Intren ship report approved

Contents
EXECUTIVE SUMMARY...........................................................................................7
OBJECTIVES OF STUDYING THE ORGANISATION............................................9
OVERVIEW OF THE ORGANISATION..................................................................10
ORGANISATIONAL STRUCTURE.........................................................................11
HUMAN RESOURCE PLANNING AND FORECASTING....................................15
ORGANISATIONAL STRUCTURE OF THE HRM DEPARTMENT....................16
Admin Cell..................................................................................................................16
Legal Cell....................................................................................................................16
RESOURCE PLANNING AND FORECASTING....................................................17
HRP PROCESS..........................................................................................................17
FORECASTING HR REQUIREMENTS..................................................................18
METHODS TO FORECAST HR NEEDS................................................................19
EMPLOYEE RECRUITMENT AND SELECTION............................................... 20
SOURCES OF CANDIDATES (INTERNAL, EXTERNAL) .................................20
INTERNAL SOURCE................................. ................................. ...........................20
External Sources................................. ................................. ...................................21
Regular Employment................................. ................................. ............................21
Visiting staff..............................................................................................................21
Contingency Basis, Employment.............................................................................22
Outsourcing................................. ................................. ............................................22
EMPLOYMENT SELECTION PROCESS................................. .............................23
TRAINING AND DEVELOPMENT................................. ......................................23
TRAINING NEED ASSESSMENT (TNA) ................................. ............................24
EMPLOYEE DEVELOPMENT................................ ...............................................24
PERFORMANCE MANAGEMENT................................. .......................................25
SETTING PERFORMANCE STANDARDS AND..................................................25
PERFORMANCE REPORT WRITING PROCEDURES.........................................26
EMPLOYEE COMPENSATION AND BENEFITS.................................................27
TYPES OF COMPENSATION AND BENEFITS................................................27
ORGANISATIONAL CAREER MANAGEMENT..................................................27
JOB CHANGE WITHIN THE ORGANISATION....................................................28

PROMOTION................................. ................................. ........................................28
TRANSFER................................. ................................. ............................................29
DEMOTION. ................................. ................................. .........................................29
SEPARATION (LAYOFF,TERMINATION, RESIGNATION................................29
Layoffs..................................................................................... ..................................29
Termination................................................................................................................30
Resignation.................................................................................................................30
Retirement..................................................................................................................30
LABOR MANAGEMENT RELATIONS..................................................................30
SWOT ANALYSIS. ...................................................................................................31
STRENGTHS.............................................................................................................32
Target Customers.......................................................................................................32
Management...............................................................................................................33
Administrative experience.........................................................................................33
Human resources.......................................................................................................33
Infrastructure................................. ................................. .........................................33
Goodwill................................. ................................. ................................................34
Co-curricular Activities................................. ................................. ........................34
WEEKNESSES................................. ................................. .....................................34
Openness To Competition............................................... .........................................35
Financial instability and cost control.......................................................................35
Job Security and Employees turnover......................................................................35
Hire And Fire Policy.................................................................................................36
Employees Compensation.........................................................................................37
Less Prominent Positions in Exams.........................................................................37
OPPORTUNIES........................................................................................................38
Goodwill enhancement.............................................................................................38
Financial strategies and future plans.......................................................................38
Recruitment policy enhancement............................................................................38
Customers’ satisfaction............................................................................................39
THREATS.................................................................................................................40
Emerging organisations............................................................................................40
Existing organisations may enter the same business..............................................40

Losing smartness.......................................................................................................40
Detrimental Performance..........................................................................................41
The H.R Factor..........................................................................................................41
RECOMMENDATIONS...........................................................................................41
RESTRUCTURING THE SERVICE STRUCTURE..............................................42
DRAFTING REQUIREMENTS AND SKILLS NEEDED....................................42
ADVERTISEMENT OF POSITIONS......................................................................42
QUALIFICATION LEVEL......................................................................................42
TECHNICAL SKILLS LEVEL...............................................................................42
RELEVANT EXPERIENCE....................................................................................42
WRITTEN TEST.......................................................................................................42
INTERVIEW..............................................................................................................43
SELECTION..............................................................................................................43
PROMOTION POLICY.............................................................................................43
TRAINING AND DEVELOPMENT........................................................................43
RELATIONS WITH STAKEHOLDERS..................................................................44
ONLINE FACILITY..................................................................................................44
OTHER SUGGESTIONS FOR IMPROVEMENT....................................................44
REFERENCES & SOURCES USED.........................................................................46
ANNEXES..................................................................................................................46

Acknowledgment
ll acclamations and appreciations for Almighty ALLAH who bestowed us
with sight to observe, mind to think and judge, and power to achieve
something. Peace and blessing of Allah be upon the Holy Prophet and his
pure and pious progeny.
I am very thankful to the management of regional office of AIOU at Swat for
making sure the necessary arrangements for the MBA program at Swat region.
I feel immense pleasure to express my cordial gratitude to all of my tutors of the
MBA program for their guidance, support, encouragement, and their invaluable
effort to inculcate in me the skills and knowledge needed for professionalism.
In accomplishment of this report, my tutors Prof. Abdus Salam, Tutor AIOU
MBA program, Assistant Professor Government College of Management
Sciences Sangota, Swat; Sir, Mujeeb Alam, Asstt. Prof. & Coordinator
Management Sciences DEC Sarhad University, and e-tutor COL MBA Program;
Sir, Mohammad Ishaq, Tutor AIOU MBA program, Controller of Exams BISE
Saidu Sharif, Swat; and Sir Arshad Ali, Chairman Department of Business
Administration University of Malakand provided me the required support and
guidance for which I am really obliged to them.
I am also thankful to all my fellow students for their co-operation. In addition, I
am grateful to my family members for allowing me happily and willingly to
consume part of their time that was really a great source of my strength to go
through successfully and satisfactorily the course of my studies.
SARZAMIN KHAN
Student of MBA (HRM) Session (Spring 2007– Autumn
2009) Business Administration Department
Allama Iqbal Open University, Islamabad.
Presently serving as:
Manager HR/Admin & Finance CARAVAN, Swat
A

List of Table & Illustrations
S. No. Description Page #
1
2
3
4
5
Organizational chart
Organizational Structure of HRM Department Staff
Annexure-A
Annexure-B
Annexure-C
11
16
46
49
51

Acronym
TERMS DESCRIPTION
ACR Annual Confidential Report
Assistant An immediate upper level above clerical staff
BOG Board of Governors
BPS Basic Pay Scale
CBC Committee of Boards’ Chairmen
Chairman The Executive president or head of a department
Contingent employees Purely temporary Employment at the discretion of
Chairman on fixed pay for duration up to six
months.
Controller Mainly responsible for the conduct of
examinations marking of papers, and award of
Transcripts
Controlling Authority The final authority responsible for policy of the
organization.
Deputation Hiring employees from education department for a
period
Forecasting Future estimation
HR Human Resources
HRM Human Resource Management
Junior Clerk A lowest level of clerical pay scale
Naib Qasid A peon or an attendant at a section
KKF Khpal Kor Foundation
Regulatory authority The authority to check and regulate the functions
and activities of institutions under its jurisdiction.
Restructuring To change or alter the present structure
Section A department of an organization
Senior clerk A clerk with higher pay scale than Junior Clerk
SOPs SOPs Standing Operating Procedures

