Post on 18-Mar-2020
CHAPTER – 1 CHAPTER – 1 INTRODUCTION TO REPORT INTRODUCTION TO REPORT
CHAPTER – 1
INTRODUCTION TO REPORT
1.1 INTRODUCTION
The institute of Management Sciences requires all students studying for a
Bachelors degree in Business Administration to undergo an internship after which
a relevant topic is chosen for a research report. It is preferable to choose a topic
related to the place of internship so that gathering information will be easier.
The topic I choose is “The factors of stress amongst the employees of IMStudies.”
This topic was chosen because I had interned there and due to my personal interest
in psychological issues, I thought stress was the best topic for research.
The topic of research is specifically focused on the employees of IMStudies. This
includes not only the teaching staff but the top management and lower level staff
of IMStudies as well. The research finds out the various stressors that are affecting
the employees of the department, how it is dealt with and how the authoritative
figures address the matter. The study also highlights the core reasons behind the
major stressors
1.2 BACKGROUND OF STUDY
Stress amongst employees is a growing concern in all organizations. They have to
deal with cut throat competition, meet shorter more demanding deadlines and at
the same time be at their creative and innovative best. With the increasing
emphasis on team work employees must know how to deal with colleagues of
diverse natures and work together to achieve a common goal. Employee stress can
be a big obstacle in achieving their full potential with regards to their productivity
level.
1.3 PURPOSE OF STUDY
The purpose of this study is to expose the students to hands on experience in their
related business, providing them with much needed experience to help them in
their practical lives and provide the student with the opportunity of gaining
practical knowledge of the procedures and principles, their objectives and actual
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CHAPTER – 1 CHAPTER – 1 INTRODUCTION TO REPORT INTRODUCTION TO REPORT
work performance. It is hoped that this study will give the reader, as well as the
student performing the study, and insight into the working of the institute and
judge its suitability for future internship programs.
1.4 OBJECTIVES OF RESEARCH
This report is a compulsory requirement for the completion of BBA (Hons)
degree.
Its other objective is to find the various causes or factors that are stressors
for the employees of IMStudies.
How employees are able to cope with these stressors.
What measures the top management has taken to assist its employees in
dealing with stress.
The impact of stress on their productivity level.
Finding solutions and giving some recommendations to the stress related
issues of the employees.
1.5 UNIT OF STUDY
Information has been collected from university of Peshawar and specifically
IMStudies. Text material was searched for from the digital library at IMSciences.
Based on the analysis of the causes of work-related stress, practical
recommendations are given to deal with stress.
1.6 PROBLEM IDENTIFICATION
Work related stress can decrease the productivity and motivational levels of
employees. Motivational level is reduced when the stress is not noticed by the top
management while productivity is decreased because stress can be a huge obstacle
in the way of creativity which is needed in the education sector.
1.7 LIMITATIONS OF STUDY
The number of questionnaire respondents was limited as it was limited to
one specific department IMStudies, plus many lectures excused themselves
from filling the questionnaire due to lack of time from their part.
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CHAPTER – 1 CHAPTER – 1 INTRODUCTION TO REPORT INTRODUCTION TO REPORT
Secondary data was next to non existent on the topic (stress in employees
of IMStudies), had to take assistance from other relevant material.
1.8 METHODOLOGY OF THE STUDY
For writing this report, the information was collected through the following ways.
This study involves the use of two types of report writing i.e. study makes use of
primary and secondary data.
Primary Data
In primary data the following techniques were used:
1. Personal observation
2. Briefing and discussion during the internship with employees.
3. Unstructured interviews were used whenever a problem in the report was
faced.
4. Structured interviews.
5. Telephonic inquiries.
Secondary Data
The secondary data collection method used to get information was from:
1. books
2. articles
3. journals
4. newspaper
5. websites
6. relevant research reports
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CHAPTER – 1 CHAPTER – 1 INTRODUCTION TO REPORT INTRODUCTION TO REPORT
1.9 SCHEME OF REPORT
The report will contain 4 chapters as mentioned below:
Chapter – 1: Introduction
This is a brief introduction to the report which includes background of study,
purpose of study, objectives of research, identification of variables theoretical
framework, hypothesis, unit of study, problem identification, limitations of study,
methodology of study and scheme of report.
Chapter – 2: Review:
This chapter contains both literature review and organizational review. Literature
review contains the definition, causes and consequences of stress. While
organizational review will contain a brief history and the present functions of
IMStudies.
Chapter – 3: Analysis and findings:
This chapter contains the analysis of the questionnaire handed out in IMStudies. It
also contains a collective narration of the interviews I took from various
intellectuals on this behalf.
Chapter – 4: Recommendations and conclusions:
This chapter will contain a few practical recommendations based on the research
outcomes plus some assistance will be taken from relevant articles.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 4
CHAPTER – 2 CHAPTER – 2 LITERATURE REVIEW LITERATURE REVIEW
CHAPTER – 2
LITERATURE REVIEW
‘Stress is that which happens to the man, not that which happens in him, it is a set
of causes not a set of symptoms’ (Symonds (1947) Royal Air force flying
personnel).
2.1 WHAT IS STRESS?
Stress is not the situation itself but an individual’s reaction to that particular
situation. Much to the surprise of people’s general opinion, stress is not always
negative. There are both positive and negative types of stress. The latter being
called ‘distress’ and the former being called ‘eustress’. Eustress is always healthy
and constructive because the stress is in moderate levels which enable the
individual to achieve goals, change the environment and succeed in life’s
challenges. Eustress is needed to survive.
But majority of research done is focused on ‘distress’ as it is a growing concern
for organizations. Distress usually has a negative effect on job performance which
is usually the cause of a lot of mental and physical health problems.
2.2 GENERAL ADAPTATION SYNDROMEThis is a model of the stress experienced. It consists of three stages. It was
formulated by Dr. Hans Selye almost 50 years ago and was the first to actually
document stress. This provides an automatic defense system to cope with
environmental demands. The line shows the individuals energy and coping ability
in stressful situations.
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2.2.1 Alarm Reaction
The perception of a challenging situation causes the brain to send a biochemical
message to various parts of the body which increases respiration rate, blood
pressure, heart beat and muscle tension. It alerts the person to the environmental
condition and prepares the body for the resistance stage.
2.2.2 Resistance
The line in the graph at this stage is above normal state. This is because the body
has activated various biochemicals, psychological and behavioral mechanisms.
The adrenaline level is high which enables us to overcome the source of stress.
But the resistance can only be towards one or two environmental condition which
will make us vulnerable to any other sources of stress. This is why people catch
cold or other illnesses while working under pressure.
2.2.3 Exhaustion
The resistance is limited if the source of stress persists, the person will go into
exhaustion stage. In most work situations the general adaptation syndrome usually
ends before total exhaustion is experienced because either the tense situation is
resolved or the individual withdraws and comes back to deal with stress after
some time with renewed energy.
This model only explains the experience of stress but to get a clear understanding
of stress we must understand its causes and its consequences.
2.3 CAUSES OF STRESSAll sources of stress are usually categorized into four main types 1) Physical
environment stressors 2) Role-related stressors 3) interpersonal stressors 4)
organizational stressors.
2.3.1 Physical Environmental Stressors
This may include excessive noise, poor lightening, safety hazards, poorly
designed office space, lack of privacy, ineffective lightening and poor air quality.
Such stressors can be sometimes easily dealt with, e.g. when you provide ear
protectors for workers in a noisy factory.
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2.3.2 Role-Related Stressors
This is when employees have difficulty in either understanding or performing
various roles in their lives. These difficulties can be further divided into four
types;
Role conflict- when employees are uncertain about how to carry out their
job.
Workload – when they have either too little or too much workload.
