This document is a project report submitted to a professor that examines generation gaps in the workplace at Allied Bank. It includes an acknowledgements section, executive summary, table of contents, and 10 chapters. The introduction provides background on Allied Bank and defines key terms like generations, generation gap, and organizational setting. The report aims to identify if a generation gap exists, compare characteristics of different age groups, and identify areas of conflict among generations. It will analyze employee survey responses from Allied Bank to understand motivational factors and characteristics of different generations. The executive summary previews the findings that generation gaps do exist and differences were found in characteristics and motivational factors among generations.

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PROJECT REPORT
Generation Gap at workplace; a case study of
Allied Bank
SUBMITTED TO:
PROF. Dr Ali Askari
Course Supervisor
SUBMITTED BY:
AMUN ARIF (03)
SABA SHAUKAT (44)
MARIJ ZAFAR (57)
COURSE: PROJECT REPORT
CLASS: BBA (8TH SEMESTER)
KARACHI UNIVERSITY BUSINESS SCHOOL
UNIVERSITY OF KARACHI
DATE OF SUBMISSION: 16th November 2015

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ACKNOWLEDGEMENT
We owe many thanks to a great many people who helped and supported us during
the completion of this project. My deepest thanks to our Course Incharge,
Professor Dr. Ali Askari, for giving us an opportunity to do such work and then for
guiding and correcting the various documents of the report with attention and care.
He has given his precious time to go through the project and make necessary
correction as and when needed.
We express our thanks to Karachi University Business School, University of
Karachi for extending its support for granting us permissions and letters for the
report.
Also, we would like to thank all those links and contacts who helped us gathering
up the data and making it an ease for us in completing this research project.

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EXECUTIVE SUMMARY
The main aim of this research is to find out if generation gap exists at workplaces; to
determine different characteristics which are found in the generations: the veterans, the
baby boomers, the generation X, and the generation Y; and to compare different
motivational factors related to work which are required by the employees who belong to
these four age groups, respectively. This research was conducted on a quantitative basis,
questionnaire based survey method was used to gather responses from 75 employees who
belonged to Allied Bank. The results are analyzed by making pie charts. The findings
revealed that generation gap exists at workplaces. In the Generation Y group, the highest
rated characteristics are: inflexible, demand personal growth, competitive, like
challenges and easily accept new ideas. In the Generation X group, the highest rated
characteristics are: demand family and work life balance, loyalty to work place,
respectful, self-reliant and highly committed to work. In the Baby Boomers, the
characteristics with the highest ratings are: demand family and work life balance, loyalty
to workplace, respectful, hardworking and highly committed to work. In the motivational
factors that are required by the employees, training and retirement plan were the most
highly rated ones; training was highly rated for the Generation X group while retirement
plan was highly rated for the Baby Boomers.

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TABLE OF CONTENT
S.no TOPIC Pg.no
II Acknowledgement………………………………………………………………………………………………………II
III Executive summary……………………………………………………………………………………………………..III
CHAPTER 1: INTRODUCTION………………………………………………………………………………………..………………1
1.1 Background………………………………………………………………………………………………………………..2
1.2 ProblemStatement………………………………………………………….………………………………………..3
1.3ResearchObjectives……………………………………………………………………………………………………4
1.4 ResearchQuestions……………………………………………………………………………………………………4
1.5 Purpose of the Study………………………………………………………………………………………………….4
1.6 Definitions ………………………………………………………………………………………………………………5
1.7 Structure of the thesis………………………………………………………………………………………………7
1.8 ChapterReferences………………………………………………………………………………………………….8
CHAPTER 2: LITERATURE REVIEW……………………………………….……………………………………………………..9
2.1 Four generationsof Employees……………………………………….…………………………………......10
2.1.1 The Traditional generation……………………………………………………………….10
2.1.2 The Baby Boomgeneration………………………………………………………………11
2.1.3 GenerationX…………………………………………………………………………………….13
2.1.4 GenerationY…………………………………………………………………………………….14
2.2 Possible Generational DifferencesAndSimilarities…………………………………….15
2.2.1 Attitudestowardswork…………………………………………..……………………….15
2.2.2 Loyaltytowardsthe employer……………………………………………………………………….17

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2.2.3 Attitudesregardingrespectandauthority…………………………………………………….20
2.2.4 Desire fora betterwork/life balance……………………………………………………………21
2.2.5 Attitudestowardssupervision……………………………………………………………………..22
2.2.6 Othersourcesof differences………………………………………………………………………..22
2.3 LeadershipStyles…………………………………………………………………………………………………..23
2.4 DifferencesBetweenGenerations………………………………….…………................26
2.5 MotivationAndTrainingOf Generations………………………….………………………27
CHAPTER 3: RESEARCH METHODOLOGY……………………………………………………………………………….28
3.1 ResearchApproach……………….........…………………………………………………………………..29
3.2 ResearchPurpose……………………………………………………………………………………………….30
3.3 Research Design……………………………………………………………………………………………………30
3.4 ResearchMethodology…………………………………………………………………………………………30
3.5 Sample Size andTargetPopulation……………………………………………………………………….31
3.6 SamplingTechnique……………………………………………………………………………………………..31
3.7 Data Source…………………..………………………………………………………………………………………32
3.8 SamplingUnit..………………………………………………………………………………………………………32
3.9 Data CollectionMethod…………………………………………………………………………………………32
3.10 InstrumentforData Collection…………………………………………………………………………….33
3.11 Statistical Technique/Tool…………………….…………………………………………………………….33
3.12 Hypothesis………………………………………………………………………………………………………….33
3.13 Ethical Considerations…………………………………………………………………………………………33
3.14 Reliability…………………………………………………………………………………………………………….34
3.15 Validity…………………………………………………………………………………………………………………35
3.16 Limitations……………………………………………………………………………………………………………36

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3.17 Timescale……………………………………………………………………………………………………………..37
3.18 ChapterReferences……………………………………………………………………………………………..38
CHAPTER 4: MARKET RESEARCH AND ANALYSIS……………………………………………………………………..39
4.1 SWOT Analysis……………………………………………………………………………………………………….40
4.1.1 Strengths……………………………………………………………………………………………40
4.1.2 Weaknesses……………………………………………………………………………………….41
4.1.3 Opportunities…………………………………………………………………………………….42
4.1.4 Threats………………………………………………………………………………………………42
4.2 PEST Analysis………………………………………………………………………………………………………..43
4.2.1 Political……………………………………………………………………………………………..43
4.2.2 Economical………………………………………………………………………………………..44
4.2.3 Social…………………………………………………………………………………………………44
4.2.4 Technology……………………………………………………………………………………….44
4.3 Comparative Analysisof ABLandMCB………………………………………………………………….45
4.4 Conclusion……………………………………………………………………………………………………………50
4.5 Analysisof the Research……………………………………………………………………………………….54
4.6 ChapterReferences……………………………………………………………………………………………..72
CHAPTER 5: FINANCIALANALYSIS………………………………………………………………………………………….75
5.1 UnconsolidatedStatementof Financial Position…………………………………………………..76
5.2 UnconsolidatedProfitandLossAccount………………………………………………………………78
5.3 UnconsolidatedStatementof CashFlow………………………………………………………………79
5.4 Income Statement………………………………………………………………………………………………..81
5.5 Balance Sheet……………………………………………………………………………………………………….81
5.6 RatiosAnalysis……………………………………………………………………………………………………..81

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5.7 Interpretation………………………………………………………………………………………………………82
5.8 ProjectCostEstimation…………………………………………………………………………………………82
5.9 Chapterreferences……………………………………………………………………………………………….83
CHAPTER 6: ORGANIZATIONAND MANAGEMENT…………………………………………………………..…….84
6.1 CompanyInformation…………………………………………………………………………………………..85
6.2 Profile of Directors………………………………………………………………………………………………..86
6.3 Organogram………………………………………………………………………………………………………….90
6.4 Branch Structure…………………………………………………………………………………………………..92
6.5 Corporate whistle blowingstrategy………………………………………………………………………93
6.6 ChapterReferences………………………………………………………………………………………………102
CHAPTER 7: CONCLUSION………………………………………………………………………………………………………103
7.1 Deductions……………………………………………………………………………………………………………104
7.2 Myths AboutOlderWorkers…………………………………………………………………………………107
7.3 Bestpracticesfor leadingandmanagingintergenerational workforce…………………108
7.4 ChapterReferences………………………………………………………………………………………………111
CHAPTER 8: RECOMMENDATIONS…………………………………………………………………………………..……..112
8.1 How to Bridge GenerationalDifferencesatworkplace………………………………………….113
8.2 RecommendationsforHumanResource Managers………………………………………………114
8.3 Recommendationsforfuture study………………………………………………………………………115
CHAPTER 9: REFERENCES…………………………………………………………………………………………………………116
CHAPTER 10: BIBLIOGRAPHY…………………………………………………………………………………………………126
APPENDIX- QUESTIONNAIRE…………………………………………..………………….………………………………….137

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CHAPTER 1
INTRODUCTION

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CHAPTER 1: INTRODUCTION
1.1 BACKGROUND:
Allied Bank is a commercial bank in Pakistan. Allied Bank, with its registered Offices in
Karachi and Lahore, is one of the largest banks within the country with over 1000 branches,
connected to an online network. It was the first Muslim bank established in Pakistan before
independence (1942) with the name of Australasia Bank. It was named as Allied Bank of
Pakistan from Australasia Bank Limited in 1974, and Sarhad Bank Ltd, Lahore Commercial
Bank Ltd and Pak Bank Ltd were also merged in it.
Generation Gaps in the Workplace
There are four distinct generations in the workplace, each with its own worldview and its own
work ethic. Some are fiercely loyal to the company, while others just want a steady paycheck.
Here is a quick breakdown of each generation's attitude toward work, management style and
preferred methods of communication:
• Veterans (born 1922-1945) When it comes to work, the company comes first. The
veteran believes in starting from the bottom, paying dues, and working your way up through
experience and seniority. The best education is on-the-job training. The veteran's management
style is firm and direct, and he or she prefers face-to-face or phone communication.
• Baby Boomers (born 1946-1964) Baby boomers have a strong work ethic, though they
may not be loyal to one company. They believe strongly in education. When it comes to
management, boomers are all about meetings; employees should feel part of a team and consider
annual progress reports a great source of feedback. Boomers are available on phone 24/7. They

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always check and leave voicemail messages, check e-mail a couple times a day and always
respond by the end of the day (it's only polite).
• Generation X (born 1965-1980) Education and creativity count for something with
Generation X; you shouldn't have to start from the bottom even if you have fresh ideas.
Generation Xers have never understood why they should care about company "traditions." They
work hard for the company, but wouldn't hesitate to switch jobs if a better offer comes along.
Work-life balance is important to them. Generation Xers believe that people will produce the
best results if they're given the freedom to be creative. They like explaining the reasoning behind
their decisions; this motivates employees in a way that they can understand. When it comes to
communication, e-mail is the king.
• Generation Y (born 1981-2000) Generation Y members believe they have some great
ideas (at least that's what they've been told), so they just want to do their thing and the results
will follow. They like their work places just fine -- until they get bored. Working from home is
as good as the office as long as work gets done. Management is a snap -- everyone simply checks
in with the online project management tool and updates his or her status. Texting is best if you
want to get in touch with a Generation Y member. These people may never check voicemails --
in fact, they're perfectly OK with never meeting a colleague in person.
1.2 PROBLEM STATEMENT:
A generation gap in the workplace can make workers both young and old feel inferior, as well as
hamper productivity and teamwork. Differences between generations can be seen in work ethics,
habits and communication styles. Younger workers might fear not being taken seriously by their
older colleagues, while older workers might fear that their experience is not valued but replaced
by workers with knowledge of more current technology. However, members of each generation

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can close the gap between them if they're willing to meet one another halfway. There is a
generation gap between all the generations that impacts today’s work environment. The impact is
a negative one because it decreases the efficiency of the work environment. To solve the
problems of inefficiency within the generation gap, leaders in the workplace must understand the
differences between all the generations and know how to deal with them.
1.3 RESEARCH OBJECTIVES
1. To identify whether generation gap exist in the workplace or not
2. To compare the characteristics of different age group.
3. To identify the areas of conflicts among different age groups
1.4 RESEARCH QUESTIONS
1) Does generation gap exist in the workplace or not?
2) What are the characteristics of different age groups?
3) Compare the characteristics of all the age groups
4) What are the issues that arise between generations?
1.5 PURPOSE OF THE STUDY
This research is conducted to identify different characteristics and motivational factors of young,
middle and, old generations at workplace and to find out the reasons of conflict among three
generations.
1.6 DEFINITIONS
Generation Gap

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The difference in attitudes and beliefs among the two generations. (English Language Dictionary
of American Heritage)
o The years separating the preceding generation from the following generation especially
when characterized by different attitudes and perceptions. (Collin‟s Dictionary).
o Generations representing differences in viewpoints, expectations and habits because of
diverse and distinct life experiences. (X and Y: THE IMPACT OF THE GAP)
Veterans
Veterans are considered among the most loyal workers. They are highly dedicated and the most
risk averse. Their values were shaped by the Great Depression, World War II, and the postwar
boom years. Veterans possess a strong commitment to teamwork and collaboration and have
high regard for developing interpersonal communications skills. Veterans now consist of the
most affluent elderly population in history due to their willingness to conserve and save after
recovering from the financial impact of the postwar era.
Baby Boomers
Boomers are the first generation to actively declare a higher priority for work over personal life.
They generally mistrust authority and large systems. Their values were shaped primarily by a
rise in civil rights activism, Viet Nam, and inflation. They are more optimistic and open to
change than the prior generation, but they are also responsible for the “Me Generation,” with its
pursuit of personal satisfaction, which often shows up as a sense of entitlement in today’s work
force.

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Because of the fall of the dot.com marketplace, retirement savings of Baby Boomers were
destroyed and many now find themselves having to work longer than they had planned.
Generation Xers
Generation Xers are often considered the “time-wasting” generation. They naturally
question authority about the figures and are responsible for creating the work/life balance
concept. Born in a time of declining population growth, this generation of workers possesses
strong technical skills and is more independent than the prior generations.
Because Gen Xers place a lower priority on work, many company leaders from the Baby
Boomer generation assume these workers are not as dedicated; however, Gen Xers are willing to
develop their skill sets and take on challenges and are perceived as very adaptive to job
instability in the post-downsizing environment.
Millennials or Generation Ys
This group is the first global-centric generation, because of the rapid growth of the
Internet and an increase in global terrorism in their era. They are among the toughest individuals
in directing change.
Generational dissonance
Negative attitude, beliefs and feelings about people not belonging from same generation
based merely on generational difference. (X and Y: THE IMPACT OF THE GAP)
Organizational setting

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It is the organizational environment in which the employees work. (X and Y: THE IMPACT OF
THE GAP)
1.7 STRUCTURE OF THE THESIS:
This project report is divided into ten chapters and an appendix section. The first chapter
provides an introduction to the topic chosen, the significance of the study, its aims & objectives
and the purpose for the study. It also includes the definitions of the variables. Chapter two
presents a comprehensive review of the various literatures. The third chapter deals with the
methodologies used dealing with the analysis of the data presented, the validation strategies, the
ethical issues and time needed to complete this research. Chapter four presents the analysis
regarding the essence of the study, the topic chosen, the literatures provided and the importance
of the study. Chapter five consists of the financial analysis of Allied Bnak and the cost incurred
in completing this project. Chapter 6 describes the organizational structure of Allied Bank and its
management. Chapter seven concludes the research by highlighting the results that have been
found out through analysis. Chapter 8 presents the recommendations that will help in future
research on this topic. Chapter nine and ten includes the references and bibliography. There is an
appendix section that contains the questionnaire.