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1. EXECUTIVE SUMMARY
The Khpal Kor Foundation (KKF) was founded by scouts in collaboration with
local philanthropists in the year 1996. The foundation has been functioning
since its inception in the fields of disaster management, disaster response, and
free of cost education and boarding facilities to the orphans and the deprived
ones. The main campus and building of the KKF is situated in Makanbagh,
Mingora, District Swat, Khyber Pakhtunkhwa, Pakistan.
The Khpal Kor Foundation is a non governmental organisation functioning
under the authority Registrar Societies of Government of Khyber
Pakhtunkhwa under societies act. Matters relating to The Khpal Kor
Foundation are dealt with in accordance with the rules and regulations of the
foundation also known as Rules and Regulations of The Khpal Kor Foundation.
Any issue not covered in the rules of the foundation is subject to the law of the
land and the state. Any alterations or changes in the rules and regulations of
The Khpal Kor Foundation are affected by the approval of the Board of
Governors (BOG) of the organisation.
The Director acts as the Chief Executive Officer (CEO) of the organisation.
The director is also responsible for dealing with administrative matters and
HR related functions. The functions of the foundations are carried out by several
sections or departments of the organisation.
The HRM is dealt with by the Director through the Establishment and
Administration Section. This section functions with the following staff: one
personnel each to every position as section head, superintendent, clerk,
computer operator, and office attendant. Major functions of the section
include: recruitment, hiring and firing, payroll, settlement of terms and
conditions of contract, especially in employment, compensation and
benefits, Training and Development, HR forecasting, management of assets of
the Organisation, and management of daily administrative matters.

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There are several categories of employees working on The Khpal Kor
Foundation. These are: permanent basis, regular contract basis, and contingent
employees. The recruitment and selection of employees are carried out through
Establishment and Administration section. The Director vests the power to
selection subject to the approval of BOG/controlling authority. However,
contingent employees may be hired directly by the Director for a specific
duration.
The HR requirements forecasting is carried out by trend analysis method.
However the hiring and selection process of the organisation needs
improvement because there is no uniform and specific policy for appointments
and selection.
There are no formal training and development programs carried out at The Khpal
Kor Foundation. Specific training sessions and short term training programs
have been arranged on the need basis for specific personnel now and then at
the foundation.
The compensation and benefits permissible to the employees of the
foundation are same as to all other civil servants namely, medical, house
rent, casual and earned leave, CP and GP fund, loans, etc. The director
carries out the transfers, promotions, and other administrative tasks through
Administration Section.
The Khpal Kor Foundation needs improvement in its HR policies, quality of
services, and training and development programs.

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2. OBJECTIVES OF STUDYING THE ORGANISATION
 To study HR of The Khpal Kor Foundation.
 To relate theory to the practice of HR of the organisation.
 To carry out a critical analysis of the HR practices of the organisation.
 To uncover strengths and weaknesses of the organisation, especially in the HR
practices.
 To provide a strong foundation for best adaptation to the competitive
environment in order to better address the challenges of tomorrow especially in
the HR.
 To give suggestions for making the internal as well as the external customers
satisfied with entirety without adverse effect on the organisation.
 To suggest and recommend the changes and improvements needed, especially
in the HR for the success of the organisation.

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3. OVERVIEW OF THE ORGANISATION2
The Khpal Kor Foundation aims at facilitating the orphans by
providing various services including Education, Financial assistance, co-
curricular activities etc.
The Controlling Authority of The Khpal Kor Foundation rests with the
Board of Governors who in turn controls the foundation through the General
Body and the Executive Body whereas the organisational functions are carried
out through the management.
Aims & objectives of The Khpal Kor Foundation
To provide food, lodging and boarding facilities to orphan children.
To continue education until such stage that they may be able stand on their own feet
and could support their mother and genuine dependents.
To arrange modern and technical education for such children.
To train them on the lines that they may become good citizens of the society and save
them from child labour.
To save them from ill practices like drug, crimes and abuses.
To look after them in a best possible way.
To strive hard for their legal rights.
To make them useful citizens of the society.
To look after their health and cleanliness.
To provide them a positive opportunity for constructive academic and co- curricula
activities.
To provide quality educational facility to community children at a reasonable fee
besides The Khpal Kor children.
To work for child rights.
 To work for better environment
The executive head of The Khpal Kor Foundation is Director, who is
responsible for running of the daily and routine functions of the organisation. The
director controls the organisational functions through executive committees. The
latter mentioned the committees, carry out its functions as defined, it its
responsibilities and job description.

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3.1 ORGANISATIONAL STRUCTURE 1
The organisational structure of Khpal kor foundation has been
furnished for the perusal of the reader as follows.
(Muhammad Ali, 2011 Standard Operating Procedures (SOPs) of The Khpal Kor Foundation)
The Khpal Kor Foundation
170 Members15 Members
03
11FemaleTeachingStaff
06
Purchaser
Store
Keeper
Assit:AccountOfficer
Account
Officer
SupportStaff
Wardens
Superintendent
(Gulkada Campus)
Superintendent
Makanbagh Campus
03
10SupportStaff
Wardens
HR-Deptt12
HRM
03Admin
PRO04
SectionHead
PRO
SectionHead(Female)12FemaleTeacheringStaff
23MaleTeachingStaffSectionHead(Male)
Assist:
Coordinator
Principal
(Makanbagh Campus)
Principal
(Gulkada Campus)
Construction
03 Members
Education
Health Public
Look after
03 Members
Recreation
03 Members
Tech: Edu
03 Members
Sports
03 Members
Sub-Committees
Executive
Committee 15((1
General
Body
Organogram
Finance
&Admmin
DIRECTOR
Coordinator

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We will focus on the management side of the organisation in this section
as it is the relevant human resources part of the organisation. We will
briefly give the description of each position in the hierarchy as follows:
DIRECTOR
The director of The Khpal Kor Foundation is the executive head of
the organisation. The director controls the daily functioning of the
organisation. Therefore, the director is mainly responsible to get the
tasks of the organisation get done efficiently and effectively.
PRINCIPAL
The Principal is responsible for the management of the School and
College side of The Khpal Kor Foundation. The school and college
portions maintained separate both for male and female are run by the
Administrative and Teaching staff in collaboration with each other.
VICE PRINCIPAL
The vice principal assists the Principal and coordinates the
activities of the school teaching and administrative staff.
COORDINATOR
The coordinator functions as a bridge amongst the different cadres
of the employees. For example, this position ensures working of teaching,
admin staff, and non-teaching staff in consonance, so that the objectives
of the organisation are achieved effectively and efficiently.
HRM & ADMIN
The human resources manager and admin officer, department is
mainly carried out the responsibilities of the human resources of the
organisation as well takes care of the administrative issues. We will detail

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the human resource management and admin in other sections of this
report.
SECTION HEAD
The section head of the school manages the administrative issues
of the organisation. Therefore, the section head is a human resource
management officer as well as administrative personnel of the section
which he or she is in charge of.
ACCOUNTS OFFICER
The accounts officer takes care of the accounts of the organisation.
Also, the accounts officer helps the management take financial decisions.
The main responsibilities of the accounts officers include:
 Budget preparation
 Accounts management of the organisation
 Keep track of the payroll
 Maintain cash book
 Management of TDRs
 Assist management in financial decisions
 Management of the expenses of the organisation
DIRECTOR SPORTS & PHYSICAL EDUCATION
The main responsibilities of the director sports & physical
education, as the designation indicates, include:
 Management of the sports
 Training of sports and physical education
 School’s assembly management
 Physical exercises management
 Any other task assigned by the Director
LOGISTICS ASSISTANT
The main responsibilities of the logistics assistant are given
below:

