“M.B.A 3rd :“TOTAL QUALITY MANAGEMNT”

ASSIGNMENT

ASSIGNMENT ON:

SUBMITTED TO:

                                         

SUBMITTED BY:

                                                “M.B.A 3rd

“TOTAL QUALITY MANAGEMNT”

This assignment is the display of knowledge according to the requirement of the degree program Of

MASTER IN BUSSINESS ADMINISTRATION

                                                        UNIVERSITY OF

                    INFORMATICS    

                                                                            COLLEGE OF SCINCE AND TECNOLOGY

Oeko-Tex® Standard 100 and Oeko-Tex® Standard 1000

Oeko-Tex® Standard 100

Through Oeko-Tex® Standard 100, Orbit Baby is committed to fabrics that are hypoallergenic and safe for both your child and the environment.

We believe that of all the materials in car seats and strollers, you should be most concerned about the chemical safety and environmental credentials of the fabrics. This is for the simple reason that the fabrics are primarily what your child sits on, sleeps against, and touches on an everyday basis.

At Orbit Baby, we have taken a singular leadership position by committing to using fabrics that are certified to Oeko-Tex® Standard 100 (also known as Oekotex and Öko-Tex Standard 100). This is an international certification that sets limits for over 100 harmful chemicals, substances, and emissions in textiles. Besides being the only valid certification of its kind, the Oeko-Tex® Standard 100 is very thorough in the substances it addresses: There are tests for compounds ranging from harmful heavy metals like lead and arsenic, to many known allergy-inducing and irritating chemicals. The list includes pesticides, phthalates, dyes, and VOC emissions.

This standard also reaches deep into the supply chain, instead of being only a lab-based guideline. In order to supply a compliant fabric, a fabric factory is required to work closely with the International Oeko-Tex® Association and to renew their fabric certifications yearly to ensure continuing quality. In addition, by making sure our products are cleaner, we are making sure our environment is cleaner – by sourcing Oeko-Tex® Standard 100 textiles, we use less of the 100 substances covered, and so are helping to reduce the amounts of these potentially harmful chemicals released into the environment.  Oeko-Tex® helps to keep things like formaldehyde, heavy metals, and harmful dyes out of our product waste and therefore our soil, groundwater, and air.

Orbit Baby’s efforts

Currently, the micro-fiber upholstery fabrics on all Orbit seats meet the Oeko-Tex® Standard 100; micro-fiber is the primary fabric that your child will contact in all of our products, and so it is the most important material for us to address. Specific additional textiles on each of our products have also reached this standard, and some of our products have 100% of fabrics Oeko-Tex® Standard 100-certified. We are aggressively rolling this certification out to all of our fabrics by the end of 2009. In the meantime, all of our fabrics – even those not yet compliant with Oeko-Tex® Standard 100 – conform to Orbit Baby’s industry-leading chemical safety standards. For example, we hold “below detection limit” standards on brominated flame retardants, and we have rid our supply chain of PBB and PBDE compounds.

Because of the stringent State and Federal flame retardancy requirements of car seats, achieving chemical safety for Orbit Baby car seat fabrics has proven to be especially challenging both technically and practically. The additional process of achieving Oeko-Tex® Standard 100 compliance, and of implementing our general chemical safety standards, has also been difficult. The principle we follow is “Verified Trust.” This means that firstly, we have had to take on the arduous task of finding and developing relationships with the few textile mills that meet our high standards. This process helps to ensure that we only work with mills we can Trust, even when the component costs involved are inevitably higher. Secondly, in order to still Verify the fabrics we source from these partners, we have also implemented a strict testing regimen with which we ensure compliance. This testing is done through both internal processes and equipment, and through independent test labs.

We are aware of no other children’s car seat or stroller manufacturer that offers the breadth and depth of commitment to chemical and environmental safety in fabrics. For the sake of children and the environment, we hope that our industry will take our lead and that more companies will start to offer these certifications; in the meantime, we are confident that our products offer the best choice for you and your child.

[MUHAMMAD FAISAL RAZA]

Oeko-Tex Standard 100 or Öko-Tex Standard 100

Is an international testing and certification system for textiles, limiting the use of certain chemicals? It was developed in 1992.

Responsibility for the Oeko-Tex Standard 100 is shared between the 17 test institutes which make up the International Oeko-Tex Association, which has branch offices in more than 40 countries worldwide. The criteria catalogue which forms the basis for the tests for harmful substances is based on the latest scientific findings and is continually updated; the human ecological safety of the textiles tested are more far-reaching every year. The test criteria and the related test methods are standardized on an international level and are widely included as guidance in terms and conditions of purchase and delivery right through to the retail sector. With a total of over 51,000 certificates issued for millions of different individual products, and over 6,500 companies involved worldwide, the Oeko-Tex Standard 100 has become the best known and most successful label for textiles tested for harmful substances.

The Oeko-Tex label is not only a recognized benchmark for the consumer – it also serves as an additional quality assurance tool for the manufacturer. The concept has become established as a safety standard throughout the textile manufacturing chain and enables checks to be made for any harmful substances at each stage in the production process. The test samples are tested by the independent Oeko-Tex institutes for their pH-value, formaldehyde content, the presence of pesticides, extract-able heavy metals, chlorinated organic carriers and preservatives such as pentachlorophenol and tetrachlorophenol. The tests also include checks for any MAC amines in azo dyestuffs and allergy-inducing dyestuffs.

Allergy-inducing dyestuffs are particularly relevant to textiles. Textile dyes, which can be divided into several types (i.e. disperse, reactive, acid and direct) are the main causes of textile contact dermatitis.^[1] There has been an increasing frequency of contact dermatitis to clothing, in part undoubtedly to the greater awareness of this condition. Although dyes in clothing may be allergenic, there is a difference between a patch test, where the dye is placed directly on the skin, and a dyed textile where the dye will not transfer as easily to the skin; however, excess dye on a fabric may be readily available to the skin.^[2] As well as this, the prevalence of sensitization to dyes is quite high among the allergic population. A study in 2003^[3] indicated that 12.3% of those patch tested were allergic to a dye and/or resin allergen; the highest incidence of sensitization from the dye group allergens was due to Disperse Blue 124, 106 and 85; these Disperse dyes have also been shown to induce purpuric contact dermatitis.^[4] Although the presence of allergenic or harmful dyes is of obvious relevance to clothing, it also has relevance to children's stuffed toys where the fabric may often be in direct contact with the skin. In the EU some steps have been taken towards testing for these types of dyes in toys, embodied in EN71-9, [1] although at present this is a voluntary standard, unlike parts 1–3 of the same standard.

The use of flame retardant and biocidic finishes is also prohibited in the clothing sector. The certificates issued are distributed or allocated in line with the international guidelines and specifications of the Oeko-Tex Test Association.