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1.8 CHAPTER REFERENCES
BACKGROUND:
 https://www.abl.com/ (information of Allied Bank)
 Raines, C. (2003). Connecting generations - The sourcebook for a new workplace.Menlo
Park,CA: Crisp Publications. (Introduction of generations)
 ASAE: Uncommon Threads: Mending the Generation Gap at Work (Four generations)
DEFINITIONS:
 Jennings, L. (2000, Mar/April). Trends in the Multigenerational Workplace. Futurist,
34(2), 60-61

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CHAPTER 2
REVIEW OF
LITERATURE

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REVIEW OF LITERATURE
AUTHOR: Zemke, R., Raines, C., & Filipczak, B. (1999).
TITLE: Generations at work: Managing the clash of veterans, boomers, Xers, and nexters in
your workplace. New York: AMACOM.
A generation being defined as an identifiable group that shares birth years, age, location,
and significant life events at critical developmental stages, divided by five to seven years into:
the first wave, core group, and last wave. There are at least two views regarding generational
differences in the workplace. The first presumes that shared events influence and defines each
generation while individuals in different generations are diverse; they nevertheless share certain
thoughts, values, and behaviors because of the shared events. Furthermore, these values,
reactions, and behaviors presumably differ across generations.
The alternative view assumes that although there might be variations throughout an
employee’s life cycle or career stage, ultimately employees may be “generic” in what they want
from their job and bifurcation of employees by generations may be misguided.
In this report, the four generations of workers are described, generational differences and
similarities are identified, and implications for employers are discussed.
2.1 FOUR GENERATIONS OF EMPLOYEES
AUTHOR: Niemiec, S. (2000)
TITLE: Finding common ground for all ages. Security Distributing and Marketing, pg. 30.
2.1.1 The Traditional generation
The Traditional generation is the oldest generation in the workplace, although most are
now retired. Also known as the veterans, the Silents, the Silent generation, the matures, the

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greatest generation. This generation includes individuals born before 1945, and some sources
place the earliest birth year to 1922. Members of this generation were influenced by the great
depression and World War II among other events and have been described as being conservative
and disciplined, as having a sense of obligation, and as observing economic limitation.
The National Oceanographic and Atmospheric Association Office of Diversity (2006)
characterized members of this generation as the private, silent generation, who believe in paying
their dues, for whom their
word is their bond, who prefer formality, have a great deal of respect for authority, like social
order and who love their things and tend to hoard stuff. Members of this generation have also
been characterized as loyal workers, highly dedicated, averse to risk and strongly committed
toward teamwork and collaboration. They have also been described as having a high regard for
developing communication skills, and as the most affluent elderly population in the U.S., due to
their tendency to save and conserve. At work, they are presumed to show consistency and
uniformity, seek out technological advancements, be past-oriented, display command-and-
control leadership, and prefer hierarchical organizational structures. They are likely to continue
to view horizontal structures in a hierarchical way. They are also likely to be stable, detail
oriented, thorough, loyal, and hardworking, although they may be not skilled with ambiguity and
change management, reluctant to blame the system, uncomfortable with conflict, and controlled
when they disagree.
2.1.2 The Baby Boom generation
AUTHOR: O’Bannon, G. (2001).

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TITLE: Managing our future: The generation X factor. Public Personnel Management, pg. 30,
pg. 95–109
Most sources identify Baby Boomers as people born between 1943 and 1965. This
generation is referred to as the Baby Boom, because of the extra seventeen million babies born
during that period relative to previous census figures. It had the largest impact on our society due
to its size — roughly 78 million- and the period during which it came of age. Boomers witnessed
and participated in the political and social turmoil of their time: the Vietnam War, the civil rights
riots, the Kennedy and King assassinations.
Boomers were raised to respect authority figures, but as they witnessed their weakness
was “trust anyone over 30.” They grew up in an era of “prosperity and optimism and
strengthened by the sense that they are a special generation capable of changing the world, have
dependency in work with self-worth, contribution and personal fulfillment”. The oldest Baby
Boomers turned 62 in 2008, and as a whole, this generation is now in the mid to late part of their
careers. The totality of this generation will reach the traditional retirement age of 65 within the
next 25 years.
AUTHOR: Glass, 2007;
TITLE: The National Oceanographic and Atmospheric Association Office of Diversity, 2006;
Zemke et al., 2000
Boomers have been characterized as individuals who believe that hard work and sacrifice
are the price
to pay for success. They started the workaholic trend, believed in paying their dues and step-by-
step promotion. They also like teamwork, collaboration and group decision-making, are
competitive and do believe in loyalty toward their employers. Boomers are often confident task

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completers and may be insulted by constant feedback, although they want their achievement to
be recognized. Some have described them as being more process- than result-oriented, although
they have also been characterized as being goal-oriented. Many are accepting diversity. They are
liberal, and conflict avoidant. They value health and wellness as well as personal growth and
personal satisfaction, and seek job security. Finally, Boomers have been described as having a
sense of entitlement, and as being good at relationships, reluctant to go against peers and
judgments of others who do not see things their way. They also thrive on the possibility for
change, and will fight for a cause even though they do not like problems. They value the chain of
command, may be technically challenged and expect authority.
2.1.3 Generation X
AUTHOR: Karp, H., Fuller, C., & Sirias, D. (2002).
TITLE: Bridging the boomer Xer gap. Creating authentic teams for high performance at work.
Palo Alto, CA: DaviesBlack Publishing.
In a study about Generation X, the U.S. Census Bureau defined this segment of the
population as consisting of individuals born between 1968 and 1979. However, the upper limit of
Generation X in some cases has been as high as 1982, while the lower limit has been as low as
1963. This generation was also called the baby bust generation, because of its small size relative
to the generation that preceded it, the Baby Boom generation. Members of Generation X are the
children of older boomers, who grew up in a period of financial and societal insecurity.
They witnessed their parents get laid off. They grew up with a stagnant job market,
corporate downsizing, and limited wage mobility, and are the first individuals predicted to earn
less than their parents did. They have grown up in homes where both parents worked, or in single

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parent household because of high divorce rates, and as such, became latchkey kids who were
forced to fend for themselves. They were influenced by MTV, AIDS and worldwide competition
and are adapted to receiving instant feedback from playing computer and video games.
They aspire more than previous generations to achieve a balance between work and life.
They are more independent, autonomous and self-reliant than previous generations having grown
up as latchkey kids. They are not overly loyal to their employers although they have strong
feelings of loyalty towards their family and friends. They value continuous learning and skill
development.
They have strong technical skills and are result-focused. Xers naturally question authority
about the figures and are not frightened by them. Money does not necessarily motivate members
of this generation, but the absence of money might lead them to lose motivation. They like to
receive feedback, are adaptable to change and prefer flexible schedules. They can tolerate work
as long as it is fun. They are entrepreneurial, practical, and creative. Although they are
individualistic, they may also like teamwork more than boomers.
2.1.4 Generation Y
AUTHOR:Crampton, S. M., & Hodge, J. W. (2006).
TITLE: The supervisor and generational differences. Proceedings of the Academy of
Organizational Culture, Communications and Conflict, pg. 11, pg. 19–22
The lower limit for Generation Y may be as low as 1978, while the upper limit may be as
high as 2002, depending on the source. Members of Generation Y may include individuals born
between 1980 and 2002. The label associated with this generation is not yet finalized. Current
labels include Millenials, Nexters, Generation www, and the Digital generation, Generation E,

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Echo Boomers, N-Gens and the Net Generation. Members of the generation have labeled
themselves as the Non-Nuclear Family generation, the NothingIs-Sacred Generation, the
Wannabees, the Feel-Good Generation, Cyberkids, the Do-or-Die Generation, and the Searching-
for-an-Identity Generation.
This generation has been shaped by computers, and dramatic technological advances.
One of the most frequently reported characteristics of this generation is their comfort with
technology. In general, Generation Y shares many of the characteristics of Xers. They are
supposed to value team work and collective action, embrace diversity, be optimistic, and be
adaptable to change. Furthermore, they seek flexibility, are independent, desire a more balanced
life, are multi-talented, and are the most highly educated generation. They also value training.
They have been characterized as demanding, and as the most confident generation. Like Xers,
they are also supposed to be entrepreneurial, and as being less process focused.
2.2 POSSIBLE GENERATIONAL DIFFERENCES AND SIMILARITIES
AUTHOR: (The National Oceanographic and Atmospheric Office of Diversity, 2006)
TITLE: Tips to improve the interaction among the generations: Traditionalists, boomers, X’ers
and nexters
2.2.1 Attitudes towards work
The perceived decline in work ethic is perhaps one of the major contributors of
generational conflicts in the workplace. Generation X for instance, has been labeled the ‘slacker’
generation, and employers complain that younger workers are uncommitted to their jobs and
work only the required hours and little more. Conversely, Boomers may be workaholics and
reportedly started the trend while Traditionals have been characterized as the most hardworking

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generation. Indeed, the prevailing stereotype is that younger workers do not work as hard as
older workers do. Whether the younger generations do not work as hard as previous ones is
debatable.
A cross-sectional comparison of 27 to 40 year olds versus 41 to 65 year olds in 1974 and
1999 indicated that both age groups felt that it was less important that a worker feel a sense of
pride in one’s work in 1999 than in 1974. In both age groups, work values among managers
declined between 1974 and 1999.
Both age groups were also less likely in 1999 to indicate that they believed that how a
person did his or her job was indicative of this individual’s worth. In 1999, both age groups were
also less likely to believe that work should be an important part of life or working hard made one
a better person. Furthermore, older employees had a less idealized view of work than younger
workers did. Indeed, it was postulated that after witnessing the lack of employer loyalty toward
employees, the latter consequently developed a less idealized view of work. Other sources of
evidence do not support the claim that there is a decline in work ethics among younger
generations. For instance, Tang and Tzeng (1992) found that as age increased, reported work
ethic decreased, indicating that younger workers reported higher work ethics than older workers.
Similarly, the 1998 General Social Survey, National Opinion Research Center Survey
indicated that 44% of those aged 18 to 24 indicated that they would choose to spend more time at
work, compared to 23% of workers of all ages, indicating that most younger workers were
willing to try to work more, more so than the average worker. However, these findings are not
very recent. The possibility that the perceptions about the decline in work ethics is accurate, but

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simply unsubstantiated by research due to lack of research in the area therefore remains.
Nevertheless, numerous factors beyond generational factors affect the work ethics of employees.
For instance, work ethic varies with education level, whether a person works full-time or
part-time, income level and marital status. The lower the level of education of an employee, the
higher their work ethic has been found to be. People with full-time jobs were found to be less
likely to endorse a protestant work ethic than people with part-time jobs; and people with low
incomes and those who were married tended to report stronger protestant work ethic. The
perception of how hard one works may also be associated with how individuals themselves
approach tasks as well. For instance, boomers have often been characterized as being process-
oriented, while younger generations, as being results-focused, irrespective of where and when
the task
is done. While younger workers focus on high productivity, they may be happier with the
flexibility of completing a task at their own pace and managing their own time, as long as they
get the job done right and by the deadline. Current empirical evidence does not address this
particular point however.
AUTHOR: (The National Oceanographic and Atmospheric Office of Diversity, 2006)
TITLE: Tips to improve the interaction among the generations: Traditionalists, boomers, X’ers
and nexters
2.2.2 Loyalty towards the employer
Another point of contention among generations regards loyalty towards employers. While
Traditionals and Boomers have been characterized as being extremely loyal toward their
employers, the lack of loyalty of younger workers, especially Xers has been noted. For instance,

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it has been postulated that Xers may value their relationship with their co-workers above the
relationship with their company, especially if this co-worker is a friend, and that giving the
employer two-weeks’ notice may be an Xer’s idea of loyalty towards the employer. In addition,
Xers presumably view job-hopping as a valid career advancement method. Xers presumably
learned that loyalty to an employer did not guarantee job security, from witnessing job losses
among parents who were loyal to their employers and played by the rules. Xers more so than
boomers have been found to report that remaining loyal to an employer was outdated and were
significantly less likely to report being loyal to their employer.
However, in that particular study, the Xers interviewed were graduate students and the
extent to which such results are applicable to non-graduate students is of course debatable.
Nevertheless, loyalty towards
employers has been found to decrease, depending on how ‘new’ the generation was: the younger
the generation, the least loyal the generation appeared to be. For instance, about 70% of
traditionals reported that they would like to stay with their current organization for the rest of
their working life compared with 65% of boomers, 40% of Xers, and 20% of Yers.
However, such a finding may make intuitive sense, given that humans tend to prefer the
familiar and seek stability as they grow older. Consequently, they may be less desirous of going
through the process of socializing into a new organization at a later stage in their lives. Smola
and Sutton (2002) also found younger employees to be less loyal to their company and more
‘me’ oriented. They wanted to be promoted more quickly than older workers, were less likely to
feel that work should be an important part of their life and
reported higher intention of quitting their job if they won a large amount of money. However, the
perception of loyalty may be context dependent. Firstly, compared with older generations, Xers

26. Page | 26
and Yers do not change jobs more frequently than older people did at the same age. Furthermore,
the frequency with which individuals change jobs may also be related to the economy, as people
are more likely to change jobs if the economy is good and opportunities are numerous.
Finally, younger workers typically hold several jobs while still studying, but tend to
stabilize with one employer as they get older. Therefore, loyalty (or lack of thereof) may be more
a matter of age or other contextual circumstances than a generational trait. Although the extent to
which employees feel loyal towards their organizations appears to differ across generations,
members of all generations reportedly share similar reasons for staying in their organization. In
her book, Retiring the Generation Gap, which provides a wealth of information about
generational differences in the workforce, Deal (2007) reported that other factors likely to
increase employees’ loyalty included for instance, opportunities for advancement and
promotions, opportunities to learn new skills and develop a challenging job, as well as better
compensation such as higher salaries or benefits.
Employees were also more likely to stay if the company’s values matched their own. For
instance, how a business handles organizational change and manages itself as well as whether the
business creates
opportunities for a better quality of life, better communication, and improvements such as more
autonomy, control and greater contribution to their specific job were cited as company values
that mattered. Individuals were also more likely to remain with an organization if the
organization respected older people with experience more than younger people, and if
organizations respected younger people, at least for their talents.

27. Page | 27
2.2.3 Attitudes regarding respect and authority
Xers complain about managers who ignore ideas from employees, and ‘do-it because I
said so’ management. While younger workers complain that there is a lack of respect towards
them in the workplace, older workers share similar complaints, especially regarding the attitudes
of younger and newer employees toward management. Deal (2007) examined the attitudes of
members of different generations relative to authority finding that 13% of members of the
traditional generation included authority among their top 10 values, compared to 5% of boomers,
6% of Xers and 6% of Yers.
This suggests that authority might be valued more by members of the traditional
generation than members of other generations. Although the percentages are small, they lend
some support to the prevailing stereotypes that Traditionals display command-and-control
leadership reminiscent of military operations and prefer hierarchical organizational structures.
However, these figures do not support the claim that
Boomers presumably also prefer a top-down approach to management. Most importantly, these
figures indicate that the characteristics that are often attributed to a generation as a whole are
often shared by only a small percentage of individuals within that generation.
The popular literature contains more information about how younger generations interact
with authority, as opposed to how they act when in position of authority. For example, both Xers
and Yers are comfortable with authority figures and are not impressed with titles or intimidated
by them. They find it natural to interact with their superiors, unlike their older counterparts and
to ask questions. Yers in particular have been taught to ask questions, and questioning from their
perspective does not equate with disrespect. Similarly, Yers believe that respect must be earned

28. Page | 28
and do not believe in unquestionable respect. While there is not an empirical basis regarding the
behaviors of Yers and Xers when in position of authority, only a small percentage of the younger
generations feel a need to exert authority.
Younger workers like their older counterparts want to be respected, although the
understanding of respect among older and younger workers differs. Older workers want their
opinions to be given more weight because of their experience and for people to do what they are
told, while younger workers want to be listened to and have people pay attention to what they
have to say. Furthermore, older people may not appreciate equal respect showed to all, and may
want to be treated with more respect than one would show someone at a lower level in the
hierarchy or with less experience. Therefore, meeting the expectations of respect that individuals
hold may be a genuine challenge in the workplace.
2.2.4 Desire for a better work/life balance
One characteristic often attributed to younger workers, perhaps more so to Xers, is their
desire for balance between work and life. As children, Xers reportedly saw their parents lose
their jobs, despite making sacrifices for their careers, and grew up to value a balance between
work and life. Although much of the evidence is anecdotal, 45% of workers aged 18 to 24, 37%
of workers aged 25 to 34, and 37% of workers of all ages who participated in the 1998 General
Social Survey, National Opinion Research Center indicated that they worked hard, but did not let
work interfere with the rest of their lives.

