CHAPTER 1 - Yolainternshipreports.yolasite.com/resources/Stress amongst... · Web viewCHAPTER – 1...

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

Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar 1


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.



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



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.


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.


http://en.wikipedia.org/wiki/File:General_Adaptation_Syndrome.jpg


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.



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



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.



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.

Institute of Management Studies, University of Peshawar Institute of Management Studies, University of Peshawar

Goal( reduction of

drive fulfillment of deficiencies

Drive(Deficiency

with direction)

Frustration

Need(Deficiency)

Barrier 1. overt 2. covert

9


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.



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



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



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.



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



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



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



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.



REFERENCES


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.



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



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



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.


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


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.



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



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



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



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



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



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.



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.



3. Marks obtained in interview 10% -do-



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



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



marks.



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.







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



REFERENCES

1. http://www.upesh.edu.pk/

2. IMS Brochure 2006.

3. University of Peshawar, 2008. Annual Report 2006-07, Peshawar,

111-113.


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.



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.



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.



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.



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.



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.



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.



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.



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.



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.



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.



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.



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.



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.



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.



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.



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.



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.


petrol food

wheatscarcity

value ofrupee

others0%

10%

20%

30%

40%

50%

60%

petrol wheatscarcity

others

51


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.



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.



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.



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.



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



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.


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



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



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.


BIBLIOGRAPHY BIBLIOGRAPHY

BIBLIOGRAPHY

BOOKS

Hellriegel D. and Jon W. (2004). “Organizational behavior, 10th edition”.

Thomson south-western

Kreitner R. and Kinicki A.(2007). “Organizational behavior, 7th edition.”

McGraw-Hill Irwin

Luthans F. (2005). “Organizational Behavior, Tenth Edition.” The

McGraw-Hill Companies, Inc

Luthans F. (2007). “Organizational Behavior, 11th edition.” The McGraw-

Hill Companies. Inc

McShane S. and Von Glinow M. (2003). “Organizationa Behavior, Second

Edition.” The McGraw-Hill Companies, Inc

Articles/publications/reports

Cox, T., Griffiths, A., Ran-Gonzalez, E.(2000). “Research on work-related

stress.” European Agency For Health and Safety at Work.

Friesen D., and Williams M. (1985). “ Organizational Stress among

Teachers” Canadian Journal of Education.

Gaziel H., (1993). “ Coping with occupational stress among teachers; A

cross-cultural study” Comparative Education Vol.29, p.67-79

Jacobs, S., Blustein, D.(2008). “Mindfulness as a coping mechanism for

employment uncertainty.” The Career Development Quarterly.

Lee D. (2008). “Can We Talk?: How to Foster Honest, Open

Communication.” Insight, Fall 2008

Lee D. (2008). “How to recession proof your workforce.” Portland press

Herald

Lee D. (2008). “The Hidden Costs of Trauma in the Workplace.” EAPA

Exchange.


BIBLIOGRAPHY BIBLIOGRAPHY

Lee D. (2008). “Why You Will Need a Resilient Workforce in Today's

Economy.” HR Times – Winter

Randall M, Cropanzano R., Bormann C., Burjulin A.(1999)

“Organizational politics and organizational support as predicators or

work attitudes, Job Performance and organizational citizenship behavior.”

Journal of Organizational Behavior, Vol.20, p.159-174

Retsinas J. (1982). “Teachers Bargaining for Control” American

Educational Research Journal, Vol.19, p.353-372

Shetzer L.(1993). “A social information processing model for employee

participation.” Organizational Scienc, Vol. 4, p.252-268

Staw B., Sutton R. and Pelled L. (1994). “ Employee Positive Emotion and

Favorable Outcome at the Workplace” Organizational Science, Vol.5,

p.51-71

University of Peshawar, 2008. Annual Report 2006-07, Peshawar, 111-

113.

Voyer J. (1994). “Organizational politics and organizational outcomes”

Organizational Science, Vol.5, p.72-85

Websites

http://en.wikipedia.org/wiki/Stress_(medicine)

http://www.humannatureatwork.com

www.jstor.com

http://www.hec.gov.pk/

http://www.upesh.edu.pk/

www.search-epnet.com


http://www.search-epnet.com/

http://www.upesh.edu.pk/

http://www.hec.gov.pk/

http://www.jstor.com/

http://www.humannatureatwork.com/

http://en.wikipedia.org/wiki/Stress_(medicine)

Date post:	18-Mar-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times

CHAPTER 1 - Yolainternshipreports.yolasite.com/resources/Stress amongst... · Web viewCHAPTER – 1...

Documents