Task control – when they feel they do not have the right amount of
authority over their job
2.3.3 Interpersonal Stressors
This sort of stress arises due to the interaction with other employees in the work
place. This can arise due to:
ineffective supervision
office politics
sexual harassment
work place violence
work place bullying
2.3.4 Organizational Stressors
This sort of stress can be in many forms;
merger
acquisitions
downsizing
layoffs
These are some examples of how an organization can give stress to its employees.
2.3.5 Non-work Stressors
Personal stress that is obtained outside the work place can have a great effect on
the productivity of the employees at work. This can be in the form of;
Time-based conflict- when employees have to balance work and family
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Strain-based conflict- when the strain of one domain spills over to the other
e.g. the extra responsibility of marriage or financial difficulties
Role-behavior conflict- when people are expected to enact completely
different roles on and off the job e.g. a teacher will find it difficult to switch
to being a mother and not treat her children as students.
2.3.6 Individual Differences in Stress
People exposed to the same stressful situations will have different stress
symptoms due to various reasons.
2.3.6.1 They Perceive Stress Differently
Self-efficacy – this whether they personally think that they are able to face
the challenge or not. A person with low self-efficacy will have stress levels
as compared to a person with high self-efficacy.
Personalities- a pessimist will have high stress levels while an optimist will
have a comparatively lower stress level.
2.3.6.2 People have different threshold of resistance
Younger people can easily resist stress as compared to older individuals. Exercise
and healthy lifestyles also aids in resisting stress.
2.3.6.3 People have different coping strategies
They ignore stress
They seek emotional support for stress
They try changing the stressor.
2.3.6.4 Type A and Type B personalities
People are can be broadly categorized into two groups on the basis of their
personality type;
Type – A
Hard driving, competitive individuals with a strong sense of time urgency. They
can be impatient, lose their temper, talk rapidly and interrupt others during
conversations.
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Type – B
They are less competitive and less concerned about their time limitations. They
work steadily, take a relaxed approach to life and are even tempered. They may be
equally ambitious but they usually take more relaxed approach in facing life’s
challenges.
2.4 CONFLICT DUE TO FRUSTRATION
Frustration occurs when a motivated drive is blocked before a person reaches a
desired goal. The frustration model given in this behave can not only be useful in
the analysis of not only behavior in general but also specific aspects of on-the-job
behavior.
FRUSTRATION MODEL
The barrier maybe either overt (outward or physical) or covert (inward or
sociological). The frustration model can explain the motivational problem of
employees ( which is a prevailing problem in IMSudies). Their motives have been
blocked by dead-end jobs, high degrees of job specialization or supervisors who
put up too much barriers.
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Goal( reduction of
drive fulfillment of deficiencies
Drive(Deficiency
with direction)
Frustration
Need(Deficiency)
Barrier 1. overt 2. covert
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2.5 CONSEQUENCES AND SYMPTOMS OF STRESS2.5.1 Emotional Symptoms
Chronic anxiety, nerviousness and worrying
increased frustration intolerance
emotional outburst
depression
moodiness
burnout
exhaustion
job dissatisfaction
2.5.2 Physical Symptoms
decreased energy level
uncharacteristic clumsiness
heart disease
ulcers
high blood pressure
headaches
sleep
2.5.3 Mental Symptoms
difficulty concentrating
forgetfulness
difficulty thinking clearly
Paranoia, defensiveness and irrational fears
2.6 DOWNSHIFTING
When a person is stress his brian downshifts. Downshifting is a state where a
persons intellectual, psychological and behavioral abilities are compromised. This
is because stress effects or brain and brain is usually responsible for our emotional
state.
2.6.1 Intellectual Downshifting
When we downshift intellectually, our thinking beomes less creative, or problem
solving ability diminishes and our overall ability to process information decreases.
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This can happen even when there is information overload. In this state our ability
to think literally shuts down. This can be dangerious because if an individual isnt
thinking clearly, he will make poor decisions, maybe take inappropriate safety
precautions.
2.6.2 Psychological Downshifting
When we downshift psychologically we become immature. Grown adults start
throwing temper tantrums and act childlishly when they are stressed out, e.g.
slamming things around, actiing rebellious, mocking, mimicking or pouting.
Some time an organizations entire staff can have such a downshift. This usually
occurs when there is a general level of fear or resentment of a boss who is either
too disrespectful or overcontrolling. Psychologically downshifted employees are
harder to manage and they make make lots of mistakes in their work because they
behave carelessly and childlike.
2.6.3 Behavioral Downshifting
This happens when our response to problems and challenges become rigid
and inflexible. We become awkward and clumsy, e.g. when we are running
late and loose our keys, we usually looking in the same place several times
thinking they might reappear in the next attempt. This is behavior rigidity
2.6.4 Other Consequences of Downshifting
They are resistant to change, overract to small inconveniences, be defensive,
paranoid, territorial, a control freak, power hungery, simplistic in thinking, self-
sentered and unable to empathize.
2.7 TRAUMATIC EXPERIENCES
This topic was added to the literature review because it is very relevant to the
current conditions of Pakistan. In which we witness and hear about traumatic
incidences on a daily basis and this must have some sort of negative effect on the
mind of employees while working.
Trauma is an experience of being psychologically overwelmed. The person
becomes impotent as they are unable to cope intellectually or emotionally. Trauma
can come from a single catastrophic event, or a series of less dramtic stressors
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which, through their combined effect create negative psychological and physical
changes.
2.7.1 How to Identify a Traumatized Person?
The following factors play a major role in knowing whether a person is
traumatized;
Control-The less control a person has over a stressful situation the more
traumatized he will be.
Predictability- The less predictacle a stressful situation’s outcome is, the
more traumatizing it will be.
Self- efficacy- individuals with high self-efficacy will be less traumatized
and vice versa.
Support system- People with a good emotional support system (friends and
family) can easily over come stressful situations
Context- If the traumatized event takes place in a context where people can
talk about it without having to pretend to be tough or unaffected; they can
then wok through and let go of the painful emotions triggered by the event.
2.7.2 What Happens When a Truamatized Person is not Addressed?
They fight change- A traumatized person feel very threatened and insecure
and needs to stick to their routines and familiar ways for security. The more
they fight change the less effective they will be in responding to the
inevitable thus reducing their sense of self-efficacy, this further decreases
their ability to pasitively respond to future changes and hence a detoriating
cycle starts.
Intolerant to Diversity- Our modern brain enables us to make logical
assessments of people and generate intelligent interpretations of their
character and intentions. It also enables us to reflect on our emotional
response to people and challenge them when they appear irrational. When
we are stressed or traumatized our minds become simple or primitive. Such
persons don’t take the time to understand other people as they have
minimum information about them as individuals. They categorize thm into
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simplistic groups on the basis of their gender, ethnic, religious or
socioeconomic group and eventually come to a conclusion about who they
are.
Creativity is limited- When people feel threatened, their thoughts become
rigid and tradition bounded. The mind becomes focused on the stressor.
This prevents divergent thinking. Stressed or traumatized individuals will
have a very simple and shallow thought process. In short creativity only
comes out in non-threatening environments.
Weat TQM- this happens because TQM requires high levels of functioning
and commitment. It requires looking at the big pcture and long term issues.
Traumatized workers are focused on survival, not on long range plans or
other people’s well being. They are in no way in the position to contribute
to the processes of TQM.
Lack of interest in Teamwork- Good teamwork requires each individual
worker to be at his interpersonal best, with excellet communication
skills.traumatized workers have survival mentality. They are usually
defensive, protectionistic and paranoid. All such qualities which do not
work well in a team.
No learning Organization- A traumatized worker is usually downshifted.
This is havoc on an organization’s attempt to create a learning organization.
The organization has to over come these stressors and traumatic situations inorder
to obtain a resilient workforce.