29. Page | 29
The youngest workers were most likely to try not to let work interfere with the rest of
their lives. Only 37% of the younger members of Generation X reported doing the best work
they could even if it interfered with the rest of their lives, as opposed to 54% of all workers,
again confirming that younger workers were attempting not to let work interfere with the rest of
their lives. However, although older Xers are most likely to want a work/life balance, members
of other age groups to varying extent also aspire to the same thing.
2.2.5 Attitudes towards supervision
Workers appear to differ in the extent to which they appreciate supervision and require
feedback. For instance, younger workers presumably dislike micromanagement, but do want
strong leadership with clear instructions. A study comparing Xers, Boomers and Traditionals in
the public sector workforce indicated that boomers valued freedom from supervision
significantly more than Xers. However, there was no difference
between Xers and Traditionals or Boomers and Traditionals in the extent to which they wanted
freedom from supervision. Workers from each generation also differ in the extent to which they
require feedback. While younger workers prefer regular feedback, older workers may be insulted
by it.
2.2.6 Other sources of differences
Other elements of the workplace across which members of the four generations differ
include their perception of what contributes to success in the workplace, and their preferred
leadership attributes. Traditionals believe that in order to be successful in the workplace, they
have to meet deadlines, whereas the three younger generations believe that success rests in the
use of computers. While Traditionals, Boomers, and Xers prefer a leader who has credibility,
Yers prefer a leader who listens well.

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While there may be differences across generations, those differences are often context or
age dependent rather than generational traits per se. Furthermore, there are similarities among
generations. For instance, the generations share similar concerns about change, reasons for
staying in an organization, values, and preferred mode of communication. Similarly, workers
from all generations want the freedom to set their own hours, if the work is done, indicating that
this is not a preference of the young only. The majority of workers believe that fairness is the
most important aspect of workplace culture, and that feeling valued, recognized, and appreciated
and being in a supportive environment encourage happiness in the workplace. Generational
differences may not manifest themselves in the workplace as much as postulated by the popular
literature.
For instance, Xers, Boomers and Traditionals all want to benefit society, engage in
satisfying leisure, exercise leadership, have friendly and congenial associates, have a high salary,
high prestige, and status, make contributions to important decisions, have a stable and secure
future, variety in work assignments, and work as part of a team.
2.3 LEADERSHIP STYLES:
AUTHOR: (The National Oceanographic and Atmospheric Office of Diversity, 2006)
TITLE: Tips to improve the interaction among the generations: Traditionalists, boomers, X’ers
and nexters
DIFFERENT GENERATIONS IN THE SHRM ARTICLE LEADERSHIP STYLES:
Generational Differences, by Nancy R. Lockwood,the author stresses the importance of using
flexible leadership styles to address the needs and expectations of multiple generations at work.
The article recommends the following best practices to better equip leaders and managers and to
increase productivity and retention.

31. Page | 31
 Silents
• Create positive working relationships by gaining trust and respecting their experience without
being intimidated by it.
• Gain their confidence by demonstrating compassion and understanding.
 Baby Boomers
• Preferred leadership style is collegial and consensual.
• Gain their confidence by demonstrating compassion and understanding.
• Approach them with respect for their achievements.
• Involve them in participating in the organization’s direction and implementation of change
initiatives.
• Challenge them to contribute as part of a team to solve organizational problems.
• Offer opportunities to serve as a coach as part of the change process.
• Support work–life balance.
 Gen Xers
• Respect the experiences that have shaped their beliefs and thinking.
• Tell them the truth.
• Honor sense of work–life balance.
• Offer mentoring programs.
• Clearly communicate that repetitive tasks and quality checks are part of the job.
• Offer learning opportunities.
 Gen Yers
• Take time to orient with respect to the organization’s culture.
• Provide structure and strong leadership.

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• Be clear about expectations and long-term goals.
• Offer mentoring programs.

33. Page | 33
Tr d o
or 1925 1945
b oom r
or 1946 1964
M
MM
B
B
B M
B
B
M M
M
M B
2.4 DIFFERENCES BETWEEN GENERATIONS
AUTHOR: Martin,C.A., & Tulgan, B. (2002)
TITLE: Managing the generation mix. Amherst,MA: HRD Press
Talent
Management
Team -
Executive
Office -
United
Nations Joint
Staff Pension
Fund ire
Traditionalist Baby Boomers Generation X Generation Y/Z
Formal Business - casual
(high end)
Business - casual
(low end)
Whatever feels
comfortable
Work
Environment
Office only Long hours - office
only
Office, home,
desires flexible
schedule
Office, home -
desires flexible
schedule
Motivators Self – worth Salary Security Maintain personal
life
Mentoring Not necessary Does not handle
well negative
feedback
Not necessary to
receive feedback
Constant feedback
needed
Retention Loyalty Salary Security/Salary Personal
relationship
Client
Orientation
Personal contact Telephone E-mail E-mail/IM/Text
Technology Dictates documents,
e-mail only in the office,
use of library instead of
web, limited phone use
Documents prepared
by the Associates, e-
mail primarily in the
office, web use to
“google”
Creates own
documents, uses
mobile and laptop,
uses web to research,
review etc., e-
mail/mobile 24/7
Creates own
documents, creates
databases, uses web to
research and network,
use of e-mail/IM/text
24/7Career
Goals
Build a legacy, a life-time
career with one company
Build a perfect
career, excel
Build a transferable
career, variety of skills
and experiences
Build several parallel
careers, have a several
jobs simultaneously

34. Page | 34
2.5 MOTIVATION AND TRAINING OF GENERATION X AND Y
How to
motivate
Generation X
How to
effectively train
Generation X
How to motivate
Generation Y
How to effectively
train Generation Y
They tend to avoid
corporate politics
They are generally not
very interested in
traditional perks
They are motivated by the
prospects of independence,
the lack of corporate
structure and lack of
rigidity
They are motivated by the
possibility of the latest
technological advances
They need to be made
clear what you are looking
for
Allow them to question the
experts and the authority
Web-based training
Allow them to ask
questions and challenge
the concepts
Keep the training
materials brief and easy
to read
Offer multi-media
learning opportunities
Ensure access to
simple, logically
organized knowledge
database
Sensitive to design and
graphics
This group maintains
short attention span
They love a
challenge
They function well as
team members
They want to be
heroes
They want to be
surrounded by bright,
creative people
They want it right now
They are looking for the
empowerment
They thrive in multi-media
environment
They can learn any time anywhere
They need flexibility
Multi-tasking
Enable internet reliance (Webinars,
IM, Blogs, Podcasts, Avatars,
YouTube)
Enable social networking through
internet (My Space, Friendster)
Provide with simulations
Provide with the structured
learning regardless of the form
Connect me with everything
True team players

35. Page | 35
CHAPTER 3
Research
Methodology

36. Page | 36
CHAPTER 3: RESEARCH METHODOLOGY
INTRODUCTION
Generation gaps in the workplace are nothing new. Changes in the work force bring about a need
for change in management styles. Treating everyone the same is not so important anymore.
Treating everyone fairly is critical. Lack of attention to generational differences will make any
company less attractive to recruits, resulting in higher recruiting costs and greater difficulty in
finding the right employees. The critical management skills will involve understanding
generational differences in order to strengthen work relationships between and among
employees.
Understanding how these generations are actually coming together should help
companies design work/life programs that can help them train, develop, and retain employees. It
should also lead to ideas on how the generations can work together most effectively and
efficiently. Due to the above, we thought that it is significant for Human Resource Managers in
the business world today to understand and realize the difference between the four generations of
employees. We also studies how well the organization in today’s work force deals with this gap.
3.1 Research Approach
An effective strategy has been used to collect most of the information and data from
various sources. The research is termed as “primary research “as different methods are used to
collect information from employees of Allied Bank.

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3.2 Research Purpose
In order to carry out the current research work, quantitative research methods has been
used. Quantitative method uses numbers to examine data or information. It is one of the methods
used by the
science. The quantitative data are those that are shown numerically, such as statistics,
percentages, etc. The quantitative method is opposite to qualitative method or qualitative
research, which takes wider questions and gathers information from study participants who
cannot translate it into numbers, but only in words. The quantitative methods are often used in
the social sciences such as psychology, economics, sociology, political science, and to a lesser
extent, anthropology and history.
The purpose of this research work is to identify the impact of generation gap at
workplaces. Therefore, in order to find out the factor of influence the researcher has opted for
using quantitative method so that the data can be gathered through questionnaire and analyzed
using statistical technique.
3.3 Research Design
Research design is divided into various types of designs including investigational,
fundamental, correlational, and expressive research. They help in identifying different types of
research methods. But the most prominent and appropriate research method which has been
applied in this research paper is investigational research.
3.4 Research Methodology
There are several methods of conducting research which are generally used by the
researchers while carrying out their respective researches. However, the two most commonly

38. Page | 38
used research methods are quantitative and qualitative research methods. In carrying out the
current research work, we have opted for quantitative research methods. In the current research,
we have gathered quantitative data from questionnaire and interview.
3.5 Sample Size and Target Population
With the purpose of collecting secondary data, information is gathered from sample size
which consisted of 75 employees. The data has been gathered with the help of closed ended
questionnaire based on Likert Scale. The target population of our research work is employees of
Allied bank working in Gulshan Branch, Shahrah-e-Faisal Branch, Jauhar branch and
M.A.Jinnah Road branch.
3.6 Sampling Technique
Before moving on to data collection, it is necessary to understand that sampling is an
essential phase. Sampling, as it name tells refers to make a sample. Here the sample is referred to
the population. Population is people who are considered to be respondents or the people from
whom the primary data is to be collected. There are some cases where sampling may fail when
there is a very less population, in such cases the whole population is to be considered.
In order to have more précised sample size, and to follow survey methodology in
statistics, a sampling technique is identified. We have opted for simple random sampling for our
research project.

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 Simple Random Sampling
In the present research work, we have followed simple random sampling technique. The
required sample size has been identified using SRS-simple random sampling. In this technique
there is an equal probability for all the subsets of the frame. Every element holds equal
opportunity to be selected. In addition to the any provided pair has equal chance for selection in
comparison to any other pair. This technique reduces the biasness and helps in simplifying
analysis. Moreover, the difference among the results obtained from individuals within the
defined sample becomes an indicator of variance in the whole population that facilitates in
making it easier to assess the results accuracy.
3.7 Data Source
Primary data has been collected in order to carry out this study. The data has been
gathered by us using questionnaires. Close ended questionnaire method has been taken into
consideration by us. The key point here is that the data collected by us is unique and must not be
accessible unless it is published.
3.8 Sampling Unit
The unit of analysis is individuals.
3.9 Data Collection Method
Methods of data collection refer to the ways through which both primary and secondary
information has been collected for the research completion and selection of the appropriate
method. However, the selection of method varies on the nature of study that is being conducted,
on the data that needs to be gathered, the financial limitations and time that the researcher has
faced while conducting research.

40. Page | 40
 QUESTIONNAIRE FORMATION
Since the questionnaire is chosen to be the instrument for primary data collection, it should be
kept in mind that there are few considerations and requirements by the in-charge of the report to
be kept in mind when making a questionnaire.
3.10 Instrument for Data Collection
Survey has been carried out through questionnaires. Closed-ended questionnaire is
designed based on Likert Scale. The questionnaire included two main sections; first section is
based on background information, however, second section is based on the questions that have
helped in gathering required data. Interview was also held with the top management employees.
3.11 Statistical Technique/Tool
For the analysis of the data gathered, different charts will be formulated on the basis of
data gathered from the questionnaire survey.
3.12 Hypothesis
Our alternate hypothesis is as follows:
H1: Generation Gap exists at workplaces (Allied Bank)
Our null hypothesis is:
HO: Generation Gap does not exist at workplaces (Allied Bank)
3.13 Ethical Considerations
Although there are no identifiable risks in the course for the preparation of this paper, certain
considerations are recognized for anyone participating in the study, directly or indirectly.

41. Page | 41
The considerations are duly noted and are used extensively in the research design stage.
However, certain precautions are observed for the safety and security of anyone directly affected
by the study or the conduct of the research. We are completely conscious of the ethical
consequences implied in this research. Obligation for all processes and ethical consequences
associated with the research remains with the primary researchers. Study was carried on in such a
way that the reliability of the research project was preserved and negative impacts which may
reduce the prospective for succeeding studies are avoided.. The research study is based on an
intellectual issue.
We have been aware of the possible effects that can be harmful in various circumstances
and the method that has been adopted after consulting our supervisor Sir Ali Askari. The
research method was completely justified.
3.14 Reliability
Reliability as to the materials or information used is guaranteed. Reliability as to the results of
the interviews, surveys and other means of obtaining data is also assured since it is us who
personally undertakes these activities. Reliability is a psychological concept that refers to the
consistency of a measure. A test is considered reliable if we get the same result repeatedly. For
example, if a test is designed to measure a trait (such as introversion), then each time the test is
administered to a subject, the results should be approximately the same. Unfortunately, it is
impossible to calculate reliability exactly, but it can be estimated in a number of different ways.
The concept of reliability is not of too much concern supposedly since the research is
somewhat limited in scope without digging into the details of complicated and scientific means.

42. Page | 42
The research does seek to explain a theory out of the methodology results about generational gap
at workplaces since it only provides a bird’s eye view which means it is broad enough. It tells us
what generational gap is and how it is impacting at workplaces. In general, the research is just an
“eye-opener” for us. However, reliability should still be observed to avoid confusion of facts and
misinterpretations of information and data obtained.
3.15 Validity
Essentially, validity entails the question, “does your measurement process, assessment, or
project actually measure what you intend it to measure?” The related topic of reliability
addresses whether repeated measurements or assessments provide a consistent result given the
same initial circumstances. In research, validity has two essential parts: internal and external.
Internal validity includes whether the results of the study (e.g. mean difference between
treatment and control groups) are genuine because of the way the groups were selected, data was
recorded or analysis performed. For example, a study may have poor internal validity if testing
was not performed the same way in treatment and control groups or if confusing variables were
not accounted for in the study design or analysis. External validity, often called
“generalizability”, involves whether the results given by the study are transferable to other
groups (i.e. populations) of interest.
Validity can be correlated and paired with reliability in that both have the same purpose of
confirming the integrity of the research methodologies used as well as the materials and
information obtained and integrated in the research. Validity essentially deals with the
“truthfulness” of the information and the results of interviews, surveys and tests conducted. The
validity of the research can be tested by anyone who has a stake in the study or whose interest in
it forms part of their educational development. The researcher is still obliged to observe the

43. Page | 43
necessary rules in validating all information and data used to prevent undesirable consequences
when the research is eventually reviewed by peers and other interested stakeholders.
3.16 Limitations
The research is done with the need of extensive travel and additional funds, the common
limitations of all forms of research. In addition, the research is conducted only in a particular
community with a representative population deemed sufficient for scientific reliability and
validity. However, the only limitation that would greatly affect the conduct of the research is the
sourcing of participants for the different methodologies in the community. This may not be an
uninteresting process but requires a focus of attention since it can be time-consuming which also
limits the period of completing the research.
Other limitations include:
 Budget for research is not allocated and all expenses will be paid on our own
costs.
 The amount of time to complete this research is limited as we have to submit and
present the data/finding in 12-weeks’ time.
 This will be our first research work so we will be lacking the experience to do the
research.