Product classes

The test costs depend on which of the four Oeko-Tex product classes the product falls under

1.                                        Baby products (up to age two)

2.                                        Products having skin contact (blouses, shirts, underwear)

3.                                        Products having no skin contact (coats, lined cloths)

4.                   Furnishings (table wear, funiture coverings, curtains, textile flooring, mattresses)

“The greater the contact with the skin the more stringent the requirements”

Certification

If all components of a textile comply with the requirements of the Oeko-Tex criteria catalogue without exception, the textile manufacturer receives certification and is entitled to use the Oeko-Tex label to mark the products in the shops. The Oeko-Tex certificate is issued for a period of one year and can be extended subject to further successful testing. In order to ensure ongoing compliance with the test criteria, the authorised Oeko-Tex Institutes carry out control tests every year on a minimum of 15% of all certificates issued on Oeko-Tex products available in the shops.

1.                  Crespo et al, Contact Dermatitis, 2009.

2.                  Hatch and Maibach, Contact Dermatitis, 2000

3.                  Lazarov, Journal of the European Academy of Dermatology and Venerology, 2004

4.                  Lazarov and Cordoba, 2000.

5.                  Prerequisites of the Oeko-Tex Standard 1000

[MUHAMMAD IMRAN SAEED]

Öko-Tex Standard 1000

The Öko-Tex Standard 1000 is a certification for companies requiring among other things compliance with specified criteria for avoiding or limiting the use of harmful substances in production.^[5]

Oeko-Tex® Standard 1000

The first edition of the Öko-Tex® Standard 1000 came out already in 1995. Editor of the Öko-Tex® Standard 1000 is the "Öko-Tex® International - Association for the Assessment of Environmentally Friendly Textiles", located in Zurich, an association of independent European textile testing institutes. The Standard 1000 is the consequent continuation of the Öko-Tex® Standard 100 which has existed for ten years. This one defined in 1992 for the first time internationally criteria and limit values for the test of harmful substances on textiles. Products of more than 1000 companies have been tested and certified accordingly and express in this way that their textiles are free of harmful substances.

The Öko-Tex® Standard 1000 includes not only the human ecology but also the conditions of textile production. I.e. it is investigated in what way a textile enterprise produces not only harmless goods but also in a most ecological way. It demands the exclusion of specific environmental harmful auxiliaries, dyestuffs and production procedures. The Standard demands high requirements to sewage-, exhaust cleaning, use of energy, noise and dust as well as safety at the working place. It demands the implementation of basic elements of an environmental management system in the enterprise. Furthermore, it includes the social criteria of the prohibition of child labour.

Textile- and clothing enterprises are subjected to the Öko-Tex® Standard 1000 which is a testing-, auditing- and certification system on a voluntary basis. Applications are to be addressed to a testing-institute of "Öko-Tex® International" (ÖTI, Vienna). In a first step an interested enterprise has to complete a questionnaire which helps to analyse basically the strength/weakness properties. In a second step the enterprise will be audited, i.e. independent auditors go to the production site and are examining how far the criteria’s and limit values of the Öko-Tex® Standard 1000 are fulfilled and how far a sufficient enterprise internal documentation of the environmental relevant parameters is available. After successfully passing the audit the enterprise can be certified and is given the right to use the label “Textile confidence - environmental friendly production tested according to Öko-Tex® Standard 1000”. The authorisation is valid for the period of three years.

Besides that exists also a product marking? Everybody who requests to mark his textile products accordingly is obliged to bring the complete proof that all enterprises that are involved in the production - i.e. the whole production chain -  do fulfil the criteria of the standard. The authorisation for this product labelling is for the moment valid for the duration of one year. Summing up is to be stated that the Öko-Tex Standard 1000 examines in an enterprise relevant as well as product relevant point of view how far the criteria’s of an environmentally friendly - in the sense of a most environmentally considerate textile production are - fulfilled. [ USMAN ALI KHAN ]

Reasons for the introduction

Most of the textile enterprises in Europe have invested considerable sums in the internal company environmental protection. They have the possibility with the Öko-Tex® Standard 1000 to express their environmental engagement also towards the consumer which has the right to know under which circumstances textile goods are produced today. In many countries there are missing environmental regulations entirely. Textile waste water often gets completely untreated out of the production sites in the nature and environmental harmful substances are used in the production. Therefore the basis of life of the population will be severely endangered for generations. Since years yet especially the consumer organisations demand from textile producers therefore to publicise more information about the environmental aspects of the textile production. With the Öko-Tex® Standard 1000 this step forward can be done, henceforth.

Why do textile enterprises want to communicate the environmental protection

The number of enterprises which want to make a statement of the environmental conditions during the production process - beside the important product controls - has increased considerably. The following reasons are:

To effect an external representation of the own environmental management. The consumer organisations demand to include besides the human ecological point of view (Öko-Tex® Standard 100) more and more aspects of an ecological production (Öko-Tex® Standard 1000). Many enterprises fear that without the integration of the production ecology their respect in the engagement of the human ecology diminish more and more and the investment in the field of control of the harmful substances could be jeopardised. Trade enterprises also trend to ask about environmental relevant aspects and demand proofs of an environmental friendly production; although each of them differently. The effort for the producer to fulfil all the demands is immense. The Öko-Tex® Standard 1000 helps at this point to standardise the way of proceeding and thereby to safe costs to the producer.

The Öko-Tex® Standard 1000 facilitates an effective demonstration of the environmental advantages of the own production to clients and consumers. The obligations which are resulting from the environmental protection are turning in this way to a profitable marketing instrument with which producers are standing out against competitors and “anonymous” goods. But at least especially the consumer does profit. [ HAIDER ALI ]

Aren't there already enough Öko-labels?

Up to now only the Öko-Tex® Standard 100 accomplished the position of an institutional textile Öko-label. In the field of the human ecology this Standard is valid in the meantime in Europe even increasingly worldwide. Other initiatives such as the European environmental label, Toxproof, Ecoproof are in fact introduced but they could not establish effectively on the textile marked until this day. Their influence is therefore relatively insignificant. A comparable higher significance has the so-called EMAS-System of the European Union, also known under the mark European environmental management system, respectively ISO 14 000. Textile enterprises have the possibility of their production to be audited and accredited. The accreditation according to the EMAS-System however is achievable of nearly every enterprise. It has merely to proof an environmental management system and the purpose of continuous improvement of it. This system gives no information about the degree of environmental efforts. Numerous enterprises which intend to document their leading position assess the EMAS-System therefore not to be sufficient enough.

The International Association Öko-Tex® declares a production ecologically testing - and certification system which also informs about the message regarding the degree of the environmental protection. The current edition of the Öko-Tex Standard 1000 is the result of the efforts aiming in this direction.