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 Procurement / purchase
 Stock management
 Updating stock
 Physical verification of the stock items with the stock register
 Timely supply of the demanded item(s) to the organisational section
CLERICAL STAFF
The clerical staff accounts for:
 Typing/ printing
 File maintenance
 Filing and pagination
 Keep proper records
 Ensuring the “red tape”

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4. HUMAN RESOURCE PLANNING AND FORECASTING
The Khpal Kor Foundation does not deal its HRP and forecasting by a
separate Department rather the HR plans are those as mentioned in the annual
financial budget of the organisation. Therefore, the HRP process is one requiring
improvement in effectiveness.
In a nutshell, the HRP is effected by the Director of The Khpal Kor
Foundation with major assistance of the Establishment & administration department.
Each Section or department head reports the need of the staff for present and future
to his immediate officer for subsequent filling up in the future. In case, the need of
the staff cannot be made up from the internal sources, then the management of the
organisation will raise the issue in the BOG meeting for discussion and subsequent
approval for creating new vacancies. If the BOG approves new vacancies/ posts/
positions then the summary will be put forward to the Controlling Authority for
approval. If the Controlling Authority approves the seats, then that number of
positions will be subject to subsequent recruitment and selection by ways and means
as per rules by management of the organisation. The selection of the new stuff will
still be subject to final approval of the BOG and the Controlling Authority. In case of
approval, the selectees will become regular staff of the organisation.

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4.1ORGANISATIONAL STRUCTURE OF THE HRM
DEPARTMENT 1
4.1.1 Admin Cell
The human resources manager is assisted in the field of
administration by the admin cell staff. At the school side the
Section head functions as the admin officer, whereas in the case of
the foundation as a whole, the admin cell functions under the
HRM as sub-section of the HRM department.
4.1.2 Legal Cell
The legal issues are dealt with the assistance of Legal Cell of
the HRM department. Therefore, all the legal affairs of the
organisation are managed through the legal cell which is a
sub-section of the HRM Department. Thus, all the cases on
behalf of the organisation and against the organization are
managed through the legal cell. Filing of legal cases, tracking
Executive
Director
Incharge
Admin Cell
Clerk Clerk Clerk
computer
Operator
Incharge
Legal/HR cell
Manager
HRM

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of the legal cases, and progress, etc. are maintained by the
legal cell staff.
4.2 RESOURCE PLANNING AND FORECASTING
The Khpal Kor Foundation does not deal its HRP and forecasting by
a separate Department rather the HR plans are those as mentioned in the
annual financial budget of the organisation. Therefore, the HRP process
is one requiring improvement in effectiveness.
In a nutshell, the HRP is effected by the Director of the Khpal Kor
Foundation with major assistance of the Establishment & administration
department.
Each Section or department head reports the need of the staff for
present and future to his immediate officer for subsequent filling up in
the future. In case, the need of the staff cannot be made up from the
internal sources, then the management of the organisation will raise the
issue in the BOG meeting for discussion and subsequent approval for
creating new vacancies. If the BOG approves new vacancies/ posts/
positions then the summary will be put forward to the Controlling
Authority for approval. If the Controlling Authority approves the seats,
then that number of positions will be subject to subsequent recruitment
and selection by ways and means as per rules by management of the
organisation. The selection of the new staff will still be subject to final
approval of the BOG and the Controlling Authority. In case of approval,
the selectors will become regular staff of the organisation.
4.2.1 HRP PROCESS
The top management is hired through the Executive body.
The positions, when they are required to fill up immediately
or in the near future, are reported by the director to the
Controlling Authority.

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In case of contingency, the Director has the power to appoint
the required staff on predefined terms and conditions of the
contract. This type of arrangement may facilitate the
foundation in the hiring of the required staff immediately.
The contingency basis appointments will require very
short term plans or the plans specifying a seasonal work
load. For example, school and college sections, may
require staff in new educational session.
The Khpal Kor Foundation, Swat does not deal the HR
planning and forecasting separately. Rather the foundation
jointly takes into account the HR planning and forecasting in
the annual budget of the foundation. The HRM department
working under the immediate authority of the human resource
manager takes care of these type of issues.
The HRM department in collaboration with the
Accounts Section allocates the seats and positions that
are to be filled up are mentioned separately in the
annual financial budget. This facilitates the
management in recruitment of the new staff.
4.2.2 FORECASTING HR REQUIREMENTS
The jobs and tasks of the Sections of the organisation are
analysed. In case there is room for new personnel then a
position or a seat needs to be created. The summary of such
position(s) will be put forward by the Section concerned to
the director for further necessary action.
The Director is responsible for forecasting of HR
Requirements. However the two sections HRM and
administration section jointly works together to carry out the
task of forecasting of HR requirements under the authority

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given to them by the Director as per organisational rules.
The Accounts section is responsible for preparing the
annual budget of the organisation while the HRM deals
with the HR needs and requirements.
4.2.3 METHODS TO FORECAST HR NEEDS
Being a smart organisation in terms of the number of
employees, the organisation does not need to do much and
take many pains in forecasting of the HR.
The sectional in charge of each section may report the
HR needs and requirements for better performance of the
section. Thus, the collective Sectional reports can lead to
total HR requirements of the organisation for a whole year
financial year.
There are, however, three methods commonly employed
by institutions for forecasting of the personnel
requirements namely:
 Trend analysis,
 Ratio analysis, and
 Scatter plot.
The trend analysis method is concerned with “study of a
firm’s past employment needs over a period of years to
predict future needs.” The second method is about using a
ratio between, for example, the sales volume and the
number of personnel. The scatter plot method, also known
as the graphical method, is to identify a relationship
between the two variables.
The Khpal Kor Foundation utilises, as it comes out of its
practice, the method of trend analysis for personnel needs
forecasting.

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4.3 EMPLOYEE RECRUITMENT AND SELECTION PROCESS
Recruitment and selection of employees are carried out as per
Organisational Rules and regulations subject to the policy and the law
of the land and the state. The Khpal Kor Foundation’s policy
defines the parameters for recruitment and selection.
4.3.1 SOURCES OF CANDIDATES (INTERNAL,
EXTERNAL)
There are several means of the candidates for recruitment
and selection as follows:
 Regular Contract basis appointments
 Permanent appointments
 Contingency basis employment
 Seasonal and part-time employment
 Promotion and transfers
4.3.1.1 INTERNAL SOURCE
The regular employees of the organization provide a
basis for internal sources of the recruitment and selection
process. These include: promotion, and transfers. An
employee may be promoted to a position. Thus, promotion
provides a major source for a position to be filled internally
from the present on-the-job employees. The Khpal Kor
Foundation follows the promotion policy as per established
rules and regulations framed in light of the rules and
regulations of the Government. The following restrictions
and requirements are taken into consideration in promotion
cases.