44. Page | 44
3.17 TIMESCALE
1. Approval of research strategy and topic with supervisor = August
2. Proposal Drafting = August
3. Review and draft of literature = End of August till start of September
4. Approval of formal access to organization for collection of primary data = End of September
5. Administer questionnaire = October
6. Final collection of questionnaire = End of October
7. Data analysis = End of October
8. Final writing of project report = First week of November
9. Report Submission = 16TH November, 2015

45. Page | 45
3.18 Chapter References:
INTRODUCTION:
 Broderick, A. (1998, May/June.). Managing Diversity. Women in Business, 44(3), 13-14.
 Coolidge, S. D. (1999, August. 9). Generations Apart. Christian Science Monitor,
91(177), 11.
 Ruch, W. (2000, April.). How to Keep Gen X Employees From Becoming X-Employees.
Training & Development, 40-43.
VALIDITY:
 Creswell, J. W. (1998). Qualitative inquiry and research design: Choosing among five
designs. Thousand Oaks, CA: Sage.
 Cohen, L. Manion, L. and Morrison, K.R.B. (2007) Research methods in education, 6th
Edition. Routledge.
 Cooper, D.R. and Schindler, P.S. (2006) Business Research Method, 9th Edition. Boston:
McGraw-Hill Irwin.
RELIABILITY
 Edris, T., & Meidan, A. (1990). On the Reliability of Psychographic Research:
Encouraging Signs for Measurement Accuracy and Methodology in Consumer Research.
European Journal of Marketing , 24 (3), pp. 23-41.
 Cherry, K. (no date). What is reliability? About.com Pscyhology online. Retrieved on
February 6, 2013 from
http://psychology.about.com/od/researchmethods/f/reliabilitydef.htm

46. Page | 46
CHAPTER 4
MARKET
RESEARCH AND
ANALYSIS

47. Page | 47
4.1 SWOT ANALYSIS
SWOT analysis is an acronym that stands for Strengths, Weaknesses, Opportunity and Threats.
This is a careful evaluation of an organization’s strengths to avail an opportunity by overcoming
its weaknesses and phasing out all he threats to its survival in order to grow and survive.
4.2.1 Strengths
• This branch is provided with 3 fax machines, more than 7 telephone connections, which make
communication easier with different branches
• The branch is linked through an online network of 755 BRANCHES, thus enabling them to
serve customer in better way.
• This branch is provided with latest computer which increases the speed of computer work.
• The branch is situated in the commercial hub of Rawalpindi. This location provides a
competitive edge to the Branch.
• The branch is situated in commercial area were business activities perform greater as compare
to residential area. Thus it increases the number of customers.
• The Branch has the most experienced and the least experienced staff, which is a good
combination of experienced heads and exuberance of youth.
• The branch is the main branch in the areas, which is another plus point for the Branch.
• It holds the Hundi Accounts, where the payments are made through checks. This process
provides an opportunity to the Branch to have more of the Hundi customers as the Bank
customers.

48. Page | 48
4.2.2 Weaknesses
• The Branch has a good staff combination on the basis of experience, but their training
capabilities are not up to the requirements of the fast changing banking environment.
• The customer’s Long-term contacts are not maintained with customers.
• The technical training of the staff is negligible e.g. in case of the absence of computer there is
no alternate trained personal who can record the daily transactions.
• The organization is very much mechanistic and provides no flexibility to encourage creativity.
• The lower staff is non cooperative as compared the lower staff of other branches.
• The control of manager is not effective.
• The discretionary powers of manger are very low to offer more incentives and value added
services to its customers.
• There is a lack of commitment and professionalism on part of the employees. The staff is
always in a hurry to leave the bank as soon as possible. They were also observed to starting their
operations comparatively late.
• The organizational culture is not cooperative
• Nepotism was observed on part of the manger as well as the top management towards some
staff members.
• The branch has no industrial accounts.
• The level of technology management in the branch is very low. The technology available is not
maintained well mainly because of the lack of technically trained staff. For instance the scanner,
in spite of its availability has not been used for scanning the specimen signature cares.
• In spite of the presence of technology many jobs are done manually such as the letters, drafts
for fax messages and other calculations, which could be easily, done in MS Word and MS Excel.

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• The branch lacks some physical facilities such as clean washrooms which can affect
employee’s performance
• The layout of the branch is such that it is hindering the flow of work on one hand and the
documents are lying exposed which can be easily taken away by any person entering the branch.
4.2.3 Opportunities
• The biggest opportunity for the ABL, Tench Bazaar branch Rawalpindi is the greater number
of Christine customers who get their payments through ABL, Bank Tench Bazaar branch. These
customers can be easily convinced to open their accounts with ABL.
• A considerable portion of the labor force of the area is serving overseas. Their families can be
encouraged to use ABL as channel for remittances.
• The Internet facility in the area provides an opportunity to ABL to get Online.
• The Bank has the basic infrastructure, which can facilitate the online process.
• The location of the ABL, Tench Bazaar branch itself provides an opportunity to ABL to get
more and less cost deposits.
• The group from its survey and analysis of IT companies has found out that there are many
companies which are not satisfied with its current bank, so Tench branch with its superior service
quality and long working hours can capture those customers
4.2.4 Threats
• The biggest threat to the operational success of the branch is the better competitor’s services.
Many private sector banks are offering higher rates of return to customers than Allied Bank of
Pakistan.

50. Page | 50
• Cannibalization of profits is yet another threat to the success of Bank Tench Bazaar branch.
The branch of
Allied Bank is located very close to the Soneri Bank Tench Bazaar branch. All these branches
are taking away each other’s customers.
• One of the biggest to the ABL, Tench Bazaar branch is the increasing rate of dissatisfies
customers. Most of these customers were observed to be dissatisfied with the delays in their
servicing.
• The greatest threats to the performance of ABL, Tench Bazaar branch are the decreasing
morale of employees. They feel that they are not provided with bonuses. They are not given
proper attention to have a say in the annual meetings. The proxy forms are signed on their behalf
without letting them know.
• High-pressure interest groups are developing which poses a constant threat to Allied Bank.
4.2 PEST ANALYSIS
4.3.1 POLITICAL
Pakistan despite all international and public perceptions, today is a functioning democracy and
gradually there is a change in complexion and composition of legislatures with more educated
people and women (27% of National Assembly and17% of Senate) entering into politics.
Similarly it helps in designing best strategies to implement that could support the revival of bank

51. Page | 51
industry. Like in the era of nationalization banks had to suffer as other industries that’s why that
impact is still found in the performance of this industry.
4.3.2 ECONOMICAL
Although banking sector development is important at the early stage of economic growth,
general liberalization presuming a homogeneous bank role may not necessarily promote growth.
The estimated cost structure indicates that state-owned commercial banks are large enough,
while development financial institutions and private banks can expect to obtain cost-saving
advantages by expanding their operations. Since scope economies are significant, portfolio
diversification generally increases bank profits. In addition, privatized banks are the most
efficient, followed by foreign and private banks. Public banks are the least efficient.
4.3.3 SOCIAL
Banks always helped people in improvement of living condition of poor people in various forms
like giving loans to poor for starting business or directly providing them the instruments that
could enhance their living conditions. Similarly Allied Bank always tried to provide the needy
people loans on soft terms and also helped to eradicate unemployment by providing job
opportunities Recent high growth trends coupled with enhanced spending on social and005/2006
has together begun to pay some dividends as evident from the reversal in poverty incidence
trends and social indicators.
4.3.4 TECHNOLOGY
The Banking sector in Pakistan has experienced a rapid transformation. Just about a decade back
this sector was limited to the Sarkari (read nationalized) and co-operative banks. Then came the
multi-national banks, but these were confined to serving an elite few. One could regard the past

52. Page | 52
as the 'medieval ages' in the banking industry, wherein every branch of the same bank acted as an
independent information silo and multi-channel banking (ATMs, Net banking, Tele-banking,
etc.) was almost non-existent.
Today banks have to look much beyond just providing a multi-channel service platform for its
customers. There are other pressing issues that banks need to address in order to chalk-out a
roadmap for the future. Here are the top three concerns in the mind of every bank's CEO. The
customer is interested in how he/she can benefit from the bank and its products. That's why it
becomes necessary for a bank to differentiate its products from the others. Some of the ways in
which differentiation can be introduced are through specialization, new products, and increasing
the added value
4.3 A COMPARATIVE STUDY OF ALLIED BANK OF
PAKISTAN AND MUSLIM COMMERCIAL BANK OF
PAKISTAN
A comparative study is made between the Allied bank Limited and the
Muslim Commercial Bank in pre-privatization period (1980-1991) and the post-
privatization era (1991-2000). Four components are selected to assess the impact of
privatization on both banks and the reliability of components in both eras.
Nonparametric tests, regression and Reliability models are applied to see the
progress within banks and within the nationalization and privatization periods. The
results show that the investment of ABL increased and surpassed the investment of

53. Page | 53
MCB in post-private period. However, the deposits of the MCB enhanced in post-
privatization period as compared to the ABL. The income has no significant impact of
privatization on both the banks. The ABL significantly improved its pre-tax profit as
compared to the MCB.
Table 1: Profitability of ABL and MCB in both periods
Allied Bank Limited Muslim Commercial Bank
Pre-Privatization Post-Privatization Pre-Privatization Post-Privatization
Deposit 90408 497288 195274 956451
Income 9198 58755 31814 23016
Pre-Tax
Profit
337 269456 1595 7444
Investment 32994 569354 66768 388334
The following figures show a comparative analysis of the progress of the
components of both banks in both study periods. The box plots clearly illustrate the
overall evolution of the banks. The efficacy of the MCB in general is has been
increased rapidly after the bank was privatized.
Figure 2,3 Normal Q-Q Plot of pre-privatization of ABL and MCB

54. Page | 54
Figure 4 Box plot of ABL and MCB performance before privatization
Figure 5 Normal Q-Q plot of ABL and MCB performance in post-
privatization era
Figure 6 Box plots of ABL and MCB during post-privatization period

55. Page | 55
Table 6.46 Paired Samples Statistics of pre and post-privatization of indicators and Banks
Mean N Std. Deviation Std. Error Mean
Pair 1 Pre-Privatization 53548.50 8 65478.424 23150.119
Indicators 2.50 8 1.195 .423
Pair 2 Post-Privatization 346262.25 8 328312.702 116076.069
Indicators 2.50 8 1.195 .423
Pair 3 Pre-Privatization 53548.50 8 65478.424 23150.119
Bank 1.50 8 .535 .189
Pair 4 Post-Privatization 346262.25 8 328312.702 116076.069
Bank 1.50 8 .535 .189
Pair 5 Pre-Privatization 53548.50 8 65478.424 23150.119
Post-Privatization 346262.25 8 328312.702 116076.069
Table 6.47 Paired Samples Correlations of Indicators and Banks
Correlation Sig.N
Pair 1 Pre-Privatization & Indicators 8 -.545 .163
Pair 2 Post-Privatization & Indicators 8 -.235 .575
Pair 3 Pre-Privatization & Bank 8 .332 .422
Pair 4 Post-Privatization & Bank 8 -.008 .985
Pair 5 Pre-Privatization & Post-
Privatization
8 .860 .006
Table 6.48 Paired Samples Test Indicators and Banks in pre and post-privatization periods
Paired Differences
95% Confidence
Interval of the
Difference
Mean Std.
Deviation
Std.
Er
ror Mean
Lower Upper t df
Sig.
(2-
tailed
)
53546.000 65479.075 23150.349 -1195.877 108287.87
7
2.313 7 .054Pair 1 Pre-Privatization -
Indicators
Pair 2 Post-Privatization -
Indicators
346259.750 328312.983 116076.168 71783.227 620736.27
3
2.983 7 .020
Pair 3 Pre-Privatization – Bank 53547.000 65478.247 23150.056 -1194.184 108288.18
4
2.313 7 .054
Pair 4 Post-Privatization – Bank 346260.750 328312.706 116076.070 71784.459 620737.04
1
2.983 7 .020
Pair 5 Pre-Privatization - Post-
Privatization
-292713.750 274009.993 96877.162 -
521791.837
-63635.663 -3.021 7 .019

56. Page | 56
Mean Minimum Maximum Range
Maximum /
Minimum Variance
N of
Items
Item Means 99953.688 1.500 346262.250 346260.750 230841.50 2.760E10 4
Item Variances 2.802E10 .286 1.078E11 1.078E11 3.773E11 2.832E21 4
Inter-Item
Correlations
.067 -.545 .860 1.405 -1.580 .214 4
Table 5.54 Scale Statistics of ABL and MCB
Mean Variance Std. Deviation N of Items
399814.75 1.491E11 386097.893 4
Table 5.5 Analysis of Variance for ABL and MCB in both periods
Sum of Squares df Mean Square F Sig
Between People 2.609E11 7 3.727E10
6.624E11 3 2.208E11 8.855 .001Within People Between Items
Residual 5.237E11 21 2.494E10
Total 1.186E12 24 4.942E10
1.447E12 31 4.668E10Total
Grand Mean = 99953.69
Figure 6.22 Box Plots of Pre and Post-Privatization Indictors of ABL and MCB on next page

57. Page | 57
Figure 6.23 Comparison of performance of Banks in both periods
4.4 CONCLUSION
A comparative analysis was conducted by taking two banks i.e. Allied Bank Limited
and Muslim Commercial Bank into consideration. The focus was given on the impact
assessment of privatization on both banks during the period mentioned in the research

58. Page | 58
from 1980 to 2000. The results obtained were mixed. The indicators analyzed individually
at first instance to examine their validity, reliability, efficacy and growth in both the
periods of nationalization and privatization. Thereafter, the components of the bank
performance were compared from bank to bank and era to era. In the end the overall
progress of two banks were taken and measured their stability, reliability, development
and efficacy in both, pre-privatization and post-privatization periods. The analysis is
concluded as under:
Both the banks i.e. Allied Bank and The Muslim Commercial Bank had their own
competitive environment before the privatization. The banks improved regularly the
deposits, investment, pre-tax profit and assets. The government of Pakistan from the
year 1991 took measures to raise capital and bring the financial institutions into an
open environment of competency. In wake of financial reforms, the privatization program
was launched which proved to be landmark in the development of economy of Pakistan in
1990s.
Some indicators like employment rate and the income were progressing slowly and
remained unchanged even after the privatization process. That is to say that the
privatization process brought about no impact on some of the components of banking
development. Reason behind this lacking may be the policy reforms in financial matters
by the frequently changing governments and legal obligations of the privatization process.
The Allied Bank Limited showed a slow progress as compared to the Muslim

59. Page | 59
Commercial Bank throughout the privatization period. The reasons explored are the
transfer of the bank from pre-nationalization to the nationalization without taking in
account of the capital dividends on certain vivid policy measures. The other reason found
that the bank shares were sold to its own employees and the employees despite of
showing honest struggle could not achieved the high targets as compared to the Muslim
Commercial bank, which was sold to group of companies. It was only in 2004 that the
shares of the ABL were relocated to a group of companies.
The progress of the Muslim Commercial Bank was satisfactory even in the pre-
privatization era. Therefore, overall development in the indicators under study
remained satisfactory after the privatization act. The performance increased not in the
technical efficacy but in technological incursion in the environment of competition
client satisfaction. The sampled banks were privatized during 1996-1999 and were
compared in terms of their performance before and after their privatization.
The time series model is applied in order to examine the sequential trend of
privatization before and after the task was accomplished. The plot of the model shows
that the deposits and investment declined before privatization whereas less or more the
pre-tax profit, income and expenditure remained persistently in growth throughout the
pre-privatization period. On the contrary, in the post-privatization era, the deposits and
investment jerked to high level.