Prerequisites of the Oeko-Tex® Standard 1000

The Oeko-Tex® Standard 1000 requires that companies:

1.       Comply with specified criteria to avoid or limit the use of harmful substances in  production

2.       Stringent limit values relating to waste water and exhaust air.

3.       Optimise their energy consumption

4.        Ensure low noise and dust pollution

5.        Iintroduce measures to ensure safety at work

Statutory requirements and regulations must be complied with as minimum requirements. The use of child labour is prohibited.
The company guarantees in a declaration of commitment that they comply with all the criteria required by the Oeko-Tex® Standard 1000. The incorporation of basic elements of an environmental management system in the operational procedures is essential for this.

Advantages of the Oeko-Tex® Standard 1000

With the production-related Oeko-Tex® Standard 1000, the "Oeko-Tex® International - Association for the Assessment of Environmentally Friendly Textiles" offers companies in the textile industry throughout the world the opportunity to document the extent to which technical facilities at their production sites address environmental issues and to demonstrate this effectively to the public.

Companies which have set up an active environmental management system will enjoy competitive advantages thanks to:

Ø  Increased production efficiency, i.e. cost reductions

Ø  Minimized waste

Ø  Improved acceptance of the products in the market

[AMIR]

Project Name: Foreign direct Inverstment (FDI) in Pakistan

                            


Project: 2
MBA 4th

     TOPIC: Foreign Direct Investment (FDI) in Pakistan
        



1. INTRODUCTION
Foreign Direct Investment (FDI) in Pakistan is one of the major external sources of funding to meet obligations of resources gap and goal achievement. FDI has played a vital role in the economic growth of Pakistan. FDI contributed significantly in the human resources development, capital formation, and organizational and managerial skills of the people in the country. Total foreign investment was $ 6.0 billion, of which FDI amounted to $ 4.16 billion in the year 2007. The present research study empirically analyzed the impact of FDI on Pakistani imports and exports through time series data. The study applied the Unit Roots test to check the stationarity of the data series used in the analysis. Cointegration technique was used to analyze the long run relationship among the variables. Error Correction Model was used for further analysis.
The results of the import model showed that FDI positively impacted real demand for imports in the short run and in the long run. In case of one percent increase in FDI; real demand for import would increase by 0.08 percent in the short-run and 0.52 in the long run. The results of export model showed that FDI has negative relation with real exports in the short-run and positive relation in the long run. The export model estimations indicated that with one percent increase in FDI, real export decreased by –0.08 percent in the short-run and increased by 1.62 percent in the long run.
   Policies of host countries have an important influence on foreign investment decisions. Host countries can adopt policies of stimulating foreign investment or they can restrict foreign participation in their economies in various ways. Host country policies and policy pronouncements affect the perception of “political risk” by transnational corporations (TNCs)and thereby the amount of investment of these companies.
1.1 Purpose of the Study is to identify the role of forigen direct investment in the economic of Pakistan.
To study the determinants of foreign direct investment to Pakistan and its role on growth of Pakistan.
To analyze the role of international trade in economic growth and what are the distinct effect of import and export on economic growth.
What are the factors which determine international trade of Pakistan and what are the rules of economic growth and foreign direct investment in this respect.
To identify the new sector in which invested foreign direct investment
Avoiding foreign government pressure for local production.
Circumventing trade barriers, hidden and otherwise.
Making the move from domestic export sales to a locally-based national sales office.
Capability to increase total production capacity.
Opportunities for co-production, joint ventures with local partners, joint marketing arrangements, licensing, etc;
A more complete response might address the issue of global business partnering in very general terms.  While it is nice that many business writers like the expression, “think globally, act locally”, this often used cliché does not really mean very much to the average business executive in a small and medium sized company.  The phrase does have significant connotations for multinational corporations.  But for executives in SME’s, it is still just another buzzword.  The simple explanation for this is the difference in perspective between executives of multinational corporations and small and medium sized companies.  Multinational corporations are almost always concerned with worldwide manufacturing capacity and proximity to major markets.  Small and medium sized companies tend to be more concerned with selling their products in overseas markets.  The advent of the Internet has ushered in a new and very different mindset that tends to focus more on access issues.  SME’s in particular are now focusing on access to markets, access to expertise and most of all access to technology.
1.2 Content of this Study is that Foreign direct investment (FDI) plays an extraordinary and growing role in global business. It can provide a firm with new markets and marketing channels, cheaper production facilities, access to new technology, products, skills and financing. For a host country or the foreign firm which receives the investment, it can provide a source of new technologies, capital, processes, products, organizational technologies and management skills, and as such can provide a strong impetus to economic development.    Foreign direct investment, in its classic definition,  is defined as a company from one country making a physical investment into building a factory in another country.  The direct investment in buildings, machinery and equipment is in contrast with making a portfolio investment, which is considered an indirect investment. In recent years, given rapid growth and change in global investment patterns, the definition has been broadened to include the acquisition of a lasting management interest  in a company or enterprise outside the investing firm’s home country. As such, it may take many forms, such as a direct acquisition of a foreign firm, construction of a  facility, or investment in a joint venture or strategic alliance with a local firm with attendant input of technology, licensing of intellectual property,   In the past decade, FDI has come to play a major role in the internationalization of business. Reacting to changes in technology, growing liberalization of the national regulatory framework governing investment in enterprises, and changes in capital markets profound changes have occurred in the size, scope and methods of FDI. New information technology systems, decline in global communication costs have made management of foreign investments far easier than in the past. The sea change in trade and investment policies and the regulatory environment globally in the past decade, including trade policy and tariff liberalization, easing of restrictions on foreign investment and acquisition in many nations, and the deregulation and privitazation of many industries, has probably been been the most significant catalyst for FDI’s expanded role.