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 Educational level
 Professional and technical educational level
 Experience and skills
 Seniority
4.3.1.2 External Sources
External sources include fresh recruitment and
selection from any of the following categories:
 In regular employment,
 Contingency basis employment,
 Seasonal service hiring for once and all basis, and
 Outsourcing.
 We describe each very briefly in turn.
Regular Employment
Presently there are about 110 employees serving in The
Khpal Kor Foundation on regular basis. All of them are
entitled to the pays and benefits as enjoyed by other equally
employed employees in other comparable organisations.
Regular recruitment and selection is made as per
foundation’s rules and regulations. Generally the
following procedure is adopted.
 Advertisement in the daily newspapers (local and
national)
 Scrutiny and processing of applications in light of the
criteria
 Conduct of test, if any
 Interview
 Selection
Visiting staff
The Khpal Kor Foundation may take such decision as and
when needed to hire the services of visiting staff if the

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foundation deems it necessary.
Such employees are also entitled to receive an aided
monetary benefit known as the remuneration for their
services which will be paid to them by the foundation.
Contingency Basis, Employment
Depending upon the workload and the necessity of the
time, the Director has got the power to appoint staff up for
the duration of six months after which the service of the
contingent employees must be approved by the Board of
Governors (BOG) for continuation.
Appointments on a contingency basis are purely
temporary, and the employees are, generally paid a fix pay
or a pay as decided by the Director. The service of
contingent employees is terminable at any time of the
contract period by either the employer or the employee or as
described in the terms and conditions.
Outsourcing
Outsourcing is a beneficial means for an organisation in
the sense that it provides the organisation an opportunity to
get the required services at a comparatively low cost and
preferably less headache and the employee related
problems.
There are many organisations which offer services in
different categories to other organisations. For example, a
service organisation, Make, gives its services of “security
guards” personnel to other organisations.

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4.3.2 EMPLOYMENT SELECTION PROCESS
Depending upon the category of the employment and the
position to be filled, the selection process varies. It is briefly
described below.
In case of regular employment, the organisation’s
policy is followed. Generally, the performance of the
candidates is appraised by their scores in the academic
qualifications, written tests, and the interview. The one scoring
higher in order of merit will be recommended for selection. The
Director of the organisation is responsible to issue a final selection
order in order to effect appointments.
Selection process in case of promotion depends on the
sweet will of the Director keeping in view the qualification and
experience of the employee; it is the Director who signs the final
order of promotion, if any. Selection of the promotion of the
employees is carried out on the basis of: qualification, seniority,
experience, and technical expertise, and skills of the employees.
In accordance with the organisation’s policy, the
Director has got the discretionary power to appoint staff at The
Khpal Kore Foundation on a contingent basis up to duration of six
months on a fix pay or as decided by the foundation.
4.4 TRAINING AND DEVELOPMENT
Training and development of the employees is most important for
the efficiency and effectiveness of the individual employees as well as
the organisation. Every organisation has got it unique setup to carry out
its activities. Employees must get the required know-how to do the
business efficiently without the loss of assets, and time. The Khpal Kor
Foundation has arranged very few programs for the training and
development of its employees during the course of its history. For

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example, it facilitated financially its prospective computer operators to get
the requited skills on their own from the market.
4.4.1 TRAINING NEED ASSESSMENT (TNA)
Training need assessment is the most important factor
which will lead to an efficient and successful organisation.
The sole responsibility of the training and development need
assessment lies upon the liaison personnel. However,
unfortunately there is no proper and regular training need
assessment program at The Khpal Kor Foundation.
4.4.2 EMPLOYEE DEVELOPMENT 3
To keep the level of knowledge and skills of the
employees up to date, it is important to concentrate on
employee development. Colleagues often learn from each other
during the activities, and tasks performance. Sectional in
charge often helps the new employee to learn how to do the
required task(s).
Similarly, technical personnel may help the employee learn
how to handle or operate certain machine or program. For
example, computer operators are acquainted with the running and
functioning of the programs they will have to work with.
Employees may enjoy the opportunity to keep their
level of education and skills up to date and better equipped in
order to cope with the needs and requirements of the organisation
and the market. But the employees have to do all such
activities on their own because, unfortunately, there is no
support program by the organisation. After all the concerned
has to take care of his or her career personally, and must not
wait for the organisation.

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4.5 PERFORMANCE MANAGEMENT
All humans are born with different potentialities and capabilities.
So there is always a difference between two individuals of the same
educational grades and the same training levels.
Therefore, it is natural for employees to have a different level of
efforts. Many employees, as a natural tendency, will shirk. Therefore,
in order to get the highest possible level of performance,
performance must be managed.
The Khpal Kor Foundation, like all other Government
organisations, follows the rule: “authority and responsibility entail
accountability”. Thus, tasks are assigned to individuals who will be
responsible and accountable for the task. For the same reason, job
descriptions are followed.
4.5.1 SETTING PERFORMANCE STANDARDS AND
EXPECTATIONS
The Khpal Kor Foundation uses the Standard Operating
Procedures (SOPs), designed by it, as a standard for
performance judgment. The SOPs specify the procedure
for performance of a job. Any job performed in
accordance with the SOPs will be acceptable. Thus, the
SOPs provide a guide line for doing a job. The SOPs set the
standard for a job of “how to do acceptably?” or “what is
acceptable?” The Khpal Kor Foundation policy and rules
give a general guideline while the SOPs show the specific path
to traverse for completion of a job’s activity or task.
The Khpal Kor Foundation has got the jobs defined,
responsibility, and accountability fixed in terms of the

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jobs. Depending on the nature of the jobs, jobs are fully
defined and hence assigned to individual position(s).
The individual position holders, i.e; official clerks and
officers are expected to perform their tasks on regular basis
as per requirements of the tasks and the jobs. The
employees are expected by the management to be regular
and punctual in performing their duty.
Best performers may be awarded in many ways, for
example, certificate of best performance may be awarded by
the organisation or the best performer may be awarded in
monetary terms and so on.
On the other hand, the employees falling short of the
standards are subject to disciplinary action in accordance
with the rules and regulations of the foundation.
4.5.2 PERFORMANCE REPORT WRITING PROCEDURES
Like other Government organisations, The Khpal Kor
Foundation follows the trivial method of performance
appraisal in the form of annual confidential reports (ACRs).
The contents of the report (ACR) may be altered or
changed from time to time by the foundation in light of the
changes made by the Ministry of Education.
Immediate officer of the Section concerned (Middle
management), for example, Assistant Section Head,
Accounts Officer etc. write the ACR of each individual and
subsequently submit the completed report to the Director.
The Director fills in the ACRs of the officers of the middle
management. ACRs are filed for record. It is the most
important document about an employee’s performance, and
hence promotions and rewards, if any, and the otherwise.

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4.6 EMPLOYEE COMPENSATION AND BENEFITS
The Khpal Kor Foundation follows the policy of Government of
Khyber Pakhtunkhwa for compenation and benefits of The Khpal Kor
Foundation’s Employees.Abriefaccountofthebenefitsisgivenbelow.
TYPESOFCOMPENSATIONANDBENEFITS
These include the following.
 Earnedleave
 Casual leave without deduction
 Medicalallowance
 Medical expenses reimbursement
 Earnedleave
 Gratuityfund
 Contribution provident (CP) fund
 Pension (if applicable)
 TA/DA (if any) as admissible per rules
 Loan facility for employees
 Transportation, pick and drop facility
4.7 ORGANISATIONAL CAREER MANAGEMENT
The Khpal Kor Foundation offers a career management program
for its students in terms of education and co-curricular activities;
however it offers a very limited assistance in career management
program for its teaching and administrative staff. It has got no
proper program about the career management. However, the
organisation may like to facilitate an employee by awarding him
paid leave for training and development program or a degree
program. Some employee might like to avail the facility to join a
distance learning program as offered by the AIOU Islamabad or
Virtual University of Pakistan. Also an employee may like to join