60. Page | 60
4.4 ResearchAnalysis:
Answer 1:
The total number of respondents was 75 out of which 64% of them were male and 36% of them
were female. The method that we used for sampling was non-probability random sampling,
which allowed us to randomly pick the respondent without any restrictions.
36%
64%
Gender
Female
Male

61. Page | 61
Answer 2:
The total numbers of respondents for the questionnaire were 75. To be able to better interpret the
results, we have divided the age groups for our questionnaire into three brackets which are from
20 to 35, 36 to 50 and 51 to 70 years.
The number of respondents that filled the questionnaire from the age bracket of 20 to 35 was i-e,
56%, from 36 to 50 the percentage was 32% and from 51 to 70 the percentage was 12%. High
percentage in the 20 to 35 age bracket, which is 56%, is observed because most of the employees
in the bank are from that age group. However, there are employees who belong to the age group
of 36 to 50. In addition to that, the age group of 51 to 70 had the least number of respondents
because the employees of this age group are mostly of higher designations.
56%32%
12%
Age Groups
20-35
36-50
51-70

62. Page | 62
Answer 3:
The total number of respondents was 75, amongst which 28% had studied till intermediate. The
major chunk which is 40% had done their bachelors, 24% of the respondents had studied till
masters and 8% of the respondents marked their education as others.
28%
40%
24%
8%
Education
Intermediate
Bachelors
Masters
Others

63. Page | 63
Answer 5
Out of the total respondents, 72% claimed that Generation Gap does exist at their workplace.
16% claimed that there is no such thing as Generation gap at their workplace, whereas 12% of
the total respondents said they don’t know whether there exists generational gap at their
workplace or not.
72%
16%
12%
Generation Gap exists at workplace?
Yes
No
Don't know

64. Page | 64
Answer 6:
When asked what they think are the main reasons behind disputes amongst generations, 48% of
the respondents ranked Intolerance as the most important reason behind generational disputes at
workplace. 22% of the respondents said that the main reason behind generation gap which leads
to disputes and conflicts at workplace is due to difference in perspectives amongst employees of
different age groups. Lack of respect for others was considered the main reason behind disputes
amongst generations at workplace by 18% of the respondents.12% of the respondents thought the
main reason behind disputes amongst different generations at workplace is acceptance vs. non
acceptance of rules, as it is believed that the new generation cares less about rules and
regulations as compared to the baby.
18%
48%
22%
12%
Main Reason for Disputes Amongst
Generations
Lack of Respect for others
Intolerance
Difference in Perspectives
Acceptance/Non Acceptance of
Rules

65. Page | 65
Answer 7:
When asked about do they think Decision making is among the main Conflicts and tensions
amongst generations at workplace, 72% of the respondents answered with a yes as they do
believe that generational disputes arise due to the different power of different generations
(depending upon their authority and designations). Members from Generation X and Generation
Y having low tolerance level feel that they are being controlled when they don’t have authority
to take decisions for themselves. This arises tensions and can lead to conflicts as well. 20% of
the respondents responded negatively and justified their answers with saying that decision
making has nothing to do with age group the person belongs to and completely resides with the
authority the designation given to an individual. The percentage that said they are unaware of
whether decision making is a conflict amongst different generations at workplace or not was 8%.
72%
20%
8%
Main conflicts and tensions amongst
Generations
1. Decision Making
Yes
No
Don't Know

66. Page | 66
Answer 7:
When asked about do they think Communication is among the main Conflicts and tensions
amongst generations at workplace, 76% of the respondents answered with a yes as they do
believe that generational disputes arise due to the Communication Gap. Communication Gap was
considered to be minimal between the ay Boomers and Generation X but a huge Communication
Gap exists between Generation Y and baby Boomers due to their different styles of
Communicating. This gap in communication leads to tensions and conflicts amongst different
generations at workplace. Though majority of respondents answered the question with a Yes,
16% of the respondents believed that Communication gap has nothing to do with age group the
person belongs to and completely depends upon individuality. The percentage that said they are
unaware of whether decision making is a conflict amongst different generations at workplace or
not was 8%.
76%
16%
8%
Main conflicts and tensions amongst
Generations
2. Communication
Yes
No
Don't Know

67. Page | 67
Answer 7:
When asked about do they think Difference in working styles is among the main Conflicts and
tensions amongst generations at workplace, 64 % of the respondents answered with a yes as they
do believe that generational disputes arise due to the different working styles of different
generations. The Baby Boomers are very professional and give their full determination to the
work whereas the members of Generation X are more inclined towards their families as they
have comparatively younger kids so their energy is not fully devoted towards professional life.
Talking about Generation Y employees, they want ore work life balance and are seemingly less
professional. This difference in working styles leads sometimes to conflicts and tensions
amongst generations at workplace. 32% of the respondents responded negatively and said that
working style has nothing to do with age group the person belongs to and should not be
considered as a conflict or tension amongst generations at workplace. The percentage that said
64%
32%
4%
Main Conflicts and Tensions Amongst
Generations
3. Different Working Styles
Yes
No
Don't Know

68. Page | 68
they are unaware of whether difference in working style is a conflict amongst different
generations at workplace or not was 4%.
Answer7:
When asked about do they think Attitude is among the main Conflicts and tensions amongst
generations at workplace, 84% of the respondents answered with a yes as they do believe that
generational disputes arise due to the difference in attitudes of different generations. This arises
tensions and can lead to conflicts as well. 12% of the respondents said attitude has nothing to do
with age group the person belongs to. The percentage that said they are unaware of whether
attitude is a conflict amongst different generations at workplace or not was 8%.
84%
12%
4%
Main Conflicts and Tensions Amongst
Generations
4. Attitude
Yes
No
Don't Know

69. Page | 69
Answer 7:
When asked about do they think Work Ethics is among the main Conflicts and tensions amongst
generations at workplace, 64% of the respondents answered with a yes as they do believe that
generational disputes arise due to the different power of different generations. The Baby
Boomers are believed to have strong work ethics as compared to Generation X and Generation
Y. 20% of the respondents responded negatively and said work ethics has nothing to do with age
group the person belongs to and it should be taken on individual basis. The percentage that said
they are unaware of whether ethics at work is a conflict amongst different generations at
workplace or not was 8%.
64%
28%
8%
Main Conflicts and Tensions Amongst
Generations
5. Work Ethics
Yes
No
Don't Know

70. Page | 70
Answer 8:
Baby Boomers (born 1946-1964)
Employees from each generation were asked to give their views about characteristics of their
generations. When asked about accepting new ideas, majority of respondents disagreed. When
asked about Loyalty to workplace, this generation according to respondents is the most loyal one.
They tend to be more devoted and dedicated to their workplace than any other generation.
3
4
8
6
4
6
5
1
3
5
0
1
2
3
4
5
6
7
8
9
accept new ideas flexibility loyalty to
workplace
accept new
challenges
adapt
technological
changes
Yes
No

71. Page | 71
Answer: 8
Generation X (born 1965-1980)
When Generation Y employees were asked about accepting new ideas, majority of respondents
agreed. When asked about Loyalty to workplace, the number of respondents who were positive
was high. This generation also accepts new challenges and can adapt to technological changes
easily.
18
12
21
13
15
6
12
3
11
9
0
5
10
15
20
25
acept new ideas flexibility loyalty to
workplace
accept new
challenges
adapt
technological
changes
Yes
No

72. Page | 72
Answer : 8
Generation Y (born 1981-2000)
When Generation Y employees were asked about these characteristics, the results show that
these employees are more open to technological changes and excepting new ideas. Loyalty to the
workplace is least as these respondents are in a continuous quest of getting higher salaries, so
they don’t bother leaving their organization for a better package.
36
21
13
6
37
6
21
29
16
5
0
5
10
15
20
25
30
35
40
acept new ideas flexibility loyalty to
workplace
accept new
challenges
adapt
technological
changes
Yes
No

73. Page | 73
Answer 9:
Baby Boomers (born 1946-1964)
When asked about the motivational factors related to work, the ratings given to retirement plan
by majority of the Baby Boomers was highest, which means that retirement plan is the most
important thing for this generation. Salary was given rating of 4 by the respondents, which eans
salary at this age matters a lot. Benefits were rated at 3, Personal recognition at fourth. Training
according to them was the least important factor as employees at this age are already having
great experience.
4
2
1
5
3
0
1
2
3
4
5
6
Salary Personal
Recognition
Training Retirement Plan Benefits

74. Page | 74
Answer 9:
Generation X (born 1965-1980)
When asked about the motivational factors related to work, the ratings given to Salary by
majority of Generation Y employees was highest, which means that Salary is the most important
thing for this generation. Benefits were given rating of 4 by the respondents, which means
Benefits at this age matter a lot. Personal Recognition was rated at 3, Training at fourth.
Retirement Plan according to them was the least important factor as employees at this age are not
much concerned about retirement.
5
3
2
1
4
0
1
2
3
4
5
6
Salary Personal
Recognition
Training Retirement Plan Benefits

75. Page | 75
Answer 9:
Generation Y (born 1981-2000)
When asked about the motivational factors related to work, the ratings given to Salary by majority of
Generation Y employees was highest, which means that Salary is the most important thing for this generation.
Personal Recognition was given rating of 4 by the respondents, which means Personal recognition is very
important for this generation. Training was rated at 3, as it is also very significant for the employees to learn
new things in this ever changing business world. Benefits were ranked at 2.Retirement Plan according to them
was the least important factor as employees at this age are not even thinking about retirement. Answer 10:
Answer: 10
5
4
3
1
2
0
1
2
3
4
5
6
Salary Personal
Recognition
Training Retirement Plan Benefits

76. Page | 76
Out of the total respondents, 60 % considered that Generation Gap is a major social problem where as 36% of
total respondents said that they do not consider Generation Gap as a social problem. 4% of the total
respondents said they don’t know whether Generational Gap is a social problem or not.
60%
36%
4%
Generation Gap is a Major Social Problem?
Yes
No
Don't Know

77. Page | 77
Answer 11:
When asked about whether Generation Gap can be diminished/ lessened or lowered, 56% of the total
respondents said yes whereas 36% of them responded in negative. 8% respondents were not sure.
56%
36%
8%
Can Generation Gap be
Diminished/Lessened/Lowered?
Yes
No
Don't Know

78. Page | 78
Answer 12:
When asked about what steps can be taken to diminish/lessen/lower Generation Gap at workplace 50% of the
respondents voted in favor of Social events. They feel that if Social Events are organized it can help
employees to interact in informal gatherings and this can aid in minimizing the Communication gap which is
present among generations at workplace. 19% of respondents said that generation gap can be eliminated to
some extent by giving training to the employees at workplace about the matter.31% respondents said that
when issues arise due to generation gap the best way to resolve them is discussion. Partied involved in dispute
or tension should be sat together and the matter should be discussed, this they believe can help in diminishing
Generation Gap at workplace to some extent.
50%
19%
31%
Steps that can be used to
Diminsh/Lessen/Lowergeneration Gap
Social Events
Training
Discussion

79. Page | 79
4.6 Chapter References
SWOT ANALYSIS:
 Fare, R., S. Grosskopf and W.L. Weber. 2004. The Effect of Risk Based Capital
Requirements on Profit Efficiency in Banking. Applied Economics. 36: 1731-43.
 Ahmed, T. and N. Bebe. 2007. Role of Commercial Banks in the Economic Development
of Pakistan. Proceedings of the Bangkok Conference 2007: Issues in Global Research in
Business and Economics. December 27-29, 2007, Bangkok, Thailand.
 Alam, Quamrul, A.M. (1989): “Privatization Policy and the
Problem of Industrial Development in Bangladesh”, Journal of
South Asian Studies, December.
 Ayadi, O.F., A.O. Adebayo and E. Omolehinwa. 1998. Bank Performance
 Measurement in a Developing Economy: An Application of Data Envelopment Analysis.
Managerial Finance. Vol. 24. No.7. pp. 5-16
 Baig, S.A. 1999. Banking System in Pakistan (Part – I).
Finance and Markets. Available at
http://www.pakistaneconomist.com/issue1999/issue49/f&m.htm (verified 24 Nov. 2006)
PEST ANALYSIS:
 Beck, J., R. Cull and A. Jerome. 2005. Bank Privatization and Performance Empirical
Evidence from Nigeria. World Bank Policy Research Working Paper 3511.
 Allen, L. and A. Rai. 1996. Operational efficiency in Banking: An international
Comparison. Journal of Banking and Finance 20: 655-72.
 Grigorian, D.A and V. Manole. 2002. Determinants of Commercial Bank Performance in
Transition: An Application of Data Envelopment Analysis. World Bank Policy Research
working Paper 2850.

80. Page | 80
 Elyasiani, E. and S.M. Mehdian. 1990. A Nonparametric Approach to
Measurement of Efficiency and Technological Change: The Case of Large U.S.
Commercial Banks. Journal of Financial Services Research. pp-157-68.
 Burki, A.A. and G.S.K. Niazi. 2003. The Effects of Privatization. Competition and
Regulation on Banking Efficiency in Pakistan, 1991-2000. CRC Conference on:
Regulatory Impact Assessment: Strengthening Regulation Policy and Practice. Chancellors
Conference Centre, 26-27 November, University of Manchester, UK.
 Carter, D.A. and J.E. MeNulty. 2005. Deregulation, Technological Change and The
Business – Lending Performance of Large and Small Banks. Journal Banking and Finance
20: II 13-30.
 Government of Pakistan 2001. Pakistan Economic Survey 2000-01, Economic
Advisor’swing, Finance Division, Islamabad.
 Cooper, W.W. and L.M. Seiford and J. Zhu. 2004. Data Envelopment Analysis History, Models
and Interpretations.P. 1-39 In: Cooper, W.W., L.M. Seiford and J. Zhu (ed.). 2004 Handbook on
Data Envelopment Analysis. Kluwer Academic Publishers. Boston. USA.
COMPARATIVE ANALYSIS OF ABL AND MCB:
 Demirguc-Kunt, A and H. Huizinga. 2004. Financial Structure and Bank Profitability. Pp
243-61. In Demirguc-Kunt, A and R. Levine (ed.) Financial Structure and Economic
Growth A Cross Country Comparison of Banks. Markets and Development. Pearson
Education. Delhi. India.
 Fare, R.S., S. Grosskopf and J. Logan. 1985b. The Relative Performance of Publicly
Owned and Privately Owned Electric Utilities. Journal of Public Economics. 26.89-106.
 Akhtar, M.A. 2002. X-efficiency Analysis of Commercial Banks in Pakistan: A
Preliminary Investigation. The Pakistan Development Review. Vol.41. No.4 pp. 567-80.
 Galagedera, D. U. A. and P. Edirisuriya. 2004. Performance of Indian Commercial

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Banks (1995-2002): An Application of Data Envelopment Analysis and Malmquist
 Charnes, A., W.W. Cooper and E. Rhodes. 1978. “Measuring the Efficiency of Decision
Making Units”, European Journal of Operational Research. 2:429-44.
 Goldsmith, R.W., 1969 Financial Structure and Development. New Haven, CT: Yale University,
Press.
CONCLUSION:
 Fatima, M. 2006. How Autonomous Can a Central Bank be? May 13. Special
Supplement Asia Finance Conferences, Daily Dawn, Lahore.
 Government of Pakistan 2002, Pakistan Economic Survey 2001-02, Advisor’s wing, Finance
Division, Islamabad. Government of Pakistan 2003, Pakistan Economic Survey 2002-03,
Advisor’s wing, Finance Division, Islamabad Government of Pakistan 2004, Pakistan
Economic Survey 2003-04, Advisor’s wing, Finance Division, Islamabad Government of
Pakistan 2006, Pakistan Economic Survey 2005-06, Advisor’s wing, Finance Division,
Islamabad Government of Pakistan 2007, Pakistan Economic Survey 2006-07, Advisor’s
wing, Finance Division, Islamabad Grabowski, R.N. Rangan and R. Rezvanian, 1993.
Organizational forms in Banking: An Empirical Investigation of Cost Efficiency. Journal of
Banking and Finance, 17:531-8.
 Al-Faraj, T.N., A.S. Alidi and K.A Bu-Bshait. 1993. Evaluation of Bank Branches by
Means of Data Envelopment Analysis. International Journal of Operations & Production
Management, Vol.13 No.9. pp. 45-52
 Burki, A.A. and G.S.K. Niazi. 2006. Impact of Financial Reforms on Efficiency of State-
owned, Private and Foreign Banks in Pakistan. Centre for Management of Economic
Research (CMER) working paper No. 06-49. Lahore University of Management Sciences,
Lahore, Pakistan.

82. Page | 82
CHAPTER 5:
FINANCIAL ANALYSIS

83. Page | 83
Unconsolidated Statement of
Financial Position
as at December 31, 2014
December 31,
2014
December
31, 2013
December
31, 2012
Note December
31, 2014
December
31, 2013
December
31, 2012
US $ in ‘000
ASSETS
Rupeesin ‘000
Restated Restated
424,147 411,600 346,356 Cash and balances with treasury banks 6 44,673,079 43,351,653 36,479,758
10,465 9,773 15,942 Balances with other banks 7 1,102,231 1,029,286 1,679,085
118,314 101,789 12,929 Lendingsto financial institutions 8 12,461,403 10,720,935 1,361,754
3,450,087 2,538,850 1,858,010 Investments 9 363,378,998 267,403,346 195,694,122
2,535,031 2,573,798 2,320,763 Advances 10 267,001,028 271,084,275 244,433,474
209,672 188,666 171,726 Operating fixed assets 11 22,083,612 19,871,173 18,087,011
- - 6,154 Deferred tax assets 12 - - 648,210
223,078 192,214 166,501 Other assets 13 23,495,595 20,244,863 17,536,665
6,970,794 6,016,690 4,898,381 734,195,946 633,705,531 515,920,079
LIABILITIES
46,320 58,895 38,123 Bills payable 15 4,878,594 6,203,051 4,015,317
312,865 369,488 474,658 Borrowings 16 32,952,406 38,916,192 49,993,200
5,776,540 4,886,864 3,793,622 Deposits and other accounts 17 608,411,670 514,707,055 399,561,676
40,277 52,128 52,149 Sub-ordinated loans 18 4,242,200 5,490,400 5,492,600
- - - Liabilities against assets subject to finance lease - - -
17,170 6,528 - Deferred tax liabilities 12 1,808,405 687,606 -
149,107 148,713 126,512 Other liabilities 19 15,704,648 15,663,183 13,324,899
6,342,279
4,485,064
413,317
NET ASSETS
667,997,923
66,198,023
581,667,487
52,038,044
472,387,692
43,532,387

84. Page | 84
INTERPRETATION:
In the above financial statement of Allied Bank Limited, we can see that the assets of the bank are
more than its liabilities which means that the bank is in stable position. Financial position of a firm
shows where the company stands. In the case of allied bank, we can see that the value of net assets
have increased over the years. Net assets mean total assets minus total liabilities.