The most profound effect has been seen in developing countries, where yearly foreign direct investment flows have increased from an average of less than $10 billion in the 1970’s to a yearly average of less than $20 billion in the 1980’s, to explode in the 1990s from $26.7billion in 1990 to $179 billion in 1998 and $208 billion in 1999 and now comprise a large portion of global FDI..   Driven by mergers and acquisitions and internationalization of production in a range of industries, FDI into developed countries last year rose to $636 billion, from $481 billion in 1998 (Source: UNCTAD)
Proponents of foreign investment point out that the exchange of investment flows benefits both the home country (the country from which the investment originates) and the host country (the destination of the investment).  Opponents of FDI note that multinational conglomerates are able to wield great power over smaller and weaker economies and can drive out much local competition.  The truth lies somewhere in the middle.
For small and medium sized companies, FDI represents an opportunity to become more actively involved in international business activities.  In the past 15 years, the classic definition of FDI as noted above has changed considerably.  This notion of a change in the classic definition, however, must be kept in the proper context. Very clearly, over 2/3 of direct foreign investment is still made in the form of fixtures, machinery, equipment and buildings. Moreover, larger multinational corporations and conglomerates still make the overwhelming percentage of FDI. But, with the advent of the Internet, the increasing role of technology, loosening of  direct investment restrictions in many markets and decreasing communication costs means that newer, non-traditional forms of investment will play an important role in the future.   Many governments, especially in industrialized and developed nations, pay very close attention to foreign direct investment because the investment flows into and out of their economies can and does have a significant impact.  In the United States, the Bureau of Economic Analysis, a section of the U.S. Department of Commerce, is responsible for collecting economic data about the economy including information about foreign direct investment flows.  Monitoring this data is very helpful in trying to determine the impact of such investments on the overall economy, but is especially helpful in evaluating industry segments. State and local governments watch closely because they want to track their foreign investment attraction programs for successful outcomes
1.3 Problem Statement:
1.3.1. Main problem:
There are many problem faced by foreign direct investment but economic instability is main problem
1.3.2. Sub problem 1
 Inflow is less then our outflow.
Political instability.
1.3.3. Sub problem 2
Poor physical and institutional infrastructure unsatisfactory low and order situation.
1.4 Significant of the Study:
              FOREIGN direct investment (FDI) in Pakistan is one of the major external sources of funding to meet obligations of resource gap and goal achievement. The FDI has played a vital role in the economic growth of Pakistan. It contributed significantly to the human resource development, capital formation and organisational and managerial skills of the people of the country. The share of foreign direct investment, flowing into Pakistan, is negligible when compared to the opportunities and economic fundamentals of the country. The inflow into the country is less than one per cent of the total FDI, made globally. The highest Pakistan received was the amount of a little over one billion US dollars in 1995-96.
No doubt, terrorism affects everybody, right from the beggar on the road to the largest or most powerful but this is not the only reason for declining foreign investment in Pakistan. Although the growth of global terrorism is indeed on the minds of some corporate decision makers when contemplating whether or not to invest abroad, it has not, apparently, prevented many of them from deciding to invest in the developing countries.
Therefore, if the country wants to achieve a respectable position among the nations it has to put the economy in order. It has to offer a conductive environment for foreign investors comparable with other countries soliciting the same. No one can deny the fact that the country needs foreign investment.
1.5 Delimitation of the Study:
I have to face many problems and hurdles in conducting my study. B ut after all I learn so much new things. Following are the some major problems that I have to face;
 First of all I faced so much problemof loadshedding.
 Some time I have to face the problem in internet connection.
 The time for conducting this study was very short.
Some time there was no prove was vailable for the truthness of the data
                                        1.6 Definition of the Terms
Investment: In finance, the purchase of a financial product or other item of value with an expectation of favorable future returns. In general terms, investment means the use money in the hope of making more money.
short-term investment
Funds placed in securities that are expected to be held for one year or less. Examples include marketable securities, commodities, money market instruments, and options. The return on short-term investments may come in the form of financial income (i.e., dividend income, interest income) and/or capital appreciation.
Long term investment
Long term would mean holding a stock position over the weekend. For others, it may mean holding a security for at least 1 year for the purpose of declaring a long-term capital gain, thus saving on taxes.
Investor:
An investor is a person or entity that purchases assets with the objective of receiving a financial return. The assets an investor may buy range widely, but include stocks, bonds, real estate, commodities, and collectibles (e.g. art).
                                       1.7 Assumptions
Folowing are the some factors that have influene the forigen direct investment in pakistan.
. Political instability.
. Unsatisfactory low and order situation
. Poor physical and institutional infrastructure
.Economic instability.
.Energy crises