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training or a professional certificate program at an organisation
offering classes after noon i.e; in second shift.
Career management of the students, however, is much focused in
terms of gaining of the qualification level, behavioral and social
improvement of the personality.
Employees experience job changes in the form of job rotation.
Periodically there are transfers of clerical staff from section to
section. The Director orders transfers of employees from a section to
another section.
These changes are geared towards keeping in mind the need of the
section, and to give employees the opportunity of acquaintance
with the work of other sections.
The teaching staff on the other hand will experience virtually no
job changes because of the specialisation of the educational level.
However teaching staff at junior educational level can be assigned
different classes so as to gain experience as well as impart knowledge
to the learners.
4.8 JOB CHANGE WITHIN KHPAL KOR FOUNDATION
The upper management often brings about the changes in the
positions of the employees (clerical staff, and the Class IV
personnel).
4.8.1 PROMOTION
Promotion changes the position held by the employee totally.
After promotion, the same person now has a different
position than the previous one. The authority,
responsibility, and perhaps the accountability of the
personnel increase. Though he or she fills up the new

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position, the position previously held by him or her awaits
to be filled up by either fresh appointment or still
another promotion.
4.8.2 TRANSFER
There are, generally, transfers of employees from one
seat to another without any change in the position held.
For example, a junior clerk may be transferred from one
section to another section. The clerk experiences no change
in the position as he/she is still junior clerk but he/she will
perform a really different task than he/she was doing in the
previous section.
4.8.3 DEMOTION
Very rarely has it happened that an employee has been
demoted from his/her present position to a lower level or
lower grade in The Khpal Kor Foundation. Demotion
is an action by the management used as a punishment
tool and as disciplinary action.
4.8.4 SEPARATION(LAYOFF,TERMINATION,
RESIGNATION RETIREMENT)
Separations may be effected in any of the following ways.
4.8.4.1 Layoffs
The Khpal Kor Foundation experiences rare layoffs. The
layoffs take place mainly in case of the contingency basis
employees. The contingent employees may be laid off or there
service may be terminated. Similarly, when there takes place an
enquiry of criminal nature against an employee, the services of
such employee will be suspended till the decision of the
responsible committee or authority.

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4.8.4.2Termination
The management may terminate the services of an
employee as per rules and regulations of the organisation. In
case of the permanent staff of the organisation, this might be
the last resort subject to the condition that the acts of the
employee make it necessary and unavoidable to terminate his/her
services.
4.8.4.3 Resignation
An employee may resign from his/her post. Generally, a
one month prior notice has to be served to the management as per
requirements of the contract. In case of failure of the notice, the
employee will have to leave one month salary/ wages to the
organisation. Similarly the management has to serve a month
notice to an employee or pay him/ her one month salary/ wages if
the service it terminated with an immediate effect.
4.8.4.4Retirement
The Khpal Kor Foundation follows the rules and regulations
of the retirement as per Government of Khyber Pakhtunkhwa
policy.
4.9 LABOR MANAGEMENT RELATIONS
The director of The Khpal Kor Foundation, being liaison
personnel, has got the responsibility of good labor management in
order to achieve the organisational goals efficiently and effectively as
well as keep the labour satisfied.
The management and the employees come in contact mostly in
individual capacity for redressing of a problem at hand. Few

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personnel having common interests may come together for certain
duration in order to pursue their case collectively.
For example, in the private sector, private schools enjoy a distinct
and separate union, Private Schools management Association
(PSMA) which raises voice in the Board of Intermediate &
Secondary Education Saidu Sharif, Swat and other such forums for
the rights of the private schools. The teachers of Government schools
and colleges have also many unions for example, All Teachers
Association (ATA), Malgari-Ustazaan (colleague-teachers), Malgari-
doctoraan (colleague-doctors), and SECTA, etc. Similarly, some
groups of teachers have attachment with unions on the basis of
political inclination, for example, Malgari-Ustazaan (colleague-
teachers) etc. These unions form sort of pressure groups. The dealing
of such groups, therefore, requires special attention, and perhaps a
hard dealing point for the management.
Being smart organisation, The Khpal Kor Foundation exhibits
little or no union formation within the organisation. Therefore, it is
advisable to keep the discussion about the labour management
relation to a minimum in order to save space and time as well as
avoiding the loss of precious time of the valued reader. That is why,
I, the author of this report would stick to the very basic and necessary
information only regarding labour management relations.
The Khpal Kor Foundation takes care the needs and wants of the
its internal customers, the students, teaching staff, administrative
staff, and the non-teaching staff by directly listening to their issues
through its management.
4.10 SWOT ANALYSIS.
There is no organisation without having strengths, weaknesses,
opportunities, and threats. So it is inevitable for The Khpal Kor

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Foundation to have them. An organisation must strive to keep its
strengths, overcome its weaknesses, exploit opportunities, and
withstand threats. Weakness can however be turned into a strength if
properly addressed.
4.10.1STRENGTHS
The Khpal Kor Foundation enjoys its strengths in many
respects. We will focus only on the main points with emphasis on
the human resources of the organisation. Its strengths
include:
I. Target customers or field of work
II. Management skills
III. Administrative experience
IV. Human resources
V. Infrastructure
VI. Goodwill
VII. Co-curricular activities
i.Target Customers
The Khpal Kor Foundation works for orphans and the
needy people. The organisation has been functioning in the
following fields since its inception.
 Free Education to orphans
 Schooling
 Disaster response programs
 Stakeholders of the organisation
Therefore, the foundation has got a specific segment of the
society to work in. The Khpal Kor Foundation has been
providing free education and boarding facility to the orphans.
Though the organisation also offers services to the public in
terms of award of admission to school programs and hostel
facility for which they pay charges. The schooling side of The

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Khpal Kor Foundation is one ever-green program that is going
on round the year. On the other hand, the disaster response
programs are the one that are performed as and when
contingencies emerge. For example, the foundation has been
successfully worked and facilitated the effected people of the
calamities during the year 2005 in the shape of its various
operations for the earth quack affected people of Pakistan,
besides the organisation took active part in rehabilitation and
disaster response activities during the devastating flood of
2010 in Pakistan.
ii. Management
The organisation under consideration has got skilled human
resources who run the organisation satisfactorily. Thus, the
organisation enjoys its management experience as a competitive
advantage vis-à- vis new emerging organisations.
iii. Administrative experience
The Khpal Kor Foundation has gained experience since its
inception in many fields especially administration and management.
This is a nice positive point in addressing the competition.
iv. Human resources
Human resources of any organisation are a decisive factor which
actually makes the difference though human resources are never
shown on the balance sheet of an organisation. The human resources
of the Khpal Kor Foundation are a valued asset for the organisation.
The management should therefore, take care of its human resources
for the sake of the betterment of the organisation.
v. Infrastructure
Every organisation needs its infrastructure in order to cope for
carrying out the functions of the organisation effectively and
efficiently. Fortunately the Khpal Kor Foundation has developed its

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infrastructure in the course of its history which is just sufficient for its
functioning.
vi. Goodwill
Goodwill is a valued asset for any organisation. It is so important
that organisations do evaluate its goodwill and give it value in
monetary terms. Goodwill of some organisations falls in Millions of
Dollars. During the course of its journey The Khpal Kor Foundation
has earned substantive amount of goodwill which is competitive edge
for it in comparison to its competitors.
vii. Co-curricular Activities
Fortunately The Khpal Kor Foundation has been found to take
active participation in co-curricular activities at school and college
level within organisation as well as externally.
4.10.2WEEKNESSES
Weaknesses of the There is no organisation without having
strengths, weaknesses, opportunities, and threats. So it is inevitable for
the Khpal Kor Foundation to have them. An organisation must strive
to keep its strengths, overcome its weaknesses, exploit opportunities,
and withstand threats. Weakness can however be turned into a
strength if properly addressed.
The Khpal Kor Foundation is limited but important to take into
account for future planning and strategy. Its weaknesses include:
I. The openness of the field of work to compete
II. Financial instability and cost control
III. Job security and employee turnover