85. Page | 85
Unconsolidated Profit and Loss Account for the year ended December 31, 2014
December 31,
2014
December
31, 2013
Note December
31, 2014
December
31, 2013
US $ in ‘000 Rupees in ‘000
Restated
514,804
309,063
205,741
470,001
295,673
174,328
Mark-up / return / interestearned
Mark-up / return / interest
expensed
Net mark-up / interestincome
24 54,221,577
25 32,551,922
21,669,655
49,502,633
31,141,686
18,360,947
6,186 12,095 Provision againstnon-performing loans and advances 10.4 651,481 1,273,901
(Reversal) / provision for diminution in the value of
(822) (5,918) investments - net 9.3 (86,538) (623,341)
- - Bad debts written off directly 10.5 - -
5,364
200,377
6,177
168,151 Net mark-up / interestincome after
provisions
564,943
21,104,712
650,560
17,710,387
NON MARK-UP / INTEREST INCOME
29,237 24,402 Fee, commission and brokerage income 26 3,079,338 2,570,107
32,291 80,069 Dividend income 3,401,019 8,433,249
5,999 5,682 Income from dealing in foreign currencies 631,858 598,480
11,828 18,228 Gain on sale of securities 27 1,245,773 1,919,869
Unrealized loss on revaluation of investments classified as
(18) - held for trading - net 9.11 (1,907) -
11,841 2,581 Other income 28 1,247,098 271,890
91,178
291,555
130,962 Total non-markup / interest
income
299,113
9,603,179
30,707,891
13,793,595
31,503,982
NON MARK-UP / INTEREST EXPENSES
147,263 138,441 Administrative expenses 29 15,510,463 14,581,255
456 3,251 Provision againstother assets 13.2 48,000 342,384
142 3,508 Provision againstoff-balance sheet obligations - net 19.1 14,955 369,480
2,803 3,014 Workers welfare fund 31 295,218 317,408
744 550 Other charges 30 78,358 57,959
151,408
-
140,147
148,764
-
150,349
Total non-markup / interest
expenses Extra-ordinary / unusual
items PROFIT BEFORE TAXATION
Taxation
15,946,994
-
14,760,897
15,668,486
-
15,835,496
38,733 35,545 Current 4,079,460 3,743,788
(38,791) - Prior years (4,085,622) -
1,174 4,280 Deferred 123,699 450,750
1,116
139,031
39,825
110,524 PROFIT AFTER TAXATION
32 117,537
14,643,360
4,194,538
11,640,958
224,901 194,134 Unappropriated profitbroughtforward 23,687,566 20,447,086
508 295 Transfer fromsurplus on revaluation of fixed assets - netof tax 53,471 31,028
225,409
364,440
194,429
304,953 PROFIT AVAILABLE FOR
APPROPRIATION
INTERPRETATION: The profit
and loss account of allied bank
shows a profit for the year 2014.
23,741,037
38,384,397
20,478,114
32,119,072

86. Page | 86
Unconsolidated Statement of Cash Flow for the year ended December 31, 2014
December 31,
2014
December
31, 2013
Note December
31, 2014
December
31, 2013
US $ in ‘000
CASH FLOW FROM OPERATING ACTIVITIES
Rupees in ‘000
Restated
140,147
(32,291)
107,856
150,349
(80,069)
70,280
Profitbefore taxation
Less: Dividend
income
Adjustments for non-cash
items:
14,760,897
(3,401,019)
11,359,878
15,835,496
(8,433,249)
7,402,247
16,114 11,791 Depreciation / amortization 1,697,245 1,241,870
6,185 12,095 Provision againstnon-performing loans,advances and
general provision –net 651,481 1,273,901
(822) (5,918) Reversal for diminution in the value of investments - net (86,538) (623,341)
18 - Unrealized loss on revaluation of held for trading securities 1,907 -
142 3,508 Provision againstoff balance sheet obligations - net 14,955 369,480
456 3,251 Provision againstother assets - net 48,000 342,384
322 - Operating fixed assets written off 33,959 -
2,803 3,014 Provision for Workers’ Welfare Fund 295,218 317,408
(260) (264) Gain on sale of fixed assets (27,363) (27,850)
24,958
132,814
27,477
97,757
(Increase) / Decrease in operating
assets
2,628,864
13,988,742
2,893,852
10,296,099
(16,524) (88,860) Lendings to financial institutions (1,740,468) (9,359,181)
(28,325) - Net realizations in ‘held for trading’ securities (2,983,343) -
32,583 (265,130) Advances –net 3,431,766 (27,924,702)
(1,485) 7,260 Other assets (excluding advance taxation) - net (156,385) 764,698
(13,751) (346,730) (1,448,430) (36,519,185)
Increase / (Decrease) in operating liabilities
(12,575) 20,771 Bills payable (1,324,457) 2,187,734
(56,623) (104,848) Borrowings fromfinancial institutions (5,963,786) (11,043,116)
889,675 1,093,243 Deposits and other accounts 93,704,615 115,145,379
3,825 15,431 Other liabilities 402,879 1,625,275
824,302
943,365
(28,740)
914,625
1,024,597
775,624
(58,992)
716,632
Income tax paid - net
Net cash flow generated from operating
activities
86,819,251
99,359,563
(3,027,063)
96,332,500
107,915,272
81,692,186
(6,213,290)
75,478,896
CASH FLOW FROM INVESTING ACTIVITIES
(813,604) (657,545) Net investments in ‘available-for-sale’ securities (85,692,505) (69,255,704)
(22,559) 9,010 Net investments in ‘held-to-maturity’ securities (2,376,057) 948,958
37,575 81,321 Dividend income received 3,957,572 8,565,057
(37,531) (29,825) Investments in operating fixed assets (3,952,984) (3,141,314)
671 276 Proceeds from sale of fixed assets 70,663 29,097
(835,448) (596,763) Net cash used in investing activities (87,993,311) (62,853,906)
CASH FLOW FROM FINANCING ACTIVITIES
(11,851) (21) Repayment of sub-ordinated loan (1,248,200) (2,200)
(54,794) (60,546) Dividends paid (5,771,161) (6,377,000)
(66,645)
708
13,240
420,039
1,334
(60,567)
97
59,399
360,259
1,716
Net cash used in financing activities
Effect of translation of netinvestment in foreign
branch Increase in cash and cash equivalents
during the year Cash and cash equivalents at
beginning ofthe year
Effect of exchange
rate changes on opening cash and cash equivalents
434,613 421,374 CASH AND CASH EQUIVALENTS AT END OF THE YEAR 34 45,775,310 44,380,939

87. Page | 87
INTERPRETATION:
In the above cash flow of Allied Bank for the year 2014, we have seen that the financers have recorded
activities that have been performed by the bank in financing and operating sections. As cash flow only records
the transactions that have been performed in terms of cash only, we can see that at the end of the year there is
a positive cash flow which is indicating a surplus amount.

88. Page | 88
Financials (2014)
Income Statement
Rs in million
Net Interest
Income Provisions
NII after Provisions
Non Interest
Income Total
Income
Non Interest
Expense Profit
before Tax
Tax
Profit after Tax
Balance Sheet
Rs in million
Cash
Interbank
Lendings
Investments
Advances
Other Assets
Oper Fixed
Assets Total
Assets
Bills Payable
Borrowing from
F.I. Deposits
Sub-ord. Loans
Other Liabilities
Def tax
Liabilities Total
Liabilities Net
Assets Paidup
Capital
Retained Earnings
Ratios Analysis
EPS (Rs)
EPS Growth
(%) Book Value
(Rs) DPS (Rs)
PER (x)
PBV (x)
ROE (%)
Dividend yield
(%) ROA (%)
ADR (%)
IDR (%)
NII growth (pre-provision)
(%) Non int. exp. growth (%)
Advances growth (%)
Deposits growth (%)
Investments growth (%)
NPL/Gross Advances (%)
CY11A
18,700
4,498
14,202
5,958
20,160
9,624
10,536
3,414
7,122
CY11A
26,436
29,403
94,789
237,344
17,955
12,447
418,374
3,162
39,819
328,875
5,497
11,059
2
388,414
29,960
7,110
18,781
25,891
2,801
1,268
29,960
CY11A
9.11
71.3
38.31
4.00
5.7
1.4
23.8
7.7
1.7
76.0
28.8
33.5
43.5
11.4
10.6
14.7
6.5
17.3
CY12E
22,142
4,894
17,248
6,480
23,728
10,635
13,093
4,583
8,511
CY12E
41,534
25,684
110,131
261,423
20,042
13,422
472,235
3,387
48,916
367,102
5,497
11,013
-
435,915
36,320
7,821
24,163
31,984
2,941
1,394
36,320
CY12F
10.88
19.5
46.44
4.00
4.8
1.1
23.4
7.7
2.0
75.6
30.0
18.4
8.8
10.1
11.6
16.2
6.3
19.5
CY13F
26,042
3,629
22,412
7,066
29,479
14,324
15,155
5,304
9,851
CY13F
52,466
29,212
122,344
291,365
22,265
14,549
532,200
3,628
60,091
407,812
5,497
12,234
-
489,263
42,938
7,821
30,495
38,316
3,088
1,534
42,938
CY13F
12.60
15.7
54.90
4.50
4.1
1.0
22.9
8.6
2.1
75.8
30.0
17.6
9.0
11.5
11.1
11.1
6.4
15.7
CY14F
30,415
4,086
26,329
8,220
34,549
16,646
17,903
6,266
11,637
CY14F
72,416
29,370
136,238
324,187
24,793
15,311
602,315
3,886
73,820
454,125
5,497
13,624
-
550,952
51,363
7,821
38,612
46,433
3,243
1,687
51,363
CY14F
14.88
18.1
65.67
4.50
3.5
0.8
22.7
8.6
2.2
75.7
30.0
16.8
16.3
11.3
11.4
11.4
6.4
18.1

89. Page | 89
5.7 INTERPRETATION:
INTERPRETATION OF INCOME STATEMENT:
In the above income statement, the profit of 2014 is highest as compared t other years which is a
good indication for the company.
INTERPRETATION OF BALANCE SHEET:
In the above balance sheet of allied bank, the cash and investment percentage for the previous
years have not been changing prominently, but we can see a prominent change in retained
earnings. Every year, the retained earnings are increasing at a good pace.
INTERPRETATION OF RATIO ANALYSIS:
Ratio Analysis is a form of Financial Statement Analysis that is used to obtain a quick indication
of a firm's financial performance in several key areas. Here we can see that there are positive
changes in the ratios over the years.
5.8 PROJECT COST ESTIMATION
ACTIVITIES COST
1) PROPOSAL PRINTING Rs. 80/=
2) PRINTING FOR REGULAR VISITS Rs. 100/= per visit
3) TRAVEL EXPENSES Rs. 500/=
4) QUESTIONNAIRES PRINT Rs. 2000/=
5) FINAL REPORT PRINT Rs. 825/=
6) BINDING OF THE REPORT Rs. 500/=

90. Page | 90
5.9 Chapter References:
FINANCIALS:
 ABL Annual Report2014
 ABL Annual Report2013
 ABL detail report We Financial services

91. Page | 91
CHAPTER 6:
ORGANIZATION
AND
MANAGEMENT

92. Page | 92
6.1 Company Information
Board of Directors
Mohammad Naeem Mukhtar
Sheikh Mukhtar Ahmad
Muhammad Waseem Mukhtar
Abdul Aziz Khan
Mubashir A. Akhtar
Pervaiz Iqbal Butt
A. Akbar Sharifzada
Sheikh Jalees Ahmed
Tariq Mahmood
Audit Committee of the Board
Mubashir A. Akhtar (Chairman) Pervaiz Iqbal Butt
A. Akbar Sharifzada
Human Resource & Remuneration Committee
Abdul Aziz Khan (Chairman) Muhammad Waseem Mukhtar
Pervaiz Iqbal Butt
Tariq Mahmood
Company Secretary
Muhammad Raffat
Auditors
Ernst & Young Ford Rhodes Sidat Hyder Chartered Accountants

93. Page | 93
Legal Adviser
Haidermota & Co. Barrister-at-Law & Corporate Counselors
Shares Registrar
Technology Trade (Pvt.) Limited
Registered& Head Office
3 Tipu Block New Garden Town Lahore - Pakistan (9242) 35880043 Postal Code 54000
Website & Email
www.abl.com info@abl.com
U.A.N Number
(+92 42) 111-110-110
6.2 BOARD OF DIRECTORS PROFILE
 Mohammad Naeem Mukhtar Chairman / Non Executive Sponsor Director
He is Chairman of the Board of Allied Bank since 2004. He has done his MBA from Cardiff
Business School U.K., Post Graduate diploma in Textiles from U.K. and Chartered Textile
Engineering (CText ATI) from The Textile Institute in Manchester U.K. He has 28 years of
experience of finance and industry. Besides Chairman of Board of Directors of Allied Bank, he
is also Chief Executive Officer of M/s Ibrahim Fibres Limited, Director of M/s Ibrahim Agencies
(Pvt.) Limited and Member Board of Governors of National Management Foundation, the parent
body of Lahore University of Management Sciences (LUMS).
 Sheikh Mukhtar Ahmad Non Executive Sponsor Director
He had started his business career immediately after migrating from India at the time of
Independence of Pakistan in 1947 and contributed to the industrial and business growth of

94. Page | 94
Pakistan through his entrepreneurship skills and business acumen. He has over 52 years of
experience in establishing and successfully managing various industrial and financial companies.
He has been on the Board of Directors of Allied Bank Limited since 2005 and is a “Certified
Director” from Pakistan Institute of Corporate Governance. He is also Chairman of the Board of
Directors
of M/s Ibrahim Fibres Limited, Ibrahim Agencies (Pvt.) Limited and ABL Asset Management
Company Limited.
 Muhammad Waseem Mukhtar Non Executive Sponsor Director
He holds a Master’s degree in Total Quality Management (TQM) from University of Glamorgan,
Wales, U.K. and has diversified 16 years of experience of Finance, IT and Industry. His strategic
guidance played a vital role in technological up-gradation of the Bank. He has been on the Board
of Directors of Allied Bank Limited since 2004 and is a “Certified Director” from Pakistan
Institute of Corporate Governance. He is also a Director on the Boards of M/s Ibrahim Fibres
Limited, Ibrahim Agencies (Pvt.) Limited, ABL Asset Management Company Limited, Arabian
Sea Country Club and Faisalabad Industrial Estate Development Company (FIEDMC).
 Abdul Aziz Khan Independent Director
He has enriched and diversified experience of more than 50 years in the fields of General
Banking, Credit, Lease Finance, Business Development and Administration including 9 years
international banking experience holding key positions in different countries including
Switzerland. He is on the Board of Allied Bank Limited since 2004.