2-LITERATURE REVIEW:
2.1 Introduction:
                                      After reading all the related data I think that foreign direct investment is an essential element of growth of Pakistan economy. FOREIGN direct investment (FDI) in Pakistan is one of the major external sources of funding to meet obligations of resource gap and goal achievement. The FDI has played a vital role in the economic growth of Pakistan. It contributed significantly to the human resource development, capital formation and organizational and managerial skills of the people of the country.
                                             2.2 Background Discussion
Recent years have seen a sharp change in the attitude of developing countries regarding Foreign Direct Investment (FDI).. The growing balance-of-payments difficulties as well as the decline in confessional aid live forced many developing countries to reassess their stances on FDI and to take substantial unilateral steps to liberalise their inward FDI regimes. In spite of liberalising the inward FDI regime, tempering or removal of obstacles to foreign investors, and according liberal incentives, Pakistan's has been a lacklustre performance in attracting FDI. This paper attempts to find out the reasons why Pakistan has not been able to attract sufficiently large FDI despite liberalisation measures. The analysis identifies a number of factors responsible for low FDI in Pakistan. These include the lack of political stability particularly during the last eight years, and unsatisfactory law and order situation particularly in the, city of Karachi, the largest industrial and commercial centre and the only port of the country. The macroeconomic imbalances and the slowing down of economic activity together with inconsistent economic policies have also discouraged foreign investors to increase their participation in Pakistan.(Ashfaque H Khan 1999)
There is empirical evidence to suggest that (direct) foreign investment is sine qua non for rapid economic progress. It is different from other capital inflows in that finance (foreign exchange) is not the only item involved. It is associated with the transfer of physical capital, technology and managerial skill. These unique characteristics allow direct foreign investment (DFI) to be a catalyst to the creation of new industries in the host country, as well as improvements in overall productivity and export growth. As a result, DFI's impact on growth and structural change can be significant. This catalyst function is the most important contribution DFI can make to a host country. There are two categories. of foreign investment -- direct and portfolio -- the former being more significant for a recipient country because of the new technology and its concomitant linkages. Foreign capital flows to destinations where it is safe, obtains higher return and finds congenial symbiotic environment.
There is empirical evidence to suggest that (direct) foreign investment is sine qua non for rapid economic progress. It is different from other capital inflows in that finance (foreign exchange) is not the only item involved. It is associated with the transfer of physical capital, technology and managerial skill. These unique characteristics allow direct foreign investment (DFI) to be a catalyst to the creation of new industries in the host country, as well as improvements in overall productivity and export growth. As a result, DFI's impact on growth and structural change can be significant. This catalyst function is the most important contribution DFI can make to a host country. There are two categories. of foreign investment -- direct and portfolio -- the former being more significant for a recipient country because of the new technology and its concomitant linkages
(Asad S Hasan 2002)
Pakistan has like other developing countries sought the way out of economic malaise through industrialization. Barring the first few years of the process and the eighties, the industrialization efforts has been very regressively implemented. Investment allocative decisions taken by strongly entrenched bureaucracy have shown distinct disadvantages. The illusion that an industrial society is a desirable one is predominant in the less developed countries (LDC's). Those with a high population need a sector which can absorb large employment. Policy makers take it upon themselves to undertake measures to accelerate industrialization.
Governments of the day consider that they have a duty of care towards their countrymen and the nation. Although most of them have laudable objectives, the actual action seems to fall short. We have seen in this country the result of volatile policies which have retarded industrial progress and increased uncertainty. We have also seen policies that have been based on rhetoric and moral injunctions, clearly the advocacy of these policies have meant insurmountable hurdles in actual implementation. Some policies have been such that governments have been unable to see them through resulting in considerable loss of time, effort and financial loss.(Zaheer Zahid  nov 1, 1992)
The Government of Pakistan assigns a vital role to private foreign investment in the development of its economy. The Government is actively pursuing a policy of encouraging foreign investment in setting up new industrial units. As a tangible evidence of recognition to the necessity of foreign investment and broad-scale participation in Pakistan's industrial progress the Government has granted concession, incentives and exemptions to foreign entrepreneurs which are competitive by all standards with those offered by most of the developing countries. The Government welcomes foreign investment and has consistently followed liberal policy towards it. The attitude of the Government towards foreign investment is quite flexible in matters like the ratio and quantum of foreign equity, irrespective of the size of the project, and is completely free in the choice of industry, repatriation of capital and profits, and employment of foreign nationals etc. and for all intents now the local and foreign investors are treated at par and thus can set up any industry anywhere in the country.(Mahmoob Ahmad . july 1997)
Like other developing countries, Pakistan inherited a pre-dominantly rural economy with little industrial activities on the eve of independence. As a result, recourse to inflow of foreign investment was inevitable. The industrial policies of 1948, 1959 and 1984 highlighted the role of foreign investment and the Government encouraged this inflow with various concessions and facilities. The objectives of industrial policies pursued from time to time were expansion in industrial production, export and employment, training of technical personnel and ultimately the improvement of standard of living of the people. Maximum emphasis was laid on private enterprises in the development of the economic resources of the country barring brief interregnum of the first half of 1970s.(Hussain syed  Habeeb. Oct 1, 1990)
KARACHI, April 15 (Reuters) - Net foreign investment in Pakistan fell 35.9 percent to $2.08 billion in the first nine months of the 2008/09 fiscal year compared with $3.25 billion in the same period last year, the central bank said on Wednesday.
Foreign private investment fell 19.5 percent to $2.62 billion in the July to March period, compared with $3.26 billion the previous year, the State Bank of Pakistan said.
Out of total foreign investment, foreign direct investment was down 8 percent to $3.04 billion, compared with $3.31 billion in the year-earlier period.
There was an outflow of $957.5 million from July to March this year compared with an outflow of $53.1 million in the same period last year.
There have been outflows from the stock market because of political uncertainty, and economic and security worries.
Foreign investors also lost confidence and sold shares when stock market authorities placed a floor under the main index in August following sharp falls.(Sahar ahmad 2002)
Extracts from Foreign Business Collaborations in Pakistan. The experiences of Canada, Japan the U.K. and the U.S.
The report has based prospects for foreign investment mainly on the incentives provided by the government. But the constraints it has listed are based on field studies and experiences of those who have already made investment in Pakistan which need attention not only of the government agencies, but also of the local businessmen themselves who are to serve as catalysts for foreign investment.
Pakistani Businessmen(Lashkar M I. Nov 1,1992)
The number of companies incorporated in Pakistan in which foreigners held interest have increased from 27 to 448, with almost forty new entrants in the year 1989. The branches of foreign firms and companies have also increased to 142. The number of partnerships remain small at about half a dozen. The total foreign investment in Pakistan which stood at nearly rupees three billion in the early 70's increased to rupees eight billion in 1990. In the last decade it has increased from rupees eight billion to rupees forty billion. In US dollar terms the total foreign investments are about dollars two billion in 1990 compared to dollars six hundred million in 1971. Almost forty per cent of this investment is owned by firms or companies registered or incorporated outside Pakistan, and sixty per cent joint stock companies incorporated in Pakistan having foreign participants.(Zahid Zaheer Nov ,1992)
                                     2.3 First Sub Problem Diiscussion Heading
After reading all the above articles I found many problems that are concern with the applicable of forigen direct investment in pakistan. The major and most common problem the continuously ignorance of the importance of forigen direct investment in pakistan.
2.3.1 Hypothesis:
Hypothesis is a testable statement, you will prove or reject to your study. After discussing all the theory of the role of forigen direct investment in pakistan I put my statement in the two following ways:
Null Hypothesis: Government polices may affect the trend of foreign direct investment.
Alternative Hypothesis: Government polices may affect the trend of foreign direct investment.
2.4 Conclusion:
The Government of Pakistan assigns a vital role to private foreign investment in the development of its economy. The Government is actively pursuing a policy of encouraging foreign investment in setting up new industrial units. As a tangible evidence of recognition to the necessity of foreign investment and broad-scale participation in Pakistan's industrial progress the Government has granted concession, incentives and exemptions to foreign entrepreneurs which are competitive by all standards with those offered by most of the developing countries. The Government welcomes foreign investment and has consistently followed liberal policy towards it. The attitude of the Government towards foreign investment is quite flexible in matters like the ratio and quantum of foreign equity, irrespective of the size of the project, and is completely free in the choice of industry, repatriation of capital and profits, and employment of foreign nationals etc. and for all intents now the local and foreign investors are treated at par and thus can set up any industry anywhere in the country
2.5 Objective of the Study:
              I have conducted this study on the role of the forigen direct investment in pakistan . I have selected this topic due to many reasons. The purpose of this study is as following
To find out the solution of the problem that why the importance of the forigen direct investment in pakistan is continuously ignored.
No proper research was done on this issue.
 This study will give the positive direction to the business man, government agencies and to general public.
 I also want the causes for fact-way.
2.6 SWOT Analysis
              SWOT Analysis is one of the most useful tools, which can be used in forigen direct investment in pakistan . SWOT Analysis is not hard to use, but it can produce really great results, which can be immediately presented and it helps to sort out the ideas of the group.
S.W.O.T. is a tool used to understand an organization's:
Strengths:
                Due to increase in foreign direct investment productivity level should be
                  Increased.
                 Due to increase in foreign direct investment our economy should become
                 Stable.
                 Due to increase in foreign direct investment the worth of different companies 
                 In the market should be increased.
 Weaknesses:
                    Due to decrease in foreign direct investment economic crises in the country
                    Should be increased.
              Due to decrease in foreign direct investment our economy should be.  
                   Disturbed.
               Due to decrease in foreign direct investment our inflow is less then our out
                     Flow and our country should stand on the stage of liquidation and our
                     Balance of payment should be decrease.
 Opportunities:
                     If the weaknesses should be removed they will become our opportunities.
 Threats:
                   Economy should be disturbed.
                    World wide slump should be in the country due to decrease in foreign
                    direct investment.