2.8 RESILIENT WORKFORCE
Resilience refers to a person’s capacity to handle difficulties, demands and high
pressure without getting stressed. Once the workforce is resilient it will be able to
obtain many things;
They will be able to avoid sweating the small things that come in the their
way.
They will be in good form to perform under heavy pressure.
They will be flexible and will be able to adapt to changing cirumstances.
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They will be able to bounce back from defeat
All this will have a good effect on the customers (in this case students) as
an employee’s stress is always visible during interaction with the
customers.
They will become more creative once the stress is gone as stress decreases
intellectual activity and blocks his creativity.
The reputation of an organization of having a resilient workforce will make
it easier for them to attract and retain talented employees.
Productivity of workers increases.
2.9 MANAGING STRESS
What can you do to deal with stress overload or, better yet, to avoid it in the first
place? The most helpful method of dealing with stress is learning how to manage
the stress that comes along with any new challenge, good or bad. Stress-
management skills work best when they're used regularly, not just when the
pressure's on. Knowing how to "de-stress" and doing it when things are relatively
calm can help you get through challenging circumstances that may arise. Here are
some things that can help keep stress under control.
2.9.1 Take a stand against over-scheduling
If you're feeling stretched, consider cutting out an activity or two, opting for just
the ones that are most important to you.
2.9.2 Be Realistic
Don't try to be perfect - no one is. And expecting others to be perfect can add to
your stress level, too (not to mention put a lot of pressure on them!). If you need
help on something, like schoolwork, ask for it.
2.9.3 Get a Good Night's Sleep
Getting enough sleep helps keep your body and mind in top shape, making you
better equipped to deal with any negative stressors. Because the biological "sleep
clock" shifts during adolescence, many teens prefer staying up a little later at night
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and sleeping a little later in the morning. But if you stay up late and still need to
get up early for school, you may not get all the hours of sleep you need.
2.9.4 Learn to Relax
The body's natural antidote to stress is called the relaxation response. It's your
body's opposite of stress, and it creates a sense of well-being and calm. The
chemical benefits of the relaxation response can be activated simply by relaxing.
You can help trigger the relaxation response by learning simple breathing
exercises and then using them when you're caught up in stressful situations. (Click
on the button to try one.) And ensure you stay relaxed by building time into your
schedule for activities that are calming and pleasurable: reading a good book or
making time for a hobby, spending time with your pet, or just taking a relaxing
bath.
2.9.5 Treat Your Body Well
Experts agree that getting regular exercise helps people manage stress. (Excessive
or compulsive exercise can contribute to stress, though, so as in all things, use
moderation.) And eat well to help your body get the right fuel to function at its
best. It's easy when you're stressed out to eat on the run or eat junk food or fast
food. But under stressful conditions, the body needs its vitamins and minerals
more than ever. Some people may turn to substance abuse as a way to ease
tension. Although alcohol or drugs may seem to lift the stress temporarily, relying
on them to cope with stress actually promotes more stress because it wears down
the body's ability to bounce back.
2.9.6 Watch What You're Thinking
Your outlook, attitude, and thoughts influence the way you see things. Is your cup
half full or half empty? A healthy dose of optimism can help you make the best of
stressful circumstances. Even if you're out of practice, or tend to be a bit of a
pessimist, everyone can learn to think more optimistically and reap the benefits.
2.9.7 Solve the Little Problems
Learning to solve everyday problems can give you a sense of control. But
avoiding them can leave you feeling like you have little control and that just adds
to stress. Develop skills to calmly look at a problem, figure out options, and take
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some action toward a solution. Feeling capable of solving little problems builds
the inner confidence to move on to life's bigger ones - and it and can serve you
well in times of stress.
2.9.8 Build Your Resilience
Ever notice that certain people seem to adapt quickly to stressful circumstances
and take things in stride? They're cool under pressure and able to handle problems
as they come up. Researchers have identified the qualities that make some people
seem naturally resilient even when faced with high levels of stress. If you want to
build your resilience, work on developing these attitudes and behaviors:
Think of change as a challenging and normal part of life.
See setbacks and problems as temporary and solvable.
Believe that you will succeed if you keep working toward your goals.
Take action to solve problems that crop up.
Build strong relationships and keep commitments to family and friends.
Have a support system and ask for help.
Participate regularly in activities for relaxation and fun.
Learn to think of challenges as opportunities and stressors as temporary problems,
not disasters. Practice solving problems and asking others for help and guidance
rather than complaining and letting stress build. Make goals and keep track of
your progress. Make time for relaxation. Be optimistic. Believe in yourself. Be
sure to breathe. And let a little stress motivate you into positive action to reach
your goals.
2.10 MINDFULNESS
This coping mechanism of stress seemed relavent for this research as it deals with
job uncertainity. This is exactly what the contract employees of IMStudies are
going through. They feel stressed due to the uncertainity of losing their jobs as
they are not permanent employees.
Mindfulness based stress interventions are suitable for employees who living with
jo uncertainity. It is an intentional conciousness learned through meditation, can
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reduce psychological suffering by reducing anticipation anxiety that workers feel
due to their job uncertainity. The clients of mindfulness can make calmer and
more informed decisions. They can create a sense of agency about their situation
and operate in a more centered form of functioning.
Mindfulness is an intentional consiousness, awareness, being attentive in the
present moment. This can be learned through meditation. The three element of
mindfulness is awareness, being in the present moment and acceptance.
Acceptance is furhter divided into three parts; stopping, observing and returning.
‘Stopping’, means stopping those automatic activities that come from automatic
thought. It can also refer to slowing down. ‘Observing’ means concentrating on an
aspect of awareness, it can be breath or sensory experiences. These thoughts or
experiences have no value attached to them. By concentrating on this present
things one can not focuse on the future. This turns the mind away from
anticipating what will happen in the future. After stopping and observing the final
step is ‘returning’ in which the client returns the intentional consiousness back to
to the orginal activity.
The purpose of the present-based focus is to have workers center their attention on
the here and now. Preventing them from thinking about the past or worrying about
the future.
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REFERENCES
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 18
CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
CHAPTER – 3
ORGANIZATIONAL REVIEW
3.1 EXISTING SITUATION OF IMSTUDIES
3.1.1 Background3.1.1.1 Brief History of IMStudies
The University of Peshawar decided to merge the Department of Public and
Business Administration in order to have a greater synergy into a single entity in
1994. Thus, the Institute of Management Studies was formally established in1995.
During the short span of time, IMStudies developed its own niche in a highly
competitive market and established its own reputation among the students,
academia, and professional’s community.
Initially, IMStudies started a masters program in Public Administration and
Business Administration. However due to an overwhelming interest and growing
demands, IMStudies started its Under-Graduate Programs of BBA(Hon) and
BBA-IT(Hon) in management studies in 2002. BBA-IT program was dis-
continued in 2007 and instead of BBA-IT (Hon); students will be admitted to
BBA (Hon) Program. IMStudies offers One year MBA for its graduate students
from the current academic session besides its two-year masters Program in Public
and Business Administration.
3.1.1.2 Legal mandate of IMStudies
The decision making power in regards to admissions and salaries rests with the
University of Peshawar. It is a government run university and a non-profit
organization. This was one of the reasons why IMSciences emerged as a private
institute as they wanted decision-making autonomy. Though the UoP has
increased its semester fees its still have of what private universities charge.
3.1.1.3 Actual Functions Performed
They functions that are performed in the institute are offering degrees of
undergraduate, graduate, research and development.
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3.1.1.4 Review of relationship of headquarters and department (IMStudies)
The headquarters in this case is the University of Peshawar. There are a lot of
differences between the two entities. IMStudies wants more decision making
power, wants the semester fees to remain within the department and will want to
increase the salaries of its employees in order to reach the levels of private
universities. However, UoP are not agreeing to the demands due to which these
differences continue to be.