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IV. Hire and fire policy
V. Employees' compensation and fringe benefits
VI. Less prominent positions in Exams at school level.
I. Openness To Competition
Every organisation experiences competition from other
organisations. So The Khpal Kor Foundation also has to face
competition. Other organisations working in the same fields as the
Khpal Kor Foundation functions, pose a risk for the organisation.
Therefore, it has to take into onsideration its competition while
making plans and strategies.
II. Financial instability and cost control
The Khpal Kor Foundation like other organisations faces
financial problems as it is not a profit earning organisation. The
organisation also gives free of cost education and hostel facility to
orphans and the needy ones which lays heavy financial burden on
the organisation.
One of the factors which organisations experience is controlling
cost. To put in other words, the purpose is to minimize cost or utilize
the resources of the organisation within limited cost. Therefore, The
Khpal Kor Foundation should preferably go for maximum utilisation
with controlled cost. It will maximise the value factor of the
organisation. As this report is aiming at human resources of the
organisation, therefore, we would not elaborate this point further.
III. Job Security and Employees turnover
Keeping in view the present status of the organisation that is
being service oriented organisation, the foundation fills most of
its positions on contract basis. Therefore, most of its employees

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are hired on contract basis which does not offer job security like
that of the Government employees who enjoy job security. This
factor in turn increases the level of employees’ turnover. That is
why employees of The Khpal Kor Foundation would keep
striving to find better alternative job which is highly paid or a job
at the government level even lower paid than the present one at
the foundation. The aforementioned fact makes the duration of an
employee unpredicted as well as short term because the employee
may leave at any time as and when alternate job is available.
In view of the above facts, the Khpal Kor Foundation has to take
some hard decisions in order to hire the right person for the right job
and then keep maintained that employee for as long duration as
possible so as to receive the maximum value out of the employee by
benefiting from the knowledge and expertise of that employee.
IV.Hire And Fire Policy
Any organisation must go for steadfast hire and fire policy and
must not compromise on its recruitment policy if it has to go for long
term benefit. Right person for the right position in the right time will
ensure the right outcome otherwise one will have to produce chaos
and disorder.
The Khpal Kor Foundation follows somewhat standard hire and fire
policy though there is a lot of room for improvement especially in its
recruitment policy. For the purpose, the organisation, based upon
its historical background in recruitment, uses its CV bank as main
source for recruitment of the new staff. This is though easy way to
traverse but the organisation must use other streams as well in order
to ensure quality of new applicants. The more the range of the
applicants, the more the high quality of the applicants otherwise it
will have to choose from within the available ones only. This might

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not give diverse options for the organisation to select a competent
candidate.
Also, the organisation must take hard decisions in order to offer
attractive package to the recruiters so that right number of applicants
is ensured.
V. Employees Compensation
Employees want maximum reward for their services. The more an
employee is satisfied the more that employee stays longer in the
organisation. Though research shows that there is less evidence that
reward and efficiency have something in common, to put in other
words, reward has no or less effect on efficiency.
However, the level of satisfaction of the employees increases with
high reward for their rendered services.
The Khpal Kor Foundation should, therefore, consider the
employees compensation and fringe benefits in order to ensure
benefiting the organisation in terms of high and sustained
value from its employees.
VI. Less Prominent Positions in Exams
Public strain the result/ gazette of the Board of Intermediate and
Secondary Education Saidu Sharif, Swat (the organisation lying in
territorial jurisdiction of the board) especially for top positions
obtained by the organisations in secondary as well as higher
secondary school certificate examinations (SSC & HSSC).
The position securing of an organisation is commensurate for high
rate of enrollment for that organisation hence this factor directly
affects the financial position as well as goodwill of the organisation.
Being less prominent in this category, The Khpal Kor Foundation
finds its position harder to attract the paid portion of the students. For

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this reason the foundation has to formulate long term strategy for the
sake of ensuring prominent positions in the Board’s exams.
4.10.3OPPORTUNIES
The Khpal Kor Foundation can go for the following opportunities:
1. Goodwill enhancement
2. Financing strategies and future plans
3. Recruitment policy enhancement
4. Customers’ satisfaction
1. Goodwill enhancement
Then organisation has been successful to keep earning
goodwill during the course of its history in the eyes of its
stakeholders. The general public conceives it as a serving
organisation striving for the benefit of the society at large.
2. Financial strategies and future plans
Financing as well as planning are two parameters that
account a lot toward the success of an organisation. The Khpal
Kor Foundation has been successful in finding adequate and
sufficient financing tools for its self so as to keep both ends meet.
Similarly, formulation of future plans gives an organisation the
course of action. To put in other words, plans make an
organisation find its way to reach its destination. Plans may be
of short or long duration.
The Khpal Kor Foundation has ensured to formulate,
implement, control its financial strategies, and future plans as a
consequence of its human resources’ competency.
3. Recruitment policy enhancement
Recruitment is a way in for new human resources. The
quality human resources, recruitment will ensure success of the
organisation, whereas an otherwise case will lead to disastrous

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effects. However, The Khpal Kor Foundation has to keep a strict
account of recruitment policy.
The Khpal Kor Foundation has been found to avoid taking
pains in the process of recruitment. The organisation has got a
CV Bank, which paves way for new indications. However, this
method provides only a limited opportunity for ensuring the
recruitment of quality human resources.
Therefore, the Khpal Kor Foundation may like to follow the
steps of the recruitment process so as to gain a wider range of
human resources that will lead to induction of the competent
personnel which in turn will ensure enhancement of the quality
of its services.
The following points will provide guidelines for the
management of the Khpal Kor Foundation.
 Advertisement in print and digital media
 Online process for registration and recruitment
 Test and interview
 Background verification of the prospective recruiters
 On the job training and development programs
 Training and development programs
4. Customers’ satisfaction
“Customer is the boss"
Therefore, it is imperative for the Khpal Kor Foundation to
keep not only its customers satisfied, but rather to make them
loyal customers. Each organisation has to take pains to ensure
quality of services so that to keep its customers satisfied.
Customers of The Khpal Kor Foundation include its
personnel, public, parents and students.

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4.10.4 THREATS
The organisation faces threats in the future in the following fields:
I. Emerging organisations working in the same field
II. Existing organisations entering into the same business
III. Loss of smartness in efficiency
IV. Detrimental Performance
V. Human resources mal-management
VI. Lack of training and development
VII. Employees compensation and fringe benefits
VIII. Employees’ turnover and layoffs
I. Emerging organisations
Any organisation cannot enjoy monopoly in any business
indefinitely. It has to face competition from emerging
organisations that will work in the same field of business. Other
organisations may well emerge in the future that will run its
activities as those of the Khpal Kor Foundation. This will pose
direct threat to the pre-existing organisation, the Khpal Kor
Foundation.
Thus, the foundation has to take into consideration the point of
emerging organisations in the same field and try its level best to
ensure quality so that to guarantee its existence.
II. Existing organisations may enter the same business
Following the suit of The Khpal Kor Foundation, existing
Organisations may consider entering into the same business. Thus,
The Khpal Kor Foundation has to keep it under its kind
consideration during its formulation of plans and strategies.
III.Losing smartness
The point has been furnished for perusal of the learned reader that
“The smarter the better!” Therefore, smartness is a key to success,
and is an important factor for ensuring efficiency and effectiveness.

