasonable order of a superior

o Willful damage to or loss of the Authority's goods or property

o Habitual absence without leaves or habitual late attendance

 o Riotous or disorderly behavior during working hours

2. Penalties

There are two types of penalties

i. Minor Penalty

ii. Major Penalty

 Minor Penalties

It includes penalties like

 Condemn

 with holding of promotion or increment for a specified period etc

 Major Penalties

It includes penalties like

 reduction to lower post or scale

 compulsory retirement

 removal from service etc

 Inquiry Procedure

In case where a WAPDA employee is accused of subversion, corruption or misconduct,

the competent authority may require him to proceed on leave or, suspend him, provided that any

continuation of such leave or suspension shall require approval of the next higher authority after

every three months. While under suspension, as aforesaid, the employee shall inform the

appointing authority about his movements and shall not leave his station/place of posting without
permission in writing of the appointing authority. The competent authority shall decide whether

in the light of facts of the case or the interest of justice an inquiry should be conducted through

an Inquiry Officer, or Inquiry Committee.

 Procedure to be observed when an Inquiry Officer or an Inquiry Committee is to be

appointed:

Frame a charge and communicate it to the accused together with statement of the

allegations explaining the charge and of any other relevant circumstances which are proposed to

be taken into consideration. Require the accused within a reasonable time, which shall not be less

than seven days or more than fourteen days from the day of charge has been communicated to

him, to put in a written defence and to state at the same time whether he desires to be heard in

person. The Inquiry Officer or the Committee, as the case may be, shall inquire into the

charge/or circumstances and may examine such oral or documentary evidence in support of the

charge/plea or in defense of the accused, as may be considered necessary, and the accused shall

be entitled to cross-examine the witness evidence against him. The Inquiry Officer or the

Committee, as the case may be, shall within ten days of the conclusion of the proceedings or

such longer period as may be allowed by the competent authority submit his or its findings and

the grounds thereof to the competent authority.

3. Appeal

An employee, on whom a penalty is imposed, shall have a right to appeal to the authority

next above the competent authority Appellate authority may enhance, remit or reduce the penalty

imposed by the competent authority. An employee, on whom the appellate authority has imposed

higher penalty than the one appealed against, shall have a right of further appeal to the next
higher officer and, in the absence of the next higher officer, to the Authority. The appeal shall

comply with the following requirements:

o It shall contain all material statements and grounds relied upon and shall be

complete in itself.

o It shall specify the relief desired.

o It shall be submitted through proper channel.

o It shall be made within two months of the date on which orders were passed.

 Policy Formation Process: (Khadija Aftab)

For the policy formation process these things are considered first that:

 Who is the competent authority of giving approval?

 Who will execute the Policies?

The first one is the higher authority and the other one is the general HR staff who helps in

the execution of the policy. WAPDA as a governmental organization have a lot of policies which

have been made since the establishment of it till yet, but still a proper policy formation has not

been developed yet. But for the time, some rules and policies were developed by the laws and

acts of the country, and a lot of others have been established later by looking at the need of the

time. People having the authority are allowed to formulate the policy according to the need of the

situation and then higher authority and Board of Directors are asked for the approval of that

policy. This process carries an official way of correspondence. After the approval of the policy

that policy is executed and also added in the other policies. But most of the times policies are

being rejected by the higher authority. There are a lot of reasons for the rejection of the policies

as some policies the Board think is of no use, and for the other policies, political concerns
needed to be considered. Most of the times the needed policies remain unapproved and due to

this reason HR staff and the relevant person has to suffer.

 Career Planning in WAPDA

Each employee in WAPDA starts planning out his career growth path and crossing the

mile stones along the path to finally reach his goals. WAPDA is also responsible to support or to

proactively carve career progression. Therefore, WAPDA keeps a track on the performance and

progress of all the professionals working in the organization. WAPDA enables their people with

the knowledge of the existing and future opportunities and growth avenues that can be pursued

and achieved within. WAPDA also let their employees know about what kind of systems and

interventions the organizations have to support the attainment of these growth possibilities. HR

Manager chalks out well-structured system of career planning for the employees of WAPDA. By

the help of this well-structured career plan, HR manager retain those employees whom the

WAPDA wants and to motivate them fully to use their potentials, talents and capabilities in the

best possible ways.