3.2 REVIEW OF CURRENT STAFF
3.2.1 Current Teaching Staff
Mr. Shah Jehan Khan, Ph.D. (USA), Associate Professor and Director
Mr. Abdul Qaiyum Khan, Ph.D. Professor & coordinator MBA (afternoon)
Mr. Abdul Wahid, M.Com, FCMA, Associate Professor & coordinator MBA
Mr. Tanveer Abdullah, Ph.D. (UK), Cert.PM (USA), Associate Professor and coordinator DHPM
Ms. Bushra Hamid, Ph.D. Associate Professor
Mr. Zia ud din, MBA (USA), Associate Professor and coordinator R&DD
Mr. Sajjad Ahmad Khan, Ph.D. Assistant Professor
Mr. Naveed Ahmed, MPA (Peshawar), Lecturer and coordinator examination
Mr. Mehboob-ur-Rashid, MBA, Lecturer and coordinator BBA(H)
Mr. Zia Obaid, M. Phil (Norway) Assistant Professor
Ms. Afifa A. Khattak, MBA, Lecturer
Ms. Durr-e-Nayab, MPA, Lecturer
Mr. Shahid Hussain, M.Sc, Computer Science, Lecturer
Mr. Waqar Aziz, M.Sc. Computer Sciences. Lecturer
Mr. Waqar Alam, MBA(USA), Lecturer and coordinator BBA-IT
Ms. Shandana Azizullah, MPA, Lecturer
Ms. Aqsa Saddiq, M.Phil (Pesh) Lecturer
Ms. Johaina Khalid, MBA (Pesh), Lecturer
Mr. Saifullah Khan, MBA (Pesh), Lecturer
Mr. Hashim Khan, MPA (Pesh), Lecturer
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3.2.2 Supporting Staff
Mr. Amir Hussain, Superintendent
Mr. Mian Muhammad Nabi Librarian
Mr. Saddat Khan Superintendent
Mr. Abdul Ghafoor Senior Lab Assistant
Mr. Badshah Gul Senior Clerk
Mr. Ikram Ullah Senior Clerk
Mr. Muhammad Nisar Machine Operator
Mr. Noor Ali Naib Qasid
Mr. Zafar Khan Naib Qasid
Mr. Rehman ullah Naib Qasid
Mr. Nasir Khan Naib Qasid
Mr. Musrart Hussain KPO
Mr. Haroon Clerk
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 21
CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
3.2.3 Hierarchy of IMStudies
3.2.4 Salary Structure and Benefits
Since it is a government run institute, the salaries depend on the status of grades
the employee is promoted too. For the teaching staff they are given Rs 500 per
hour of service in the department.
3.2.5 Rate of Transfers
The top management and teaching staff are not transferred to different locations.
The lower level or clerical staff can be transferred between departments in
accordance with the rules of University of Peshawar.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar
Co-ord.BBA
Co-ordBBA-IT
Co-ordMBA(M)
Co-ord.MBA(AN)
Co-ordMBA(E)
Co-ordMPA
Co-ordR&DD
Co-ord.Exams
OfficeManager
Director
Supportive & Administrative Staff
22
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3.2.6 Promotion Prospects
Promotions can only happen when the University of Peshawar announces
availability of positions. These are not decided internally by IMStudies. Contract
employees can be promoted to permanent employees through a selection process:
First, the department makes a demand to the UoP for the need of faculty.
UoP then creates positions e.g. associate Professor, Professor Etc.
Then these posts are advertised to the public, anyone can apply.
The applicant’s papers are scrutinized.
Demonstrations are held in which the applicants are short-listed.
The short listed applicants have to be interviewed by a selection board. The
board comprises of the VC, experts in the particular field, the director and
other outsiders. They interview and select the best applicant for the
permanent position.
3.2.7 Incentives
The employees of University of Peshawar are given free medical, pension,
housing on campus, education for there children all the way up to university level.
3.3 STATE OF COMMUNICATION
Since IMStudies is a small institute, the internal communication is through notice
boards, meetings or face-to-face contact.
3.4 ORGANIZATIONAL CLIMATE
The general climate of the organization is friendly. Majority of the employees
reported they enjoyed coming to work. However, due to low promotional aspects,
there is a sense of de-motivation.
3.5 PHYSICAL FACILITIES
The institute is distributed amongst three buildings on campus. The main building
contains the offices and the MBA classes, while the other two contain the BBA
(Hon) and BBA-IT classes respectively.
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CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
3.5.1 Furniture and Equipment
All offices and classrooms have standard university level furniture, consisting of
desks, chairs, student chairs, and white boards with markers. The computer labs
are equipped with computers and internet connection. The library has been
recently renovated with a new interior design and latest books. There is a limited
number of multimedia devices and projectors. The students have to arrange a class
in the multimedia room when its need arises. Majority of the classrooms and
offices are air-conditioned.
3.6 TRAINING FACILITIES
No internal training takes place in the institute, any sort of training that is arranged
for the employees are usually under the supervision of the University of Peshawar.
3.7 BUDGET REVIEW
The annual budget of the institute is Rs. 16 lac. Rs. 8 lac is given by the UoP
while the rest of the money is internally generated through various projects.
Main area of expenditure is on salaries of the employees and purchasing and
maintaining of computers for the computer lab.
3.8 EXISTING OUTPUT OF IMSTUDIES
3.8.1 Graduate Programs
BBA (Hons) 120 Credit Hours
BBA-IT (Hons) 120 Credit Hours
3.8.2 Postgraduate Programs
MBA General (One Year) 36 Credit Hours
MBA-IT (One Year) 36 Credit Hours
BA (Hons) Business Administration Three Years
BA (Hons) Public Administration Three Years
MBA (Evening) 66 Credit Hours
Diploma In Health Planning & Management 36 Credit Hours
Diploma in Enterprise Development 33 Credit Hours
Ph.D. Program for HEC Scholarship Holders
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CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
3.8.3 Enrollment of Students
BBABBA
(Hons)
Buss. Adm
BBA(Hons)
Pub. Adm
Master One Year
MBA
(Evening)M.Phil. Ph.D. Diploma
in Pub Health
M F M F M F M F M F M F M F M F
141 59 84 22 36 13 127 35 37 -- 01 -- 10 -- 12 --
T 200 106 49 162 37 01 10 12
3.8.4 Areas of Specialization
The distribution of courses in these programs has generally been made on the
basis of proportionate representation in the following order:
1. General Courses:
2. Management related courses including Finance & Accounting:
3. Marketing
4. Computer & IT Related courses:
5. Specialized courses:
Besides, other areas of specialization such as Management, Finance, Marketing,
HRD, and MIS, the following new areas of specialization are introduced for the
benefit of all the students of the IMS. It includes:
a. Enterprise Development & Entrepreneurship.
b. Local Government.
c. Good Governance
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 25
CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
3.9 PROJECTS OF IMSTUDIES: PERTINENT PROJECT DETAILS (2006 ONWARD)
Year Project Details Sponsoring Agency Name & Address of Contact Person(s)
2006 Report Writing Training Program
Norwegian Refugee Council Dr. Shahjehan KhanMr. Zia Uddin
2006 Management Leadership Training Program
Norwegian Refugee Council Dr. Shahjehan KhanDr. Sajjad Ahmad Khan
2006 Entrepreneurship Development for Dir Area Support Program (DASP)
Bank of Khyber Prof. Dr. Abdul Qaiyum KhanDr. Sajjad Ahmad Khan
2006 IT Awareness Project for NWFP Colleges /Institutes
Pakistan National Commission for UNESCO, Islamabad
Prof. Abdul Qayium KhanMr. Assad HabaibDr. Sajjad Ahmad Khan
2007 Out sourcing of Information Collection & Dissemination Services (ICDS)
Trade Development Authority of Pakistan (TDAP),Government of Pakistan
Mr. Zia Obaid
Mr. Amir Hussain
2007 Training Program on Accounting Information System (AIS) for Lecturers & Assistant Professors of Government Commerce Colleges in NWFP
Project Director (PMU)Restructuring of Technical Educational and Vocational Training System Project, Peshawar
Dr. Shahjehan KhanMr. Zia ObaidMr. Amir Hussain
2008 Training Program on Business IT (MIS) for Lecturers & Assistant Professors of Government Commerce Colleges in NWFP
Project Director (PMU)Restructuring of Technical Educational and Vocational Training System Project, Peshawar
Dr. Shahjehan Khan
Mr. Amir HussainMr. Waqar Aziz
2008 Human Resource Development and Infrastructure Development Project
Afghan Education Program (AEP), Kabul
Dr. Shahjehan KhanMr. Amir Hussain
2008 Training Services for FATA and FDA Employees.(under process)
City District Government Strategic Policy Unit, Faisalabad.