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An organisation grows bigger and bigger in terms of its resources
with its development and history. This factor may become so
prominent that the organisation may go towards losing its
smartness. In practice, small and smart organisations often times
supersede the big and fattier organisations. The management of The
Khpal Kor Foundation will have to remain smart in terms of
efficiency and bigger in terms of resources so as to survive in the
long run.
IV.Detrimental Performance
The performance of an organisation is a direct index of its
success or failure. The better the performance, the organisation will
be better off and vice versa. Organisations must, therefore, go for
improving its performance continuously. Ineffective performance
thus, poses direct threat to an organisation.
V. The H.R Factor
The resources of an organisation are the decisive factor that
makes the difference. H.R of any organisation play pivotal role in
the existence of the organisation. Many organisations that are
comparable in other resources, will go forth only on the basis of
human resources. That is why an organisation will only be
successful only and only if its human resources are competent,
devoted, and hard-working.
5. RECOMMENDATIONS
Recommendations have been given for consideration of the management of The
Khpal Kor Foundation and further necessary action on their part. These
recommendations have been deducted based upon the perusal of The Khpal Kor
Foundation in detail as has been furnished for consideration of the learned reader.

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5.1 RESTRUCTURING THE SERVICE STRUCTURE
The Khpal Kor Foundation has to redefine the prevailing service structure in
order to make its human resources more efficient and effective. There is no
uniform, pre-specified, and well established mode of appointments in the
organisation. Therefore, the following suggestions are given for subsequent
consideration by the management for necessary action. In order to make sure that
meritorious candidates be appointed to fill up the vacant positions from external
candidates the following points may be considered.
5.2 DRAFTING REQUIREMENTS AND SKILLS NEEDED
The requirements for the positions that are to be filled must be considered.
For example, for the post of computer operator, the requirement may be HSSC
Level of education and a diploma/ Certification in MS-Office or equivalent.1
5.3 ADVERTISEMENT OF POSITIONS
The positions may be advertised in daily newspapers and other media in
order to attract the potential candidates.
5.4 QUALIFICATION LEVEL
The level of education may be clearly stated, for example, Masters
Degree.
5.5 TECHNICAL SKILLS LEVEL
The level of technical skill needed must be mentioned, for example, for
filling positions of a clerk, it may be typed speed of 40WPM and computer
literacy.
5.6 RELEVANT EXPERIENCE
Relevant experience, if any availed by the candidate, may be given
Some weight age in the recruitment process.
5.7 WRITTEN TEST
A written test, preferably objective type, may be prepared for each
category of posts. The format may be specified and the test may be general

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enough to indicate the potential level of the candidates especially the written
communications level.
The test can also be conducted through testing service organisations as
available in Pakistan, for example, NTS.
5.8 INTERVIEW
The interview team may be selected very carefully. In order to make
the interview effective, the Executive Director may appoint the
Recruitment and Selection Committee. In order to avoid the shortcomings
of interview it may be specific to each category.
5.9 SELECTION
The selection may be made on the basis of overall score obtained by the
candidates in order of merit. 4
5.10 PROMOTION POLICY
The next step in HR policy is to devise a specified mode for the promotion
of employees. The promotion policy may be clear-cut and un-ambiguous. The
promotion policy may be based on:
 Educational level
 Technical skills level
 Performance, and
 Seniority
5.11 TRAINING AND DEVELOPMENT
The Khpal Kor Foundation lacks proper training and development
programs. The management should at least do the following in order to make
the employees well equipped and up to date in terms of skills and knowledge.
 Arrange seminars periodically on communication skills, drafting, computers, and
others.

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 Arrange short duration training and development programs for employees, for
example, computer literacy programs may be arranged within office hours.
 The ones literate can be given the responsibility to make a specific number of
employees computer literate. In other words to put, there should be on the job
sessions for training and development of the employee.
 Conduct a survey of the staff of the Board and make a list of the personnel that
need training and development immediately, and in near future.
 Make arrangements for training of the employees within and outside the
organisation as needed.
 For some positions technical training and professional education may be required,
for example, for accounts and auditing MBA programs or diploma programs in
Accounting Courses may be better options.
5.12 RELATIONS WITH STAKEHOLDERS
Like all other organisations in the Province working in the same field, The
Khpal Kor Foundation should develop rapport and intimate relationship with all
its stakeholders including: public, teachers, managers, students, regulatory
authority (Board of Intermediate & Secondary Education Saidu Shairif, Swat). It
will help the foundation to gain benefit in the long run.
5.13 ONLINE FACILITY
The Khpal Kor Foundation provides it online facility at www.khpalkor.org
However the service needs radical changes and improvements in order to make it
effective especially in terms of information, financial resources, and instant
contact.
OTHER SUGGESTIONS FOR IMPROVEMENT
 The lower management and non-managers should be given voice in decision
making because they have more experience about most of the problems. 3

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 One window service should be made more effective, elaborate, and make sure that
it actually means one window.
 Most of the correspondence should be through post however the quality of service
may be improved.
 The inter-sectional transfers should be carried out in light of the sectional head’s
recommendations.
 There should be Inter sectional transfers of employees on periodical basis
temporarily in order to give opportunity to employees to work in new environment
and learn from it. This will provide the employees the opportunity of knowledge
sharing.
 Recreational leave programs may be started for the employees of the foundation.
Thus, the recreational leave will provide the employees an opportunity to make up
the social activities they remained short of because of the continuous official duty.
 The management should make sure an entertainment program (like the ones
arranged at5 colleges/ university by the students) by active participation of
employees at least twice a year. This will help keep intact the level of satisfaction
and motivation of the employees.
 The foundation should preferably go for different means of finances.
 The Government should provide grants to the foundation to make it a free service
provider organisation.

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6. REFERENCES & SOURCES USED
1
Muhammad Ali, Executive Director, The Khpal Kor Foundation. (2011)
Standard Operating Procedures (SOPs) of The Khpal Kor Foundation
2
www.khpalkor.org
3
Decenzo, David A; (2002). Human Resource Management, New Delhi Pearson
Prentice Hall.
4
Dessler, Garry; (2011). Human Resource management, New Delhi Pearson Prentice
Hall.
7. ANNEXES
A. Duties of the Administration officer
B. Establishment and legal cell
C. The Khpal Kor Foundation Profile

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Annexure A 1
D. Duties of the Administration officer
Admin Officer: Will be incharge of the section. All personnel in the section and the
working of the various cells of the section will be controlled by him. He is responsible for
the efficient working of his section and personnel under him in accordance with the rules.
Duties of Admin Officer:
a. Receipt and Dispatch of mail. Proper and timely receipt of mail, its recording/
registration and handing/taking over on proper receipts of various sections.
b. Information and security. In this context he will, utilizing his personnel to do the
following:
1) Keep a tag of any news, information, rumours and other developments
affecting the working and reputation of the Organization.
2) Organize security of Organization personnel and assets including buildings,
vehicles, machinery, stationery and furniture.
c. Supervise the work of:
1) Establishment cell.
2) Working of personnel employed on legal duties of the Organization.
3) Liaise with and keep in touch with the Legal Adviser of the Organization.
4) In connection with (1) and (2) above ensure timely actions by Establishment
and Legal Cells to render reports/returns and in the case of legal matters
timely actions as required by courts.
d. He will be incharge of all store and properties of the Board. He is responsible for:
1) Planning, procurement, storage, issuance and accounting of all stores.
2) Planning, procurement, storage, issuance and accounting of all stationary.
3) Safety and security from pilferage, unsafe storage or any other danger.
4) Procurement, accounting and issuance of machinery, office or other for the
Organization.
5) Repair of furniture, machinery and other items.
6) Dispatch of stationary and other items to various departments.
e. Maintenance, upkeep and repair of Organization buildings.