                    
        

Assignment Swot Analysis of Pepsi Co.

Swot Analysis Of Pepsi Co.

We have many premium term papers and essays on Swot Analysis Of Pepsi Co.. We also have a wide variety of research papers and book reports available to you for free. You can browse our collection of term papers or use our search engine.

Swot Analysis Of Pepsi Co.

Strength
• Pepsi has a broader product line and outstanding reputation.
• Merger of Quaker Oats produced synergy across the board.
• Record revenues and increasing market share.
• Lack of capital constraints (availability of large free cash flow).
o Great brands, strong distribution, innovative capabilities
o Number one maker of snacks, such as corn chips and potato chips
• PepsiCo sells three products through the same distribution channel.
For example, combining the production capabilities of Pepsi, Gatorade and Tropicana is a big opportunity to reduce costs, improve efficiency and smooth out the impact of seasonal fluctuations in demand for particular product.

Weakness
• Pepsi hard to inspire vision and direction for large global company.
• Not all PepsiCo products bear the company name
• PepsiCo is far away from leader Coca-cola in the international market - demand is highly elastic.

Opportunity
• Food division should expand internationally
• Noncarbonated drinks are the fastest-growing part of the industry
• There are increasing trend toward healthy foods
• Focus on most important customer trend - "Convenience".

Threats
• F&B industry is mature
• Pepsi is blamed for pesticide residues in their products in one of their most promising emerging market e.g in India
• Over 50 percent of the company's sales come from Frito-Lay; this is a threat if the market takes a downturn
• PepsiCo now competes with Cadbury Schweppes, Coca-Cola, and Kraft foods (because of broader product line) which are well-run and financially sound competitors.
• Size of company will demand a varied marketing program; Social, cultural, economic, political and governmental constrains.

Strategies
The purpose of the strategy is to increase the EPS by 15% per annum and increase PepsiCo's stock price. There are two ways to increase the EPS, first is to increase the income and second to decrease the amount of stocks outstanding. To increase the income, there are...

• Submitted by: lilianilim
• Date Submitted: 03/04/2008 05:34 AM
• Category: Business
• Words: 449
• Pages: 2
• Views: 20364
• Rank: 44

projects

1-INTRODUCTION:

     HRM is a function of organizations which is involved in hiring, training, development of employees, managing and assigning payrolls, designing job descriptions based on job analysis criteria set by the firm and ensuring a smooth flow of operations within the organization. No modern organization can survive without the HRM function. In organizations where an HRM department is absent the HRM function is either directly in the control of the CEO or is under the administration department. Human Resource management is mainly responsible for hiring the right people for the job and is primarily Psychologists. Human Resource personnel also conduct frequent job analysis to design job descriptions and assign appropriate remuneration packages. Other than that the chief function of Human Resource departments is to train and develop employees with regards to the tasks they are assigned. The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce.  In broader terms, all decisions that affect the workforce of the organization concern the HRM function.

The activities involved in HRM function are pervasive throughout the organization. Line managers, typically spend more than 50 percent of their time for human resource activities such hiring, evaluating, disciplining, and scheduling employees. Human resource management specialists in the HRM department help organizations with all activities related to staffing and maintaining an effective workforce. Major HRM responsibilities include work design and job analysis, training and development, recruiting, compensation, team-building, performance management and appraisal, worker health and safety issues, as well as identifying or developing valid methods for selecting staff. HRM department provides the tools, data and processes that are used by line managers in their human resource management component of their job.

The most common Human Resource jobs that are grouped in the Human Resource Department are the Human Resources Director, Human Resources Generalist, and Human Resources Assistant. Additionally, some organizations have a Vice President of Human Resources and employees who are organized around providing a specific component of Human Resource services including compensation, training, organization development, and safety. Some human resources managements (HRM) (sometimes called personnel or a current new name) really add value to a company. Some don't. That's no surprise. But what sets apart the good ones from the bad ones? Here's one way of looking at it.

1.1The Purpose of this study

The purpose of this study is to provide practical help to departments in their effort to develop a Human Resource Management (HRM) Function and Plan. The organizational needs of the company it represents and the needs of the people hired by that company. In short, it is the hub of the organization serving as a liaison between all concerned. Depending on the size of the company, the HR Department might be called Personnel with a manageable workforce that can be handled by a personnel manager and a small staff. For larger, it becomes more complex. Some companies have more than one HR Department - Corporate and Union. For example, a food service industry might have a Corporate HR Department that oversees “white collared" employees and an HR Department that oversees the “blue collar" workforce with an emphasis on labor relations. The organization will, thus, institute these two HR Departments to manage the unique needs of both union and non-union employees.

Purpose from the Employee Relations point of view:

With the increased rise in unethical practices and misbehaviors taking place in today's workplace such as age, gender, race, and religion discrimination and sexual harassment, there needs to be mandatory compliance with governing rules and regulations to ensure fair treatment of employees.

1.2 Context of the study Our country use HRM as an umbrella term that encompasses (a) specific human resource practices such as recruitment, selection, and appraisal; (b) formal human resource policies, which direct and partially constrain the development of specific practices; and (c) overarching human resource philosophies, which specify the values that inform an organization's policies and practices. Ideally, these comprise a system that attracts, develops, motivates, and retains employees who ensure the effective functioning and survival of the organization and its members. To understand HRM in context we must consider how these three components of HRM are affected by the internal and external environments of organizations. The internal contextual factors we discuss are technology, structure, size, organizational life cycle stage, and business strategy. We treat organizational culture as inextricably bound to HRM and therefore not meaningful if separated from it. The external contextual factors are legal, social, and political environments; unionization; labor market conditions; industry characteristics; and national cultures.

1.3 Problem Statement:

The employees ‘attitude and behavior will highly influence the success of the organization. This study tries to find out the bottle necks in the employees’ attitude which may influence the achievement of the goals of the organization.

1.3.1 Lack of Communication:

The profession of internal communications builds on fundamental principles of other disciplines like human resources (HR), marketing, project management and media planning. As a result it often gets adopted in organizations under different labels: employee communications, employee engagement, internal marketing, company communications, staff communication, etc. Responsibility can also reside within different functions: marketing, corporate communications, transformation, HR, CEO office, etc.

1.3.2 Skilled Human Resources:

Second deficiency which a Business is facing is Human Resource; there are two resources which are essential for successful Business i.e. Material and Human. So, if a Business has skilled and well-trained human resources, there is not doubt that Business achieves its targets.

1.3.3 Lack of Proper Training:

The one more deficiency of an organization can be improper training due to this reason human resource can not produce desired results, the obsolete technology which can not survive the competition, the lack of capital and funds for accounts payables and the inefficient processes that makes the work slow.

1.4 Significance of the Study:

Human resource management is very important role play in the organization. Human resource management functions are very benefit of the employees, management, other resources and mangers who have given the performance in the organization. Employees are getting the benefits form the company. Its focus is on results rather than on rules. It tries to help employees develop their potential fully. It encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and well-motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

1.5 Delimitations of the Study:

I have to face many problems and hurdles in conducting my study. But after all I learned so much new things. Following are the some major problems that I have to face;

Ø  First of all I faced so much problem of load shedding.

Ø  Some time I have to face the problem in internet connection.

Ø  The time for conducting this study was very short.

Ø  Problem to visit the HR Department.

Ø  Feelings of hesitation at the time of meeting with HR Management.