Dr. Shahjehan KhanMr. Zia Uddin
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 26
CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
3.10 IMSTUDIES COMMITTEES
IMS administration purely believes on the decentralization concept and to achieve
the maximum input from all the faculty staff following committee has been
constituted:
1. Admission Committee
2. Semester Committee
3. Purchase Committee
4. Disciplinary Committee
3.11 IMS STUDENT SOCIETIES
1. Social Society
2. Academic Society
3. Proctorial Board
4. Editorial Board
3.12 ACADEMIC PROGRAMS OF IMS
3.12.1 Master of Business Administration (MBA)
Seat Breakup for Master of Business Administration (MBA)
BA Category (with Economics, Maths / Statistics) 08
B.Sc. Category 08
BBA Category (only two years program) 10
B.Com Category (only two years program) 10
Uni. Employee’s 01
Sheikh Zahid Islamic Center 02
Disable 01
Sport 01
Total 40
3.12.1.1 MBA Degree Requirements
A student of MBA is required to complete 72 Credit Hours. Besides course
work MBA students will have to undergo an internship program in any
organization of repute for 8 (Eight) weeks. The weight-age of internship
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CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
and report writing shall be equal to two courses of 6 (Six) Cr. Hrs of 200
marks.
The normal duration for the completion of MBA program will be four
semesters. Maximum period for the award of the degree will not exceed six
semesters.
Students of the current & last session are eligible to apply (To be strictly
observed).
3.12.1.2 Eligibility for MBA
Students with B.A and B.Sc. having at least second division securing 45 %
marks in aggregate are eligible to apply.
Merit for MBA shall be determined on the basis of the following criteria.
1. Marks obtained in intermediate examination 50% (Weight-age)
2. Marks obtained in entry test 40% -do-
3. Marks obtained in interview 10% -do-
All other matters shall be dealt according to the rules and regulations of the
University of Peshawar and the Institute of Management Studies.
3.12.2 Master of Public Administration (MPA)
Seat Breakup for Master of Public Administration (MPA)
40 Seats including all the reserve Seats.
3.12.2.1 Degree Requirements
A student of MPA is required to complete 72 Credit Hours. Besides course
work MPA students will have to undergo an internship program in any
organization of repute for 8 (Eight) weeks. The weight-age of internship
and report writing shall be equal to two courses of 6 (Six) Cr. Hrs of 200
marks.
The normal duration for the completion of MPA program will be four
semesters. Maximum period for the award of the degree will not exceed six
semesters.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 28
CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
Only students of the present & last session are eligible. (To be strictly
observed).
3.12.2.2 Eligibility for Admission
Students with B.A and B.Sc. having at least second division securing 45 %
marks in aggregate are eligible to apply.
Merit for MPA shall be determined on the basis of the following criteria.
1. Marks obtained in intermediate examination 50% (Weight-age)
2. Marks obtained in entry test 40% -do-
3. Marks obtained in interview 10% -do-
All other matters shall be dealt according to the rules and regulations of the
University of Peshawar and the Institute of Management Studies.
3.12.3 MBA One Year Course
Program Requirements for MBA One Year MBA one-year program will spread over two semesters, consisting of total
36 Credit Hours.
A candidate will be required to complete course work of at least 30 credit
hours, beside working on an IT-Project or writing a Thesis equal to two
courses or 6 credit hours.
Basic requirement for admission will be BBA (Hons), BBA-IT (Hons) with
at least 126 Credit Hours of course work.
Only the students of the Institute of Management Studies, with a minimum
of 2.5 CGPA at under-graduate level will be eligible for admission,
For other matters, the admission rules of the Institute Of Management
Studies, University of Peshawar as prescribed will be applicable.
3.12.4 One Year Diploma Course in “Enterprise Development”
The IMS-UOP besides its other discipline is going to introduce another one-year
diploma course in Enterprise Development because Small and Medium
Enterprises (SMEs) play a key role in the economic development of a country. In
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CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
Pakistan, SMEs, (The missing middle) face considerable obstacles and problems
in their functioning and there is a need to strengthen them.
The main features of the Diploma Course are:
It include a process of achievement motivation to explore one’s inerself through
different learning exercises because starting and operating a new business involve
considerable risk and effort to overcome the inertia against creating something
new. In creating and growing a new venture, the entrepreneur assumes the
responsibility and risks for its development and survival and enjoying the
corresponding rewards. It also includes that how successful entrepreneurs identify
and select ideas, doing marketability test and prepare their own business plan.
The business plan is a written document prepared by the entrepreneurs during the
course that describes all relevant external and internal elements involved in
starting a new venture / diversify the existing business / expand the existing set
up. It is an integration of functional plans such as marketing, finance,
production/operations, and human resources.
In this course we also include the preparation and interpretation of case studies.
This is a 48 credit hours intensive course comprised of two Semesters and a
Research Report. The list of courses is hereunder along with credit hours;
3.12.5 Undergraduate Programs
Seat Breakup for Undergraduate BBA (Hons) Programs
Morning 100
Evening 100
(Including all reserve categories)
3.12.5.1 Degree Requirements
A student of BBA is required to complete 126 Credit Hours. Besides course
work BBA students will have to undergo an internship program in any
organization of repute for 8 (Eight) weeks. The weight-age of internship
and report writing shall be equal to two courses of 6 (Six) Cr. Hrs of 200
marks.
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CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
The normal duration for the completion of BBA program will be eight
semesters. Maximum period for the award of the degree will not exceed ten
semesters.
3.12.5.2 Eligibility for Admission
Students with F.A and F.Sc. or equivalent qualifications and having at least
second division securing 45 % marks in aggregate are eligible to apply.
Merit for BBA (Hons) shall be determined on the basis of the following
criteria.
1. Marks obtained in intermediate examination 60% (Weight-age)
2. Marks obtained in entry test 40% -do-
All other matters shall be dealt according to the rules and regulations of the
University of Peshawar and the Institute of Management Studies.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 31
CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
3.12.6 List of Specialized Courses Offered to Under-Graduate &Post – Graduate Students
Finance Marketing Human Resource I. T Local
GovernmentAdvance Cost Accounting Sales Management Environmental
Management Operating System Local Government Politic & Polices
Intermediate Accounting
Brand Management
Compensation Management
Database Management System
Administrative Strategies Local Government
Risk Management Retailing Conflict Management Computer Networks
Grants-in- Aid & Grants Management
Treasury Management
International Marketing
Wages & Salary Management Visual Basic Local Government
LawsInternational Finance Management
Marketing Research Managerial Skills Human Computer
Interaction
Inter-Governmental Relations
International Banking
Procurement Management
Rural & Urban Dynamics
Programming Concepts
Ethical Leadership
Consumer Banking E- Marketing Collective
Bargaining Active Server Local Government Land Use Planning
Taxation Management Retail Marketing Performance
ManagementSoftware Project Mgt.