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f. Supplies of water, electricity, gas and telephones, repairs and billing of these
utilities.
g. Repair, replacement, maintenance and POL of Organization vehicles.
Maintenance of vehicle records.
h. Fire fighting, to establish adequate number and properly equipped fire fighting
points and train personnel in fire fighting.
i. Control entry into Khpal kor Foundation buildings. No unauthorized personnel
will be allowed inside the offices except without a pass signed by Admin Officer.
j. Stock taking of the stores at least once a year. The proceeding to be put up to
concerned reporting officer/Board of Governors.
k. Condemnation and disposal of U/S items/stores.
l. All purchases, condemnations, stock taking and accounting of stores or
expenditures where required will be made in accordance with the Organization
procedures in vogue.
m. All dealing with the personnel will be in accordance with Organizational
decisions and order in vogue.
n. Control and manage the use of printing and photo-state machines.
o. Any other duty assigned by the Organization.
p. To assign duties to Mallies, Sweepers, Drivers, Chowkidars, Daftris and Naib
Qasids.
To control and be responsible for the discipline of all personnel in his section.
E. Establishment and legal cell
F. The Khpal Kor Foundation Profile

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Annexure B
Establishment & Legal Cell
7. Establishment Cell: Tasks of the cell are performed by a team of four men headed
by a superintendent.
a. Establishment Officer: 1 (a contingency appointment)
b. Junior Clerk 2
c. Naib Qasid 1
8. Functions of the Cell: The cell is responsible for following.
a. Keeping service record from recruitment to retirement in personal files.
b. Maintenance of service book.
c. Advertisement, test, interview for recruitment and issuance of appointment
orders.
d. Training to staff.
e. Deputation, repatriation of staff from other departments and settlement of
their terms and conditions.
f. Maintenance of pay record and preparation of pay/arrears bill.
g. Pension cases and billing monthly payments of pension.
h. Medical reimbursement cases.
j. Arrangement for completion of ACRs and their maintenance.
k. Placement/transfer of staff in different branches of Board on the proposals
of section officers.
l. Leave account, grant of all kinds of leave and bills for leave salary.
m. Income tax relating to salary.

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n. Assets and liabilities.
o. Group insurance.
p. Notices of holidays/office timings.
q. Disciplinary cases.
r. Maintaining record and correspondence on all letters etc relating to
establishment materials.
s. Settlement of audit observations concerning establishment matters.
t. Grant of house building, scooter advances and their recovery.
u. Hiring/de-hiring of accommodation.
v. Dispatch of letters relating to establishment cell.
w. All cases of litigation.
x. Acquisition of land for Board building and its security.
y. Construction of building.
z. Building inventory.
aa. Transportation

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Annexure C 2
Basic Information:
Name: Khpal Kor Foundation (KKF)
Address: Makanbagh, Mingora, District Swat, Khyber Pakhutn
Phone +92 (0946) 729211-9240011
E-mail: info@khpalkor.org & khpalkor@gmail.com
Website:
Year of Establishment
www.khpalkor.org
1996
Operational Areas Malakand Division
Registration Particulars (Registration and Control) Ordinance 1961.
Place: District Office Social Welfare SWAT
Date: 10th
August, 1998
Registration No: 1402
Type of Organization Non-governmental organization (NGO)
Target Group/s of the
organization
Generally Child Rights (CRC) Orphans particularly.
Targeted Outreach Division level
Geographical area
covered
Malakand Division
Primary contact person 1. Name: Muhammad Ai
Cell: +92-301-8530411
Phone: +92-946-729211-9240011
Email: mali_khpalkor@yahoo.com

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Secondary contact
persons
1. Name: Fazal Ali
Cell: +92-345-9526222
Email: fazalali_kkf@yahoo.com
Phone: +92-946-729211-9240011
Name: Imran Khan
Cell: +92-343-9630025
Phone: +92-946-729211-9240011
Email: co.imrankhan@gmail.com
Our goal:
To get due rights of the orphan to support them in attaining the potential to have full
life.
Our vision:
To demonstrate while reducing the vulnerability of different segments of the society
peaceful and prosperous society is possible.
Our mission:
To facilitate orphan in their life struggle to become good human beings and effective
citizen.
Our aims & objectives
 To provide food, lodging and boarding facilities to orphan children.
 To continue education until such stage that they may be able stand on their own
feet and could support their mothers and genuine dependents.
 To arrange modern and technical education for such children.
 To train them on the lines that they may become good citizens of the society and
save them from child labor.
 To save them from ill practices like drug, crimes and abuses.
 To look after them in a best possible way.
 To strive hard for their legal rights.
 To make them useful citizens of the society.

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 To look after their health and cleanliness.
 To provide them a positive opportunity for constructive academic and co-
curricula activities.
 To provide quality education facility to community children at reasonable fee
besides Khpal Kor children.
 To work for child rights.
 To work for better environment
Our values:
 Respect - We affirm the dignity, potential and contribution of participants,
donors, partners and staff.
 Integrity - We act consistently with our mission, being honest and transparent
in what we do and say and accept responsibility for our collective and
individual actions.
 Commitment - We work together as a team effectively to serve the larger
community.
 Excellence - We constantly challenge ourselves to the highest levels of
learning and performance to achieve greater impact.
 Innovativeness - We believe to adapt innovative ideas to fulfill development
and transformation gaps.
Our approach:
Our approach is to work hand-in-hand with community activists, scouts volunteers, local
leaders, local partners, and national and international organizations to give children
particularly the orphans, the tools they need to improve their lives, and to support their
genuine families and dependents.
Our cross cutting themes:
 Child’s rights institutional development
 Environmental conservation
 Child’s rights assurance
 Peace and harmony

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 Minimizing social evils and ill-practices.
 Human Rights Development.
Our operational areas:
KKF operates across Malakand Division covering district Swat, Buner, Shangla, Dir
(Lower), Dir (Upper), Chitral and Malakand Agency .
Our Current Assets
KKF Honours:
1) Primary School Project as Model Project with European Commission (EC)
through Trust Volunteer Organization TVO
1 year project (Primary School) was got from European Community (EC) through TVO
which declared as model project through out Pakistan.
2) KKF Selection as member Pakistan Bait-ul-Mal appraisal committee.
Khpal Kor Foundation was given membership in PBM appraisal Committee for working
with best performance with Pakistan Bait-ul-Mal.
3) KKF Recommended for king Hussain prize.
Khpal Kor Foundation has been recommended for King Hussain prize by NWFP
government for its excellent performance.
4) Khpal Kor Foundation as model in the world scout movement.
As Khpal Kor Foundation has founded by Swat Scouts Open Group which is its mother
organization. This is a unique activity initiated from the Scouting Platform across the
world. In this regard Khpal Kor Foundation has got an appreciation letter.
5) Ashoka Award/ Fellowship for the organizer Khpal KorFoundation.
Ashoka Foundation is Washington based organization. Selecting social entrepreneurs
around the world. Ashoka fellowship and stipends for three years period is awarded to the
selected social entrepreneurs.
In 2005 Organizer Khpal Kor Foundation Mr. Muhammad Ali was awarded this
fellowship and stipend by Ashoka Foundation for his unique social activity.

Intren ship report approved

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