95. Page | 95
 Pervaiz Iqbal Butt Independent Director
He is an Electrical Engineer and has 44 years of experience in marine engineering and other
heavy Industries. His extensive and diversified exposure of Industrial Management effectively
complements the decision making process at the Board level.
He has been on the Board of Directors of Allied Bank Limited since 2007 and is a “Certified
Director” from Pakistan Institute of Corporate Governance.
 Mubashir A. Akhtar Independent Director
He is a law graduate and has 47 years of banking experience in local and international markets.
His extensive international banking experience includes key assignments in Turkey, Qatar and
U.K. He is a Financial Consultant of Asian Development Bank (ADB) and remained actively
involved in various assignments of ADB especially on capital markets development and reforms
of NBFIs in Pakistan. He is also fellow of Institute of Bankers, Pakistan (1989), Institute of
Chartered Secretaries and Managers (1993) and Institute of Marketing Management (1999).
He has been on the Board of Directors of Allied Bank Limited since 2006 and is a “Certified
Director” from Pakistan Institute of Corporate Governance.
 A. Akbar Sharifzada Government Nominee Director
He has 27 years Civil Service career in the Government of Pakistan and has remained Posted in
different Ministries gaining wide ranging policy making and administrative experience. Presently
he is an Additional Finance Secretary in the Ministry of Finance Islamabad. He holds a Master
degree in English Literature and Economics. He has also attended multiple courses within the
country and aboard.
He has been nominated as Director on the Board of Allied Bank Limited by the Government of
Pakistan since January 2012.

96. Page | 96
 Sheikh Jalees Ahmed Executive Director
He has more than 38 years of diverse experience in the fields of Financial and Industrial
management. Allied Bank benefits from his professional expertise particularly in the areas of
strategic and financial planning, systems and controls and Human Resource management.
He has been on the Board of Directors of Allied Bank Limited since 2004 and is “Certified
Director” from Pakistan Institute of Corporate Governance
 Tariq Mahmood Chief Executive Officer
He is amongst one of the senior most serving bankers in the country with over 40 years rich
banking experience. He completed his postgraduate degree in commerce in 1970 and obtained a
certification in Islamic Banking in 2006. In addition he has attended various leadership and
strategy workshops within the country as well as abroad. He started his career in 1971 with
Habib Bank Limited and served for around nine years in various managerial roles, before joining
the Middle East Bank (MEB), as Branch Manager. He served MEB for over twelve years and
then joined Askari Bank Limited, where he excelled to the level of Senior Executive Vice
President in the year 2003.
In 2007, he joined Allied Bank as Senior Executive Vice President and Group Chief
(Operations). In this position he was looking after the Bank’s country–wide banking operations,
in addition to administration, engineering and security. He took over as Group Chief, Banking
Systems Implementation Group, in 2012, responsible for overall transformation of the Bank’s
system from Unibank to Temenos T24.
The Board of Directors of Allied Bank has appointed Mr. Tariq Mahmood as the Chief
Executive Officer of the Bank in June, 2013.

97. Page | 97
6.3 ORGANOGRAM OF ALLIED BANK:
BOARD OF DIRECTORS
CHIEF EXECUTIVE OFFICER
CHIEF
OPERATING OFFICERS
CORPORATE AND
INVESTMENT
BANKING GROUP
COMMERCIAL
BANKING GROUP
RETAIL BANKING
GROUP
TREASURY GROUP
INFORMATION
TECHNOLOGY GROUP
RISK MANAGEMENT
GROUP
ISLAMIC BANKING
GROUP
HUMAN RESOURCE
AND GENERAL GROUP
FINANCE GROUP
COMPLIANCE GROUP
SPECIAL ASSETS
MANAGEMENT
GROUPREAL ESTATE,
ENGINEERING, AND
INFRASTRUCTURE
CORPORATE AFFAIRS
GROUP
AUDIT COMMITTEE
OF THE BOARD
AUDIT AND RISK
REVIEW GROUP

98. Page | 98
EXPLAINATION:
The above organogram represents that Allied Bank Limited has adopted line and staff both
structure in their working style. We can see that the audit committee of Allied bank is directly
answerable to the CEO, whereas other departments are answerable to their immediate supervisor
first.
Line and staff management has two separate hierarchies: (1) the line hierarchy in which the
departments are revenue generators (manufacturing, selling), and their managers are responsible
for achieving the organization's main objectives by executing the key functions (such as policy
making, target setting, decision making); (2) the staff hierarchy, in which the departments are
revenue consumers, and their managers are responsible for activities that support line functions
(such as accounting, maintenance, personnel management). While both hierarchies have their
own chains of command, a line manager may have direct control over staff employees but a staff
manager may have no such power over the line employees.

99. Page | 99
6.4 BRANCH STRUCTURE:
EXPLAINATION:
The structure of a branch explains the flow of information as to who is liable to report whom.
The cashier and teller are considered to perform the initial level job. MTO stands for
Management Trainee Officer who can perform multiple tasks at a time. MG-10 is a Grade 2

100. Page | 100
officer, commonly known as a person who deals in overall activities of a bank. MG-10 has to
report to his immediate supervisor, and the supervisor has to report to the Branch Manager.
6.5 CORPORATE WHISTLE BLOWING STRATEGY:
INTRODUCTION
Purpose
 The purpose of this Corporate Whistle Blowing Policy is to create an environment by
promoting a culture at Allied Bank Limited (the Bank) where the honest, dedicated and
loyal staff is encouraged and feels confident to reveal and report, without any fear of
retaliation, subsequent discrimination and of being disadvantaged in any way, about any
fraudulent, immoral, unethical or malicious activity or conduct of employees, which in
their opinion may cause financial or reputational loss to the Bank.
 Corporate Whistle Blowing Policy of the Bank provides assurance to the Whistleblowers
about secrecy and protection of their legitimate personal interests. It also provides
incentives for the Whistleblowers on reporting of suspicious activities.
 It is the Bank’s policy to support and encourage its honest, dedicated and loyal
employees to report and disclose fraudulent, immoral, unethical or malicious activities
and conduct investigation on such reports. The Corporate Whistle Blowing Policy assures
that all reports under this Policy would remain strictly confidential and that the Bank is
also committed to address reports (if any) that alleges acts of interference, revenge,
retaliation, threats, against the Whistleblowers.
 The Bank’s internal control and operating procedures are intended to detect and to
prevent or discourage such activities; however, even the best systems of controls cannot
provide absolute safeguards against irregularities. Therefore, all employees are

101. Page | 101
encouraged to report any such activity or act / misconduct that may cause financial or
reputational loss to the bank.
Definitions
 Whistle Blowing: Whistle Blowing is a communication to a competent authority by an
individual or an institution to expose and / or inform upon, alleged fraudulent, immoral,
unethical or malicious activities, or
discrimination, or some other type of adverse occurrence that violates a law, or a
regulation, or a policy, or morals, or ethics and especially those matters that jeopardize
the repute of the entity.
 Corporate Whistle Blowing Policy: Corporate Whistle Blowing Policy is to encourage
the whistleblowers to voice their concerns to an appropriate pre-identified authority
without any fear of revenge and retaliation such as fear for the loss of job, discrimination,
victimization, harassment etc., about any fraudulent, immoral, unethical or malicious
activities, which are against the policy of the Bank, or may have an adverse impact on the
business or goodwill of the Bank or in some cases, even on the society at large.
 Whistleblower: Whistleblower is a person or institution, who blows the whistle and sends
communication to the pre-defined authority, following the process as prescribed, includes
current or former employees of the Bank, vendors, contractors, service providers,
customers, or the general public. The role of a Whistleblower would remain to the extent
of reporting only, who will neither be considered an investigator nor determines the
appropriate corrective or remedial action that may be required under the given situation.
 Good Faith: Good Faith is evident when the report is made, in the interest of the Bank,
without consideration of personal benefit and not based on personal grudges and enmity,

102. Page | 102
and the Whistleblower has a reasonable basis to believe that the contents of the report are
true. However, it is not necessary that a report made in Good Faith, proves to be true.
 Misconduct: Examples of Misconduct include, but not limited to, financial fraud,
violation of laws and regulations, violation of Bank’s policies, immoral or unethical
behavior or malicious practices, negligence of duty and threats to the Bank.
 Retaliation: Retaliation means any act of discrimination, revenge or harassment directly
or indirectly taken against a Whistleblower, by any person, for making a disclosure under
this Policy.
 Protection: Protection means all reasonable steps taken by the Bank to ensure
confidentiality of the Whistleblower’s name as well measures enforced to protect the
Whistleblower from retaliation as well as financial losses.
Responsibility for Implementation
The Group Chief Audit & Risk Review Group (ARRG) shall be directly responsible for
implementation of this Policy with overall responsibility of the Audit Committee of the Board
(ACOB).
Applicability
This policy shall, in addition to other policies, rules and regulations of the Bank, be applicable to
all its employees.
Safeguards
The success of this Policy depends in part on the morals and professional ethics of the
Whistleblower as well as that of the respondent and also on the level of confidentiality
maintained. However, retaliation by fellow work place employee(s) and harassment or
victimization by management, are the major disincentives to Whistle Blowing. Therefore, to

103. Page | 103
avoid the psychological pressures upon the Whistleblowers as a result of Whistle Blowing, the
Bank stands committed to safeguard the Whistleblowers.
Confidentiality
All matters will be dealt with confidentially and the identification of the Whistleblower will be
kept secret. However, in inevitable situations, where disclosure of identity of the Whistleblower
is essential (for instance, his / her statement/evidence is needed in court) or report of a complaint
has to be disclosed to those persons who have a need to know in order to properly carry out an
investigation of the complaint, the matter will be discussed with the Whistleblower prior to
making such disclosure.
Revision
The Group Chief ARRG shall be responsible for keeping this document updated from time to
time. Therefore, this Policy shall be subject to a formal review by the Group Chief ARRG on a
periodic (at least once in every three years) basis and the proposals for any changes/
modifications/ amendments therein shall be submitted to the Audit Committee of the Board for
consideration and its further recommendation to the Board of Directors for approval.
OBJECTIVE & SCOPE
Objectives
The intended objectives of this policy are:
 To develop a culture of openness, accountability and integrity
 To provide environment to the honest, loyal, dedicated employees of the Bank to blow
whistle where they know or suspect any immoral, unethical, fraudulent act of any current
or former employees, vendors, contractors, service providers and customers which may
cause financial or reputation risk to the Bank

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 To create awareness amongst employees and stakeholders regarding the Whistle Blowing
Function, and
 To enable Management to be informed at an early stage about fraudulent, immoral,
unethical or malicious activities or misconduct and take appropriate actions.
Scope
1. The scope of this Policy includes, without limitation, the following:
 Unlawful acts or orders requiring violation of a law, gross waste, mismanagement, abuse
of authority and resources of the Bank
 Fraud, which means an intentional act by one or more individuals among management,
those charged with governance, employees, or third parties, involving the use of
deception to obtain an unjust or illegal advantage
 Corruption, which means the offering, giving, receiving, or soliciting, directly or
indirectly, anything of material value or providing undue benefits to influence improperly
the actions of another person / employee
 Misconduct, which means failure by the Bank’s personnel to observe the Bank’s policies,
rules and Code of Personal & Professional Standards including those resulting in
embezzlement of funds and conducting of parallel banking activities
 Collusive practices, which mean an arrangement between two or more persons /
employees designed to achieve malafide objectives, including improperly influencing the
actions of another person / employee, and
 Any other activity which undermines the Bank’s operations and mission.
2. Complaints related to the Human Resources and administrative issues shall be forwarded
to CEO of the Bank for taking appropriate action following Bank’s policy and procedures

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related to the issue.
3. This Policy is not designed to question financial or business decisions taken by the
Bank nor should it be used to reconsider any other matters which have already been
addressed under other procedures, rules or regulations of the Bank.
PROTECTION OF WHISTLEBLOWERS
 The information given and the identity of the Whistleblower will be treated in a
confidential manner as per sub-section 1.6 of the policy.
 The Bank stands committed to protect Whistleblowers for Whistle Blowing, harassment
or victimization of the Whistleblower will not be tolerated.
 In case the Whistleblower feels that at his / her place of posting, he / she will be subjected
to victimization or harassed by the alleged officials after the Whistle Blowing,
management may consider on his/her request to transfer him/her to another suitable
place. However, this assurance is not extended in cases where it is proved that the
Whistleblower raised the matters to settle his / her personal grudges or grievances or
enmity or where the Whistleblower has been involved in habitually complaining
activities.
 Protection that Bank can extend to Whistleblower is limited to the Bank’s capability, but
any retaliatory action against any Whistleblower as a result of whistle blown by such
persons under this Policy shall be treated as Misconduct and subject to disciplinary
action.
4. RESPONSIBILITIES
Bank’s Responsibilities

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 The Bank will circulate Corporate Whistle Blowing Policy for the information of all the
employees of the Bank.
 The Bank will establish dedicated e-mail address for Whistle Blowing which will be
accessible by Chairman ACOB. Where Whistleblower sends communication on postal
address given in this Policy, the Bank shall ensure that the unfiltered complaints are
delivered directly to the competent authority as prescribed under this Policy.
 The Bank will put in place a mechanism to evaluate effectiveness of Whistle Blowing
Function under this Policy. Under that mechanism, MIS relating to issues raised through
Whistle Blowing arrangements and management response to such issues will be reported
to ACOB periodically.
 The Bank will ensure that the Corporate Whistle Blowing Policy is fairly and consistently
applied. It should spell out zero tolerance for all violations e.g. fraudulent, immoral,
unethical or malicious activities.
 The Bank will ensure that Whistleblower should feel secure while reporting fraudulent,
immoral, unethical or malicious activities.
 The Whistleblowers should share their identity enabling Bank to provide protection as
per Section 3 of this Policy and share the results of investigation if required.
Responsibility of Whistleblower
 In the event that any fraud, forgery, fraudulent, immoral, unethical or malicious activities
have occurred due to involvement of the Bank’s officials, the employees who have
knowledge are ethically and morally bound to Whistle Blowing or take appropriate action
if they are authorized too.

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 It is expected that the Whistleblower shall remain unbiased while reporting matters under
this Policy.
 In making a disclosure, the Whistleblower should exercise due care to ensure the
accuracy of the information. Whistleblower should not make repeated, malicious, wrong,
not based on facts, based on personal grudges, grievances or personal enmity or vexatious
allegations. In such a case, appropriate action may be taken against the Whistleblower.
INCENTIVES FOR WHISTLEBLOWING
 To motivate the Bank’s staff to behave honestly, in loyalty with the Bank, independently
without any fear, for saving the Bank from risks of financial or reputational losses caused
by fraudulent, immoral, unethical or malicious activities or misconduct of some dishonest
and corrupt persons, the management may offer incentives. In order to be eligible for all
such incentives the Whistleblower(s) must share their contact information. In case of
anonymous Whistle Blowing no such reward shall be given to anyone in any situation or
circumstances, even if allegations imposed are proved to be correct.
 On the recommendation of the ACOB, the Whistleblower, who brings to the notice of the
management or report any fraudulent, immoral, unethical or malicious activities, which
may lead to financial or reputational losses or legal threats to the Bank, will be suitably
awarded according to the significance of the information he / she had provided and
impact of losses averted as a result. The award may include cash prizes and or increase in
salary and or promotion.
 The prizes / awards will be given to the concerned Whistleblower confidentially and in a
manner that no one can grasp the actual reason thereof.

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IMPLEMENTATION OF CORPORATE WHISTLE BLOWING POLICY
Process of Whistle Blowing
The Whistleblower should send communication under this policy duly marked “UNDER THE
CORPORATE WHISTLE BLOWING POLICY’ and should also be marked
“CONFIDENTIAL“. The communication should be sent to “whistle.blowing@abl.com”.
Reporting
Strict confidentiality will be observed in submission of the investigation reports. The report
along with recommendations as a result of investigation carried out by the team formed by the
ACOB / Chairman ACOB shall be submitted to the Chairman, ACOB who after the approval of
the ACOB may forward the report for appropriate action.
Disciplinary Action
1. If involvement of the Bank’s officials in fraudulent, immoral, unethical or malicious activities
and other malpractices is proved during investigation of the case then disciplinary action will be
initiated as per applicable rules and procedures of the Bank.
2. For external parties, the Bank may on the basis of investigation report and recommendations,
consider taking appropriate legal action against the concerned party.
3. If the matter is of grave nature, the Bank may decide to take legal action against the culprit(s).