Police Administration
Islamic Banking Personal selling International HRM Web Development Planning & Finance
Seminar in Finance
Agriculture Marketing
H.R Development
Advance Operating System
Credit Analysis & Investment Banking
Integrated Marketing Communication
Strategic HR Management
Software Engineering
Banks Management
Seminar in Marketing
Organizational Dynamics
Seminar in Banking
Product Management
Politics of Development
Islamic Financial System
Logistic Management Leadership
Insurance Management Advertising Labour Law
Advance Accounting Social Marketing Industrial
Relations
Corporate Finance Service Marketing Organizational Development
Management Accounting Export Marketing Crisis
ManagementInvestment analysis Portfolio Management
Tourism Marketing Training & Development
Income Tax Industrial Marketing
Auditing
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 32
CHAPTER – 3 CHAPTER – 3 ORGANIZATIONAL REVIEW ORGANIZATIONAL REVIEW
REFERENCES
1. http://www.upesh.edu.pk/
2. IMS Brochure 2006.
3. University of Peshawar, 2008. Annual Report 2006-07, Peshawar,
111-113.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 33
CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.1 Male to Female Ratio
The gender question was included in the questionnaire to get an idea of the
difference between the number of male and female employees in the institute.
This question was important because usually there are clear differences of
priorities in the running of an institute depending on whether it is male or female
dominated.
Out of a sample of 43 respondents 12% were female and 88% were male. This can
be the consequence of our culture in which it is obligatory for men to find
employment and usually a matter of choice/opportunity for females.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.2:Marital Status
The marital status needed to be identified because there was a clear difference
between the stress levels of married and single employees. There needs and
satisfaction from salary levels were different. Married individuals being
completely unsatisfied with the amount of salary they are receiving.
Out of a sample of 42, only 16 (38%) were single while the rest of the 26 (62%)
employees were married. No one reported to be engaged, divorced or widowed.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.3:Number of children
This question was included in the questionnaire because knowing the number of
children the employees have could show whether caring for numerous children is
the cause of stress on employees.
Out of 41 respondents 10 (49%) had no children, this also includes individuals
who are single (previous question of marital status 16(38%) responded to being
single), while 12 (29%) had one to three kids. 4 (10%) employees have four to
five children while 5(12%) employees have six or more kids.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 36
CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.4: Number of dependent family members on employee
In Pakistan’s family oriented societies an individual does not solely earn for
himself. Hence knowing the number of people dependent on the employee’s
salary can give us a clear picture about whether it is the reason behind why the
employee is finding his salary insufficient which is an obvious complaint of
employees on all levels.
The results show that out of 42 employees, 9 (21.4%) are supporting 1 to 3 people.
11 (26%) employees are supporting 4 to 6 people. 7 (17%) employees are
supporting 7 to 9 people, while 7 (17%) are supporting 10 or more people. Only 8
(19%) employees are earning for themselves.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 37
CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.5: Tobacco smoking/other addictions
This question was put forward as smoking is a common stress coping means.
Surprisingly only 9 (21%) employees said they do smoke. While 33 (79%)
employees were non smokers. It was surprising because smoking being extremely
common amongst the university students is not at all common amongst the
institute’s staff. Other form of addictions (alcohol, chars etc) apparently did not
exist amongst the employees of the institute as 0% replied negatively. This can be
understandable, because though these vices are quite common in our society, it is
common to deny its usage in public. Such activities continue to be condemned on
a general level in our Phukhtoon/Muslim society. Hence precise data could not be
achieved on this question.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 38
CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.6: Tenure of work
The question of tenure of working was asked to know how well the employees
know the institute through their experience and comfort level gained from the
number of years worked. Increased amount of years usually reflect less amount of
stress as one is well adjusted in the working place. We got a pretty balanced
response. Some employees have worked 1 to 5 years which amounted to 31%. 12
employees (34%) were working in the institute for 6 to 12 years. 5 individuals
(14%) have worked for 13 to 20 years. While the new employees comprised of
20% (7 employees) who have worked less than 1 year.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 39
CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.7: Working hours per week
The working hours per week question is essential as long working hours is
directly linked with increased amount of stress. Out of 42 applicants 5 (12%)
respondents said they work 1 to 10 hours per week. 2 (4.7%) respondents said
they work 11 to 20 hours. 4 (10%) respondents said they work 21 to 30 hours.
While for 4 others aid they work 31 to 40 hours per week. 6 (14%) said they work
41 to 5 hours per week. 11 (26%) respondents replied they work 51 to 60 hours, 8
(19%) employees said they work 61 to 70 hours while 2 (4.7%) said they work
very long hours comprising of 71 or more hours per week.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 40
CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.8: Is your salary sufficient for your needs?
The answer to this question is clear to everyone as the employees of the institute
have constantly complained about receiving less salary as compared to rival
institutes. But a factual percentage amount was needed to get a clear picture of
exactly how many employees are not satisfied with their salaries.
Out of 42 employees who responded only 9 (21%) said they were happy with their
salary while the rest of the 33 (79%) said they wanted more pay.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 41
CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.9: Do you have a part time job?
Since majority of the employees complained of low salaries it was assumed that
most of them had part time jobs. Hence the question of knowing whether the
employees were doing part time jobs or not seemed important. Multiple jobs have
a direct link to stress. Out of 41 respondents 14 (34%) said they did, while the rest
of the 27(66%) said they worked only in IMStudies. Main reason given for second
job was financial, while some were looking for more exposure to the education
sector.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 42
CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.10: Part time jobs stressful?
A following obvious question to the previous one in which we asked about part
time jobs is knowing whether those part time jobs were stressful or not.
10 (25%) employees said yes they did find their second job stressful, while 15
(38%) responded no, that they did not find their other job stressful. The rest of the
respondents weren’t applicable as they had no second jobs.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 43
CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.11:Affect of a second/multiple jobs on stress levels
The question was asked to know whether the employees who had other part time
jobs could manage both things and was not feeling added amount of stress due to
it. Only 10 (26%) said that the part time working added stress to their job in
IMStudies the rest either did not feel stress from the part time job or did not have
a part time job because many had responded as ‘no’ to this question.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 44
CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.12:Is the management aware of the stress you are going through?
An important question in the questionnaire was whether the management is aware
of any sort of stress the employees were feeling. This can make or break the
motivational level of the employees. Ignorance on the part of management can not
only increase stress it can create aggression, hostility and disloyalty.
15 (43%) employees said yes the management was well aware of the stress the
employees were going through. While the rest of the 20 (57%) respondents stated
that no the management was completely unaware of the stress the employees were
going through.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.13:Has the management taken any steps to deal with your stress level?
This can be a crucial step on the part of the management because if no practical
steps are taken it will create de-motivated staff who lack creativity and dedication,
which is needed to compete in the fast changing environment of business
management education.
Amongst the 42 respondents only 2 (4.7%) employees said yes they have taken
practical steps while the rest of the
40 employees said no, nothing has been done to decrease stress levels.
Many later gave suggestions that regular discussions between management and
employees should be held in which they can come up with solutions together.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.14:Does the stress from your family life affect your work?
Since Pakistani society is a family oriented society, domestic disputes or issues
can have a great negative impact on the work of an employee. This can cause a
great deal of stress. Hence this question was put in the questionnaire.
Out of 39 employees who responded 16 (41%) said no they did not let their family
life affect their work. 19 (49%) said their work is slightly affected. While 4 (10%)
said their work is completely affected by whether they have a happy family life or
not.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.15:Use of technology a source of stress
Technology is constantly being added into the working routine of an employee to
make his work more efficient, effective and free of error. Out of 36 respondents
only 2 (6%) employees found it stress full, 27 (75%) said no they did not feel any
stress using technology while the rest of the 7 (19.4%) were applicable as they did
not use any sort of technology.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.16:Is the political condition adding stress to your work?