1.6 Definition of the Terms:

Following are the explaination of the some important terms that have used in the theoretical material.

1.      HRM: - Human Resource Management.

2.      Recruitment: - Process of identifying the right person at right time for a vacant position.

3.      Performance Appraisal: - Process of evaluating the performance of the employees.

4.      Collective Bargaining: - A Union that discuss the problems of the labours to the top level management.

1.7 Assumptions:

Following are the some factors that have influence the study of role of HRM in growing organization.

Ø  I have selected the City Faisalabad and I observe that the many organizations of Faisalabad have ignored the importance of HRM.

Ø  Small & medium businesses consider the HRM as an extra burden for their business.

Ø  Lack of skilled HR Managers this concept is not familiar in the growing organizations.

                      

        

2-LITERATURE REVIEW:

2.1 Introduction:

After reading all the related data I think that human recourse is the essential elements for every growing organization now-a-days. Because of this, the human resource function is playing a far more significant role in corporate strategic planning than ever before. The traditional HR functions of staffing, recruiting, compensation, and benefits are losing ground to a new generation of value-added core HR functions that include career planning, executive development, training, succession planning, and organization development. Business enterprises can fail despite 'excellent' strategy because the world changes in a way they failed to understand. Strategy must connect with insight, purpose and likely future trends.

2.2 Background Discussion:

Organizations must consider many critical factors as they face the future. Technology is advancing at a frenetic pace, especially in relation to the transfer and accessibility of information and the increasing ease of establishing communication-networking facilities. The new business context is prompting managements to take a greater interest in the utilization of their organizations' human resources.

 Human resource management as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organization SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company’s strategic through HR activities such as recruiting, selecting, training and rewarding personnel (S, jack, 2007)

 Business strategies are formed to achieve a firm's missions and objectives. Different missions and objectives require different strategies. In reality, organizations follow some business strategies for example, differentiation or leadership in costs. In order to formulate and implement these strategies, appropriate type of HRM systems are needed. After the business strategy has been formulated, the HRM practices/systems are implemented to support the chosen competitive business strategy. It is argued that to be competent and to achieve the higher performance, a strong fit or match must exist between HRM systems and strategic orientation of a firm (Schuler & Jason, 1986; John., 1992).

An organization's strategy must be appropriate for its resources, environmental circumstances, and core objectives. A good corporate strategy should integrate an organization's goals, policies, and action sequences (tactics) into a cohesive whole, and should be based on business realities (Melvin, 1998) 

I think that HR is also a beneficial for the small and medium scale businesses. Because the concept of small and medium scale business has became common all over the world and especially in the Japan. So we can not ignore he importance of HR in the small and medium scale businesses. An equally important concern is the apparent mismatch between practitioner concerns regarding human resource practices and academic research. For example, a recent survey of 641 small business entrepreneurs identified labor shortages as their number one concern (National Federation of Independent Business, 1998). However, only a handful of research studies have ever been conducted on recruiting practices in SMEs                       (Heneman, 1999)

Today's top company executives are increasingly looking to HR to improve the bottom line. Insurance claims administration, outplacement services, employee assistance programs, care assistance, and other nonviable-added functions are being outsourced by many companies in an effort to become more competitive (Cauldrons, 1994)

Tomorrow's competitive business environment will include HR as a strategic business partner and a bottom line decision-maker. In contrast to its traditional emphasis on personnel administration, HR' future role will be supporting a company's competitive advantage by providing high quality people and by helping business manager strategically plan the functions of those people within the organization.

A key factor in the process of integrating strategic planning with HR is ensuring that the HR staffs recognize their roles as change agents and strategic business partners. This may be particularly difficult in a rapidly changing organization where the lack of stability tends to leave people with the feeling that they are victims of change rather than champions of it. This can be accomplished by forging ahead with innovative strategic plans that add value to the company instead of retreating into comfortable, traditional roles that will not effectively improve a company's bottom line (Clive, 1991)

Effective strategic planning involves analyzing current data and identifying trends that may affect a company's future performance. A study indicates that in the next five to seven years at least 10 profound changes will alter the course of businesses and the function of HR. They identify these changes as

(1) Global economic and financial,

(2) Technological,

 (3) Political,

 (4) Structural (to the business organization),

 (5) Educational,

(6) labor-related,

(7) Social

(8) Conflicts due to globalization,

 (9) Environmental,

(10) crime-related.

These changes are dominated by the shrinking world, as telecommunication, travel, information, ideologies, partnerships, and businesses are becoming global. As globalization continues, businesses will find it increasingly necessary to compete for scarce resources, requiring business managers to function in a global financial arena instead of local or regional ones. Learning to deal with changing political scenes will be a new challenge for many Western firms that try to compete globally (Coates, 1993)

The lack of information about human resources in SMEs is problematic for theory, research, and practice. Current human resource theory is often developed and tested in large organizations. As a result, little is known about the extent to which the theory extends to smaller entrepreneurial organizations. This is problematic given that a critical component of sound theory is the delineation of those circumstances, such as organizational size and structure that serve as boundary conditions to the theory (Miner, 1980)

There is little precedent to guide the Department of Human Resource Management (DHRM) in dealing with violence and tragedy in the workplace. Few of our standard operating procedures or planning mechanisms are set up to take into account irrational acts of violence committed by employees or visitors to the organization. Those who have experienced such events have gained valuable knowledge from which we can all benefit. Perhaps some examination of our HRM systems will result in the discovery of procedures relevant to this issue. Even if we cannot prevent such incidents, perhaps we can learn from others about how to be prepared for such catastrophes, how to deal with the situation as it unfolds, how to manage the crisis as it develops, and how to evaluate our managerial responses following such incidents. These will be the areas covered in the sections to follow (Robert H. Elliott, 06, 1998)

This article analyzes some of the success and failure factors in strategic alliances and, more precisely, those related to human resources. If the cooperation scheme is seen as a process structured in several stages, similar to the strategic management process, these factors mainly intervene at the stage of strategy implementation, although they also exert an influence during the formulation or design of that strategy.

The alliance's failure really depends on the elements used for its design, including the selection of the most appropriate partner, and on the executives' daily management of common operations: formulating strategies, co-iodinating partners' activities, sorting out conflicts, etc. Let us analyze, then, the role these factors may play in the design and implementation, and therefore in the success, of a cooperation agreement (Schuler, 2000)

The purpose of this article is to examine how the strategic orientation used and how the involvement of the HR systems impact organizational performance. In order to examine this relationship, we focused on the integration of HR and strategy.

The concept of strategy has recently received increased attention in HRM as well. The strategic concept, as it articulates an organization's strength/weakness and threats/opportunities being faces, has been well described in business planning. In this context, strategy deals with choices regarding how an organization's marketplace activities are configured to gain competitive advantage.

2.3.1 Lack of Mutual Corporation:

Tomorrow's competitive business environment will include HR as a strategic business partner and a bottom line decision-maker. But some time the internal environment does not give importance to the decisions of HRM due to some miss understandings.