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6.6 Chapter references:
COMPANY INFORMATION:
www.abl.com
www.wikipedia.com/abl
ORGANOGRAM OF ALLIED BANK
www.abl.com
www.wikipedia.com/abl
www.google.com/images/ablorganogram
BRANCH STRUCTURE:
www.google.com/images/ablbranchstructure
CORPORATE WHISTLE BLOWING STRATEGY:
www.abl.com
www.wikipedia.com/abl

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CHAPTER 7
CONCLUSION

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7.1 DEDUCTION:
The findings revealed that generation gap exists at workplaces. In the Generation Y group, the
highest rated characteristics are: inflexible, demand personal growth, competitive, like
challenges and easily accept new ideas. In the Generation X group, the highest rated
characteristics are: demand family and work life balance, loyalty to work place, respectful, self-
reliant and highly committed to work. In the Baby Boomers, the characteristics with the highest
ratings are: demand family and work life balance, loyalty to workplace, respectful, hardworking
and highly committed to work. In the motivational factors that are required by the employees,
training and retirement plan were the most highly rated ones; training was highly rated for the
Generation X group while retirement plan was highly rated for the Baby Boomers.
Today’s work force is quite diverse with our uncertain economy. As older workers delay retiring
and younger workers are entering the workforce, the work environment has become a patchwork
of varying perspectives and experiences. Leaders and managers are presented with challenges in
the workplace in terms of handling the different generations that may be present. They need to
instill in their teams that everyone has value and can contribute to the success of a business.
Learning how to deal with the generation gap at work will help you become a better manager or
coworker. While having various cultures in one workplace can present communication problems
and conflicts, the benefits of such a variety in the workplace outweigh it. Both the young and
older workers have many ideas to offer, which can help the organization thrive in the
marketplace.
Since the 1960’s, the term generation gap has been used to describe the potential clash one age
group has with another age group. The workplace is an environment where different generations
must intermingle and deal with each other’s way of thinking.

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Today’s workplace presents many challenges based solely on meeting goals, business objectives
and project deadlines. Threaded throughout the normal business activities are dynamics that
could present issues and conflicts if they are left unchecked.
Since many older workers remain on the job longer and younger workers are entering the
workplace right out of college, the work environment is fragmented into various generations. To
understand this eclectic environment, it is necessary to understand what generations are present
in today’s workplace. Because humanslive on average 77 to 80 years, four potential generations
may exist ina single workplace today. The four generations include Traditionalist, Baby
Boomers, Generation X, and Generation Y(also called Millennials). Understanding the
background, attitudes and work styles of each generation is essential for a manager or supervisor
if they want to effectively coach, communicate and create an environment at the workplace that
has employees respect and value for each other.
You already know that a generation is a group of people born during the same period that share
the same attitudes and values. The four generations have different time ranges that define their
period. For example, the Traditionalists represent people in a generation born before 1946. The
Baby Boomers are people born between 1946 and 1961. Generation X represents people born
between 1962 and 1980 and Generation Y or Millennials represents people born in the 1980s and
1990s.
In each time of these four time periods, people have the same general experiences that shape
their attitudes and values. For example, major historical events occured that people experience
in a particular time, and these same experiences profoundly influence that generation of people.
In addition, the interaction between generations is also a factor in shaping the subsequent

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generation. For example, Generation X sought to be different by the larger more influential
Baby Boomers. This thinking affects their behaviors and preferences.
What this means in the workplace is the manager has to be more observant and knowledgeable of
the various traits associated with each generation. When groups have the same values and
attitudes, communication and other dynamics typically go smoother. When there are multiple
groups and each group brings their own style, values and attitudes, this could create tension and
other issues if not the manager is not paying attention.
Are you up for the challenge? Multiple generations in the workplace presents challenges from
the following two perspectives. First, the employee-to-employee perspective is critical; it shows
how different generations interact with each other may, which may lead to miscommunications
or misunderstandings. Furthermore, the way each generation handles confrontation may also be
a potential point of friction. Words and gestures are easy ways in communications that can show
generation gaps between employees.
The manager-to-employee perspective is another sensitive area. Generation gaps in this situation
could be difficult if the relationship starts on the wrong foot. For the manager, knowing that
there are differences in the way generations communicate, view politics, authority, life-work
balance and relationships is just the beginning.
The manager must also plan how to address these issues proactively, avoiding difficult or tense
situations. Having difficult situations at work could lead to poor morale and productivity, which
will reflect on the manager’s performance. Generation gaps at work means more work is needed
to cultivate an environment that respects each generation’s perspective and way of life. Let us all
strive to make our businesses successful with our teams of diverse employees.

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7.2 Myths about older workers
With companies fighting over the best and brightest employees, many are beginning to recognize
the many benefits of hiring or rehiring older workers. Myths and stereotypes about Baby
Boomers and Veterans often blind some managers from tapping a great source of workers.
Here are some of the more common misconceptions:
• Older workers resist change and are slow to learn new skills.
• Older workers are less energetic and have excessive health problems.
• Older workers do not have many productive years remaining before retirement.
What’s the reality? Resistance to change is likely to occur in anyone, particularly if the
change is not introduced well, is not supported by training or is perceived as a threat. Older
workers are no more likely than anyone else to resist new tasks or differing work environments.
On average, older workers are no sicker than younger ones. As Baby Boomers move into their
50s, many have no plans to take early retirement. Many Boomers are starting new careers in their
50s, planning a quarter century of full involvement.
A recent study by the American Association of Retired Persons showed that older workers are
rated much higher than other age groups on qualities such as experience and work ethic. They
were rated highly on judgment, commitment to quality, attendance, punctuality and low turnover.
Older workers also bring the important elements of maturity, including a sense of humor and
perspective. Years of employment experience means that older workers bring an ability to
work effectively both in a team environment and independently. Similarly, they bring excellent
communication and interpersonal skills. Older workers are dependable and less likely to need
leaves for sabbaticals, family responsibilities, caring for elderly parents or childbirth. The

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challenge for older workers is in overcoming the bias that often is found in the workplace. The
challenge for employers is to acknowledge the barriers and knock them down. There is an ever-
growing workforce out there waiting to be tapped.
Generation gap in perspectives, attitudes, and behaviors is nothing new, however it can
be difficult to reconcile in the workplace. To conquer the tension, begin by understanding each
side’s point of view. Lack of attention to generational differences will make any company less
attractive to young recruits, resulting in higher recruiting costs and greater difficulty in finding
the right employees. This is a significant reason to develop this research to identify the
intervention to decrease the gap between Baby Generations.
7.3 BestPracticesForLeading And Managing An Intergenerational
Workfore:
It is important for leaders and managers to be aware of and understand the different
attitudes and expectations of an intergenerational workforce and how to manage them effectively
and to manage the potential clash points that may arise such as work ethics, managing change,
and so forth. Best practices such as good communication and flexible leadership styles will
increase the likelihood of successfully managing a productive workforce and meet the
expectations and needs of individuals, as well as those of the entire organization.
For example, Gen Xers and Gen Yers share similar needs and expectations such as a more
innovative workplace, flexible hours, inclusion, and supervisors who care and listen. Younger
people are more interested in hearing that organizations want them to have a life, not just a job.
Consequently, they desire more choices and freedom to pursue their career development. They
may require a different leadership and coaching style with immediate, ongoing feedback

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Understanding these unique needs and offering them training opportunities to increase their
career growth will enhance their productivity and support retention efforts. The following cross-
generational experts and authors provide practical solutions and best practices for creating a
friendly intergenerational organization.
1) Accommodate employee differences
This means treating their employees as they do their customers. They identify and try to serve
their employees’ preferences such as work-life balance, flextime, and scheduling options to
accommodate a diverse workforce.
2) Create workplace choices
They allow the workplace to shape itself around the work being done, customers being served,
and people who do the work. This translates to decreased bureaucracy, casual dress code, short
chain of command, a relaxed and informal environment, and having fun.
3) Operate from sophisticated management style
Leaders and managers are direct but tactful; and effectively articulate the bigger vision,
specific goals, and measures. They provide autonomy to do the work and reward performance.
Seven key attributes that characterize their flexibility:
 • Their supervisory style is not fixed. Direct reports are managed by individual track
record and personal preferences.
 Their leadership style is situationally varied.
 They depend less on position power and more on personal power.
 They know when and how to make policy exceptions for people.
 They are thoughtful when matching individuals to a team assignment.
 They balance concern for tasks and for people.

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 They understand the elements of trust, and work to gain it from their employees (fair,
inclusive, good communicators, competent).
4) Respect competence and initiative
They assume the best of their people. Companies hire carefully to assure a good match
between the person and the job.
5) Nourish retention
They are concerned and focused on retention—offering lots of training, one to-one coaching,
and training opportunities. They encourage regular parallel movement between jobs with
broadened assignments.

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7.4 Chapter References:
Myths about older workers
 Age Works: What Corporate America Must Do to Survive the Graying of the Workforce,
by Beverly Goldberg. The Free Press, 2000.
 Generations Apart: Xers vs. Boomers vs. The Elderly, by Richard D. Thau and Jay
Heflin. Prometheus Books, 1997.
BEST PRACTICES FOR LEADINGAND MANAGING AN
INTERGENERATIONAL WORKFORE
 Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in
Your Workplace, by Ron Zemke, Claire Raines, and Bob Filipczak. AMACOM, 2000.

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CHAPTER 8
RECOMMENDATIONS

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8.1 How to Bridge Generational Differences at workplace:
Four, and possibly five, generations work side-by-side in today’s workplaces: Veterans (born
1930–1945), Baby Boomers (1946– 1964), Generation Xers (1965–1976), Generation Yers
(19771990) and Millennials (born since 1991). Although each person is an individual with
his/her own personality, shared experiences shaped the generations and influenced their work
styles. Recognizing the strengths and values of each one promotes respect for diversity and
fosters cohesiveness within the workplace.
 Be aware of preferred work styles: Veterans tend to prefer detailed directions and
guidance. Baby Boomers work best in teams, value meetings and ask for direction when
needed. Gen Xers, many of whom grew up as “latchkey” kids, are independent, resilient
and adaptable. They work best when they are empowered to work alone to get the needed
result. Gen Yers respond well to workplace structure, challenges and coaching. Like
Boomers, they work well in team situations.
 Adopt effective communication techniques: Veterans are used to formality — a memo,
personal conversation or a phone call. Baby Boomers also respond best to personal
contact but have adapted to voice mail and e-mail. Gen Xers expect the direct, immediate
response that e-mail and instant messaging bring, while Gen Yers and Millennials have
communicated via technology all their lives. It’s no surprise that they find cell phones,
texting, and social networking essential and effective.
 Identify the most successful feedback techniques: Veterans understand “no news is
good news” and expect feedback only when a goal is met. Baby Boomers expect

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corporate accomplishments to be recognized through promotions, a hierarchy of titles and
a yearly pay raise. Gen Xers and Gen Yers both seek immediate and continual feedback
to assure they are on target with organizational goals. Gen Yers, especially those raised
with high expectations and much praise, appreciate immediate rewards.
 Understand expectations of work/life balance: Veterans and Baby Boomers believe
hard work leads to success and expect to adapt personal life to the needs of the
organization. Gen Xers enjoy challenging work but want balance in their lives. Gen Yers
are committed to their careers but expect to use the flexibility of time and technology.
 Recognize the different reactions to conflict: Veterans grew up respecting authority
and utilizing the corporate chain of command. Baby Boomers look for team consensus.
Gen Xers prefer to resolve problems immediately and directly, while Gen Yers
proactively utilize the conflict management skills taught during their school years.
8.2 Recommendations for Human Resource Managers:
The findings of this study resulted in recommendations for Human Resource
Managers, as follows:
1. In order to decrease the gap between generations, Human Resource Managers should know the
characteristics of all the generations to get the point of view about their background, lifestyle,
working style, attitude, etc.

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2. As previously noted, HR managers should study the differences between all the generations.
This research might help them to know the differences between the generations concerning
characteristics, motivations, etc.
3. Furthermore this study will guide Human Resource Managers to know what is the tension and
conflict between them. With a summary and advice, they would have a framework about the
barriers that cause the gap between them.
4. As mention in the findings, Human Resource Managers should give their attention to the
variety of interventions shown in this research. The findings will guide them about approaches to
reduce the gap between generations.
5. From the previous studies and the results of this research as well, Human Resource Managers
should realize that communication is the key to decrease the gap. Besides, they should realize
there are more approaches such as walk and talk, create an atmosphere of mutual empathy and
respect, no longer “one size fits all”, etc. These methods will help to guide them how to decrease
the generation gap in the workplace.
8.3 Recommendations for future study:
Due to the limited area of this study, we strongly recommend in future a more extensive
research. The recommendations for future study are as follows:
1. Future research, the same as this study, is recommended. The area of the survey should be
expanded, this might help to get a larger sample size and support findings that can be adapted to
the rest of population.
2. Future research might study more details and find out what are the results comparing the
different age, gender, and /or education of respondents.

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CHAPTER 9
References

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CHAPTER 10
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APPENDIX: A
QUESTIONNAIRE

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QUESTIONNAIRE
The purpose of this survey is to study “Generation Gap at workplaces (allied bank). Your
participation in this study is voluntary and all information is confidential.
1. Gender: 1 Male 2. Female
2. Age:
1. 20-35
2. 36-50
3. 51-70
4. 70 above
3. Education: 1. Bachelors 2. Masters/MBBS/ BE 3 M. Phil 4 PhD
5. Other (specify) _________________
4. Designation ________________________________________
5. Do you think there is a conflict amongst generations at your workplace?
1. Yes
2. No
3. Don’tknow
6. Which of the following do you consider to be the main reasons for generation disputes? (Choose the 3
most important)
1. Lack of respect
2. Intolerance
3. Different perspectives
4. Acceptance vs. non – acceptance of rules/regulations
7. What are the conflicts and tensions that you have found among different generations at your
workplace? Please check items that apply.
A. Decision Making 1. Yes 2. No 3. Don’t know
B. Communication 1. Yes 2. No 3. Don’t know
C. Working Style 1. Yes 2. No 3. Don’t know

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D. Attitude 1. Yes 2. No 3. Don’t know
E. Work Ethics 1. Yes 2. No 3. Don’t know
8 (a). Rate the following characteristics of your generation, on the scale from 1 to 5 (Where, 1 =
Strongly Agree, 2 = Agree, 3 = Disagree, 4=Strongly Disagree, 5= Neutral)
8 (b). Rate the following characteristics of your generation, on the scale from 1 to 5 (Where, 1 =
Strongly Agree, 2 = Agree, 3 = Disagree, 4=Strongly Disagree, 5= Neutral)
Characteristics Baby Boomers (born 1946-1964)
Characteristics Veterans (born 1922-1945)
1 2 3 4 5
Accept New Ideas
Flexibility
Loyalty to workplace
Accept new challenges
Adapting Technological changes
1 2 3 4 5
Accept New Ideas
Flexibility
Loyalty to workplace
Accept new challenges
Adapting Technological changes

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8 (c). Rate the following characteristics of your generation, on the scale from 1 to 5 (Where, 1 =
Strongly Agree, 2 = Agree, 3 = Disagree, 4=Strongly Disagree, 5= Neutral)
Characteristics Generation X (born 1965-1980)
8(d). Rate the following characteristics of your generation, on the scale from 1 to 5 (Where, 1 =
Strongly Agree, 2 = Agree, 3 = Disagree, 4=Strongly Disagree, 5= Neutral)
Characteristics Generation Y(born 1981-2000)
1 2 3 4 5
Accept New Ideas
Flexibility
Loyalty to workplace
Accept new challenges
Adapting Technological changes
1 2 3 4 5
Accept New Ideas
Flexibility
Loyalty to workplace
Accept new challenges
Adapting Technological changes

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9. Mark different motivations related to work among Veterans, Baby Boomers, Generation X
and Generation Y. (rate from 5 to 1, 5 being highest and 1 being lowest)
FACTORS Veterans
Baby
Boomers
Generation
X
Generation
Y
Salary
PersonalRecognition
Training
Retirement Plan
Benefits
10. Is generation gap a major social problem?
1. Yes
2. No
3. Don’t know
11. Do you think that the problems arising from the generation gap can be diminished/lessened/lowered?
1. Yes
2. No
3. Don’t know
12. If your answer is Yes,please choose one of the following steps that you think are important to reach
this aim.
1. Extracurricular events for friendly environment
2. Training
3. Discussion with parties involved in conflicts
Thank you for taking the time to complete this survey. Our research will be ended by 16th
of November,
2015.If you are interested in knowing the findings, please provide us with your email
address______________________________________________________________________.