The question of whether the political condition of Pakistan was found stressful
was out forward because the current political condition is utterly confusing. The
resent government is blaming the Musharraf regime for all the problems while
various political parties are blaming the ruling PPP party for not finding solutions.
The blame game, instability of government offices/posts and the death of Benazir
Bhutto a major player in Pakistani politics has made everyone unsure and doubtful
of their futures.
Out of 42 respondents, 22 (59%) said yes their work is negatively affected by the
political condition of the country. While 15 (41%) said no, they did not feel any
stress from the prevailing political condition.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.17:Is the security crisis adding stress at work?
Pakistan is one of the most unfortunate countries in which its civilians face bomb
threats on a daily basis and have seen too much bloodshed on its streets in the past
two years (2007, 2008). We can safely say Pakistan is the biggest victim of
terrorism as it has till now not come under control even in the New Year 2009.
Kidnappings are on an alarming rise in which it is reported that 100 people have
been kidnapped in NWFP alone in the past year is increasing as reported by ‘The
News’, a daily newspaper of Pakistan. Hence it was needed, that a question about
the security condition be included in the questionnaire.
Out of 39 respondents 26 (67%) said that the security crisis added a lot of stress to
their work because they were constantly worrying about their safety and the safety
of their loved ones. While 13 (33%) said they were not letting the security crisis
add stress to their work.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
Graph – 4.18:Which part of the economic condition has affected you most?
Pakistan is facing numerous economic problems. High petrol prices and food
inflation which is a cause of wheat scarcity. The value of rupee is decreasing day
by day and other issues like load shedding. This can no doubt add stress to the
working condition of an employee.
All the applicants (100%) responded that some parts of the economic crisis were
affecting their stress levels. 24/42 (57%) respondents stated that the high petrol
and gas prices were stressful. 25 out of 42 (60%) responded that high food prices
were stressful. 18 out 42 (43%) responded that scarcity of wheat was adding
stress. 12 out of 42 (30%) believed that the decreasing value of rupee was adding
stress while 3 out 42 respondents believed that other things like load shedding was
stressful.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar
petrol food
wheatscarcity
value ofrupee
others0%
10%
20%
30%
40%
50%
60%
petrol wheatscarcity
others
51
CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
OVERALL FINDINGS OF THE QUESTIONNAIRE
A total number of forty-two employees responded to the questionnaire. Though it
is a limited number of respondents, it managed to cover the top management,
middle management and lower level staff. The lower level staff showed the most
interest and answered the questions enthusiastically, also willingly giving
suggestions. The top and middle management complained that they did not have
time to fill up a questionnaire. While a few did not bother returning the
questionnaires even after days had passed. Despite a few of these hurdles we got a
reasonable idea of some of the main stressors the employees were facing.
One major stressor was the security crisis which is currently prevailing through
out Pakistan. A constant fear for the safety of themselves and their loved ones was
making them lose concentration in their work. Another clearly huge stress factor
was the remuneration. From top to bottom, all levels of employees did not seem
satisfied with what they were getting. The only individuals that seemed satisfied
were the employees that were single or did not have many dependent persons on
them. But that was rarely the case as some employees reported to have ten or more
family members dependent on their salary. This stressor was further aggravated
with the current economic crisis with petrol, CNG, food etc inflation on their all
time highs. Employees have to struggle to meet their daily needs which have
obviously had a negative effect on their work.
The employees have also complained that the top management has not taken any
interest in finding practical solutions to the causes of their stress. A number of
employees suggested that it would be helpful if there were periodical discussions
or meetings between top management and lower staff covering major issues of the
institute and solutions were thought of on a group basis.
Despite these stressors, majority of the employees responded that they found their
jobs interesting and always enjoyed coming to work. The work environment was
usually co-operatives sometimes neutral but no reports of hostility among
colleagues were mentioned. Hence if these obvious stressors were confronted and
practical solutions were thought of then IMStudies can easily progress in
achieving higher standards of management education.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
FINDINGS FROM INTERVIEWSAfter having one-on-one interviews with some of the prominent employees of
IMStudies, several issues were brought forward that were not covered by the
questionnaire distributed earlier.
One contract based lecturer pointed out that though we have been
employees of the institute for several years our view and opinions are not
considered important.
We are very rarely invited to meetings that are held to decide various
matters of the Department. Only when the discussion is specifically about
us (contract employees) are informed to attend the meetings The lecturer
compared her status to a slippery bar of soap, one wrong move will make
us slip and fall.
The contract employees in her opinion did not have any job security,
despite their long tenure, plus passing all the tests to secure a permanent
post, they are still waiting to become permanent.
Her de-motivation comes from not having any freedom in the work she
does, plus not getting support for the various programs she wants to initiate
in the institute.
IMStudies was a merit based institute and collects the ‘cream’ of N.W.F.P.
The student’s eagerness to learn, the respect in their eyes for the teachers
and overall excellent feedback gives her the passion to carry on teaching.
After my interview with a contract based employee, I proceeded to interview the
coordinator of BBA (hons) to get another prospective on the issue. I put forth the
complaint of the contract lecturer to the coordinator to get his views.
He denied the accusation stating that contract employee’s views aren’t
taken into consideration. He said that they are usually invited to meetings
and even showed me a notice for the next day’s meeting in which contract
employees were asked to attend. He added that besides this that they can
consult their respective coordinators who will take forth the suggestions to
the director.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
He also did not agree with the contract based lecturer that there was any
sort of communication gap that led to a lot of misunderstandings. He
believed that communication flow in the Department was quite effective.
The major issue which he believed was a serious source of stress was the
pay issue. He said that IMStudies authorities are strictly ordered by the
University of Peshawar to pay Rs.500 per hour to the visiting faculty. No
matter if they are PhDs or master degree holders. This is an unjustified rule
especially when IMStudies is facing tough competition from private
institutes who are trying to attract their finest teachers by offering much
higher salaries. Which rational person would want to stay in IMStudies for
Rs 15,000 when they can get Rs 45,000 for the same job else where?
He said that currently we have nine permanent teachers and forty or more
contract based teachers on our staff. This clearly shows that our entire
institute depends on the visiting faculty for its smooth functioning. But they
are constantly getting better financial opportunities and leaving the
institute.
He went on to explain that business education is constantly changing and
business schools have to be constantly renovating themselves in order to
adapt to these changes. But the slightest changes that we have to make need
to go through a rigid hierarchy system for approval. Which is not only time
consuming but at the end of it the demands may not even be met. This is
because it is very difficult to make the administration understand why these
changes have to be made.
One such recent example was when we asked the administration to put an
entry test as criteria for getting admission in BBA (hons) in the UoP
prospectus. They not only did not follow instructions to print the said
material in the prospectus but had not even informed us, by the time we
found out we had no option but to cancel the BBA (hons) entry test and
give admission on merit basis. Such unnecessary hurdles were found very
frustrating by the management of the Department.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
The administration refuses to realize that all the Departments have different
needs and should be dealt with differently. IMStudies is considered to be
the same as Phusto or Urdu Department. The latter Departments faces little
or no competition and the methods they used to function 10 or 15 years ago
are still quite effective now, change is not a priority. But IMStudies has to
be constantly changing its methods to face competition and thrive
otherwise even its survival may become a serious issue in the future.
The only competitive edge IMStudies has over other business schools is
that it has a good reputation and its degree holds value.
We have job security and because we don’t have large salaries our jobs are
relaxed. This I later assumed meant that they were not expected to deal
with a lot of workload.
On being confronted by all these complaints I decided to arrange an interview
with the Ex Vice Chancellor of UoP. I was confident in his knowledge in the
procedures of the administration. Plus its was slightly easier to get into contact
with him because our families were on good terms hence I thought he was the best
possible option.