 Flaws in practices

First of HR practices mentioned by the department are not pure. There are shortcomings

and deficiencies. The role of corruption is significant in all departments and it also affects the

activities of HR department. The problem of agency issue can be seen in the departments. They

meet their guests, eat lunch or leave their chair in working hours. There is lack of educated

employees, they are not aware of latest management skills and terms. Even most of Work in HR

department is not yet computerized.

Work on complains is done very slowly, they have the resources but loyalty about doing work is

absent. The special care in WAPDA is required.

  Weakness analysis (LAIBA AQIL)

o Bureaucratic approach

o Centralization of powers

o Right man not on the right job

o Long hierarchal chain

o Pay structure not market compatible

o Over staffing

o No concept of TNA (training need analysis)

o Lacking training and development

o No open communication

o Limited professional grooming

o Limited application of HRM

o No succession planning

o No incentives

o Limited performance evaluation system

 CONCLUSION

WAPDA being a very vital organization of the Government, playing its role effectively

and by all means considered as life line of the country. To inculcate corporate culture, there is an

immense need to fully implement HRM practices in the organization to handle the huge number

of employees working in it. The bottom line is that they need to improve their internal control

system. They have to understand the need and importance of performance management and

rather than annual appraisals, weekly and monthly reports should be prepared. (Fatima Khalid)
The factor of corruption should be removed and all the procedures should be totally merit based.

They should give the latest management skills and knowledge to their employees and they

should motivate them the benefits of team work.

Like private sector, they don’t motivate their employees as much. There is no such

concept of motivation in WAPDA so they have to focus on this to improve their performances

and to engage their employees in work. (Rabia Riaz)

Techniques like management by objectives would be helpful in improving the

performance of employees and special measures should be adopted in order to create loyalty

about work in the employees.

It is necessary to determining the weaknesses and threats and ways to avoid these and

also strengths and opportunities and ways to avail them. (Khadija Aftab)

There should be optimal utilization of resources, HR department should plan this that

how to utilize the resources in best way rather than just selecting and just all is on supervisors.

Continuous improvement should be there. (Laiba Aqil)

Time base promotion is good but it is an old criterion and not suitable for today. So,

performance-based promotion and incentives are best suitable way. (Muhammad Moiz)
 References

 https://joshandmakinternational.com/oil-gas-and-energy-law-projects/oil-gas-and-

energy-laws-of-pakistan/law-of-electricity-wapda-and-water-supply/the-pakistan-wapda-

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 http://www.wapda.gov.pk/index.php/procurement/category/46-schedule

 http://www.wapda.gov.pk/index.php/about-us/present-setup-2
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 WAPDA Act, 1958

 WAPDA Manual of General Rules

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 Compendium of important Instructions

 WAPDA Annual Reports

 WAPDA Pension Rules

 WAPDA Insurance Policy

 https://drive.google.com/drive/folders/1n8XtD-u1SgvZhHiWNlfzaPiaYIxpZ7Tz?

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22XiKPirsbvONm-W_Ezthe9wPfTXfnnq-

l7G8QkcosJqJW7PDDoUemrihqOShKUhCE3eAoAD7lpWGrqM4w6wFEQHl-

DEjYKwob2RC-iJwy5Pg_QKXgcSbtu8BV8glgSzJosVVCwmy8LZH7Muln7


 https://nation.com.pk/28-Jul-2018/corruption-by-the-wapda

 https://www.dawn.com/news/204078/ex-chief-of-wapda-faces-corruption-

reference

 https://www.dawn.com/news/123171

 http://pension.wapda.gov.pk/Imp%20Items/FREE%20ELECTRICITY

%20PRODCEDURE%20%20OF%20WAPDA%20AND%20DISCOS%20PENSIONERS

%20OM%201992.pdf

 https://www.rtclesco.com/wp-content/uploads/file/forms/Employment%20of

%20Employees%20Children%20(On%20Contract).pdf

 http://peghamunion.blogspot.com/

 https://nation.com.pk/22-Aug-2017/wapda-hydro-electric-workers-union-s-victory-

in-referendum