My first question to him was concerning the pay issue. He was quite
surprised that this issue even existed in IMStudies. He believed that the
employees of this department were earning a reasonable amount plus with
the evening shift that has been initiated has further increased their pay.
Plus once these employees achieve permanent posts they have job security
for the rest of their career. They don’t have to go through the hardships of
being posted to far flung areas. They are given a residence; their children
are provided education of the best quality available in NWFP. The schools
and colleges of the university are among the top ranking in NWFP. If
incase the employees children are not able to make merit they always have
the option of getting admission through their reserved seats. He explained
that the employees know about all these perks thats why they still hold on
to their jobs despite their complaints.
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
The Ex-VC now serving as the Dean went on to explain that in order for a
specific department like IMStudies to have their demands met, depends
largely on the collaboration between its Director and the VC. The Director
communicates his demands for any changes through written proposals.
He also revealed that the top management is run by politics. Since the VC
post depends on being elected through a committee his main concern will
be keeping committee members happy by fulfilling their demands of vested
interest first.
I put forward the complaints concerning the BBA (hons) entry test and the
prospectus to the Ex-VC in order to get his opinion, I also informed him
about the coordinator’s comments, calling the administration a ‘mafia’. He
did not seem surprised nor did he disagree with the word ‘mafia’. But
instead he explained to me why it was so.
He said that if the VC is not competent there will be mismanagement
through out the system. If the VC is unable to perform his tasks, the
Treasure and Registrar slowly start doing his work. They do this by
influencing all his decisions giving their years of job experience as
justification for their actions. But in fact they have vested interests; they are
trying to get personal benefits through the decisions of the VC. A newly
appointed VC with less than one year experience can be easily influenced
by these administrative individuals if the VC lacks competence. Hence the
existence of the so called mafia prevails.
When I questioned him on how to deal with this ‘mafia’, he responded
saying it solely depends on the VC. He has the authority to keep a check on
them. He added that he (Ex-VC) was removed for similar reasons. That
since I was keeping a close check on them and did not abide by their
advice, they influenced the committee to have me replaced. It is all about
attaining personal power in the UoP and politics is the name of the game.
The VC has to be both knowledgeable and sincere. Both have to co-exist. A
VC who is sincere but lacks knowledge in the functioning of the university
will be influenced by the administration employees who will extract
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CHAPTER – 4 CHAPTER – 4 DATA ANALYSIS AND FINDINGS DATA ANALYSIS AND FINDINGS
personal benefits. While a knowledgeable VC who lacks sincerity will
work solely for the personal benefits of himself and his allies.
In short I came to a conclusion that the problem lies at the top and even
above that meaning the Governor. He too has a say in electing the VC,
which obviously means that he too will see which candidate can help him
develop his political career and not who will make the best VC. Hence the
system has to be cleansed from top downwards for the departments to
function effectively and meet its demands.
I suggested to the Ex-VC why the UoP not opt for privatization to get rid of
the political influence. But he was against the idea of privatization saying
that education was the responsibility of the government and UoP should
continue as a government run organization.
Though these were very enlightening and informative interviews they were at the
same time puzzling. Puzzling in the sense that the problems that came up in the
interviews were so complex and inter related that finding solutions or giving
recommendations will be a big challenge.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 57
CHAPTER – 5 CHAPTER – 5 RECOMMENDATIONS RECOMMENDATIONS
CHAPTER – 5
RECOMMENDATIONS
IMStudies is split into three different locations; need to be in one building
to save teachers time. Peshawar University is constructing new buildings
for departments in front of college of Home-economics. After the
economic, political sc and International Relation move out to new buildings
IMStudies will occupy the whole space.
IMStudies needs permanent Faculty. The contract workers do not have any
future prospects. They give up to 10 years of service without any
recognition. The department placing a demand with the UoP for permanent
faculty can solve this problem. After which the process of selecting and
hiring new faculty starts.
Currently up to eleven extra teachers are needed in the IMStudies
department. Three computer teachers are needed and eleven for other
subjects. The University should pay them at the level of grade 18 officers.
Dependence on visiting faculty is the main cause of delayed results.
Peshawar University is paying less as compared to the market. Plus there is
a legal ban on permanent faculty to teach outside with out prior permission
from the university administration. If the University is not willing to pay
the desired amount of salary, they should not demand that the employees
take prior permission for a second job to meet their financial demands.
Delayed salaries from the treasurer office. Measurements should be taken
by the UoP administration to have on time payments of salaries to boost the
moral of the employees
Too much paperwork less action. A lot of constructive time is wasted in
preparing routine paperwork. This time can be used for other activities.
UoP should demand only essential written reports from the IMStudies.
Decision making autonomy should be increased so that changes can be
made quickly. IMStudies should write a written proposal requesting
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CHAPTER – 5 CHAPTER – 5 RECOMMENDATIONS RECOMMENDATIONS
decision making autonomy in particular areas just so that the
developmental changes can be made more quickly. They should clearly
justify their reasoning with statistical data and reasoning leaving no reason
for hesitation on the part of UoP to reject their demand. In my interview
with Ex-VC of UoP stated that they encouraged the departments like
IMStudies to place their demands and suggestions to problems through
written proposals. He acknowledged that we have no reason to reject the
suggestions that departments offer for the betterment of the Universities
future.
The semester fees should remain within the department of IMStudies so
that they can handle their own expenses and increase the pay of their
faculty to meet market demands. This year almost 577 students took
admission in IMStudies. From their tuition fees Rs 14,000 goes to the
University while Rs 8,000 remains with IMStudies. This is just current
years admissions. Besides these students there are already about 1400
students still studying in the department. IMStudies is one of the
departments that generate the largest amount of revenue for the University.
Hence they should be given some sort of privileges, through the shape of
letting them handle their own finances with the UoP having the right to
audit the institute any time it wishes. IMStudies should contribute 30% of
revenue generated from its fees and other activities to the University.
There should be regular audits from the University of Peshawar to check
the financial transactions of IMStudies and deal with any misconduct
according to prior set rules and regulations.
Besides increase in salaries as a means of raising motivational levels of
employees, regular meetings should be held in which the views and
opinions of faculty from all levels should be given importance. This will
give them a sense of recognition and will make them feel that they belong
to the Department. Loyalty to their jobs and to their authority figures will
increase. Though meetings can be arranged and employees invited to
participate, if a level of fear of speaking openly prevails, then nothing
constructive will come out of the meetings and the employees will come
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CHAPTER – 5 CHAPTER – 5 RECOMMENDATIONS RECOMMENDATIONS
out feeling dissatisfied and even more dissatisfied. As Lee (2008) pointed
out in his article, ‘Can we talk?: How to foster honest, open
communication’, that useful feedback can only be obtained when honesty is
welcomed. He says the environment should be made safe for a person to
speak, especially when the speaker is of lesser power. This can be done
through “mentioning the unmentionables” or the “Multiple Choice
Approach Opener”. In the former you get to the heart of the issue by
bringing up a sensitive topic that others aren’t willing to discuss. While in
the latter, when the person in lesser power seems clear upset and is
unwilling or unable to open up. You can start him off by suggesting some
the reasons why he may be upset. He will instantly either deny them and
give his own reasoning, or will feel encouraged to discuss it further. Hence
open dialogue is started.
One peon or some other lower level educated staff member should be
assigned the duty of roaming through out the institute to see if classes are
held on time and in proper classrooms. Through my personal observations
the beginning five or ten minutes of a class are wasted waiting for a
teacher. Once the teachers realize there is check on the timings of them
going in and out of class. They will naturally be more punctual. Those who
are not punctual should be reported and dealt with through a proper
procedure.
Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 60
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Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 62