2.3.2 Ignorance of HRM in SMEs:

  The lack of information about human resources in SMEs is problematic for theory, research, and practice. Current human resource theory is often developed and tested in large organizations, but continuously ignored in the SMEs.

2.3.3 Hypothesis:

Null Hypothesis: Performance appraisal methods can effect the concentration of employees toward their work.

Alternative Hypothesis: A Performance appraisal method does not effect the concentration of employees toward their work.

Explanation: I put a statement that performance appraisal methods can or can not effect the concentration of employees toward their work. Here in this statement the “performance appraisal” is independent variable, and “concentration of employees” is the dependent variable.

2.4 Conclusion:

            Honestly and openly evaluating the organization's HR requirements will help the business stay ahead of the competition, while maintaining and striving towards the overall strategic goals. Remember to take time to maintain strengths, correct weaknesses, take action on opportunities and deal with potential threats.

             Regular follow up by the HR Consultant and management on the progress of each item is critical, remembering to maximize all resources during the process. It's important to review these areas on a quarterly basis to re-asses and create new action plans if necessary. It is also helpful in employee and management hiring/retention levels, physical working environment, technological trends and changes to the industry and for Government regulations and political changes.

2.5 Objectives of the Study:

              I have conducted this study on the role of the HRM in growing organization. I have selected this topic due to many reasons. The Objectives of this study is as following:

Ø  To find out the solution of the problem that why the importance of HR is continuously ignored.

Ø  This study will give the positive direction to the business man, government agencies and to general public.

Ø  I also want the causes for fact-way.

Ø  To know that why the role of HRM is rejected or accepted in an organization or in the other business fields.   

2.6 SWOT Analysis of HRM:

             SWOT Analysis is one of the most useful tools, which can be used in Human Resources. A SWOT analysis generates information that is helpful in matching an organization or group’s goals, programs, and capacities to the social environment in which it operates. SWOT Analysis is not hard to use, but it can produce really great results, which can be immediately presented and it helps to sort out the ideas of the group

Strengths

• Positive tangible and intangible attributes, internal to an organization.
• Managers are within the organization’s control.

Weakness

• Factors that are within an organization’s control that detracts from its ability to attain the desired goal.
• Which areas might the organization improve?

Opportunities

• External attractive factors that represent the reason for an organization to exist and develop.
• What opportunities exist in the environment, which will propel the organization?
  Identify them by their “time frames”

Threats

• External factors, beyond an organization’s control, which could place the organization mission or operation at risk.
• The organization may benefit by having contingency plans to address them if they should occur.
• Classify them by their “seriousness” and “probability of occurrence

3 RESEARCH METHODLOGY

3.1 Research Design

There are two aspects of research design

Population and sample

3.2 Population:

Target population is the Students, Teachers, employees, Businessmen, etc

3.3 Sample and Sampling Method:

In research the sample size is 30. I adopted the method of random sampling for collecting

the Primary data. I developed 30 questionnaires and each questionnaire has 10 questions related to failures’ human resources management in the organizations. Finally in the research of topic the function of human resources management in the organizations random sampling techniques are used.

Sr #	Population:	Sample Size
1	Students	10
2	Employees	05
3	Teachers	10
4	Businessmen	5
	Total	30

Table of Sample:

3.3.1 Research Instrument:

There are nineteen questions in questionnaire includes.

The questions are related with the function of the HRM in the organization, and also for the suggestions to increasing the scope of HRM in the organization yes or no.

3.3.2 Procedure for Data Collection:

I have collected Secondary Data through survey, literature review, internet etc. I have collected the primary data through personal observation and questionnaires

3.3.3 Data Analysis and Interpretation:

SPSS (Statistical Packages for Social Science) Software is used for obtaining the results from the filled questionnaire, and I got the following results.

Personal information age

<> 

<> 

<> 

<> 

<> 

<> 

<> 

<> 

<> 

<> 

<> 

<> 

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
21	2	6.7	6.7	6.7
22	3	10.0	10.0	16.7
23	3	10.0	10.0	26.7
24	6	20.0	20.0	46.7
25	4	13.3	13.3	60.0
26	1	3.3	3.3	63.3
27	1	3.3	3.3	66.7
29	3	10.0	10.0	76.7
30	1	3.3	3.3	80.0
31	1	3.3	3.3	83.3
35	2	6.7	6.7	90.0
42	1	3.3	3.3	93.3
57	1	3.3	3.3	96.7
64	1	3.3	3.3	100.0
Total	30	100.0	100.0

Explanation:

                        This graph represents that one person among the sample filled only one questionnaire. Nobody repeatedly filled any questionnaire. So the frequency of every person is different. And I conduct the research on 30 sample size so the total of frequency is 30 graphs.

1.      Are you satisfied with your job?

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
No	8	26.7	26.7	26.7
Yes	22	73.3	73.3	100.0
Total	30	100.0	100.0

Explanation:

As shown in the graph and table 73.3 % people say YES and 26.7says NO, that the satisfied jobs.

2: Do you think that you learn from your education?

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Yes	30	100.0	100.0	100.0

Explanation:

As shown in the graph that 100% people think about the learn education.

3: Do you think that HR department is necessary for an organization?

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative    Percent
Valid
Yes	30	100.0	100.0	100.0

Explanation:

                        As shown in the graph that 100% people think about that the HR department is necessary for an organization.

4: Are the employees getting benefits by doing Self Evaluation or Self Appraisal?

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
No	3	10.0	10.0	10.0
Yes	27	90.0	90.0	100.0
Total	30	100.0	100.0

Explanation:

As shown in the graph and table 90 % people say YES and 10% says NO, that the employees get benefits by doing Self Evaluation.

5. Are you satisfied with the role of HR departments in organizations?

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
No	4	13.3	13.3	13.3
Yes	26	86.7	86.7	100.0
Total	30	100.0	100.0

                 

Explanation:

As shown in the graph and table 86.7 % people say YES and13.3% says NO, that the satisfied with the role of HR departments in organizations

6. Do you think that performance appraisal method can affect the performance of employees?

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
No	5	16.7	16.7	16.7
Yes	25	83.3	83.3	100.0
Total	30	100.0	100.0

Explanation:           

As shown in the graph and table 86.7 % people say YES and13.3% says NO, that the performance appraisal method can affect the performance of employees.

7. Do you think that the top management should behave friendly with their subordinates?

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Agree	17	56.7	56.7	56.7
	Natural	6	20.0	20.0	76.7
	Strongly Agree	7	23.3	23.3	100.0
	Total	30	100.0	100.0

Explanation:

                        The graph and table shows that 50.6% people are agreed, 20% are neutral and 23.3% are strongly agreed that the top management should behave friendly with their subordinates.

8: Is the performance appraisal important for small and medium businesses?

Valid		Frequency	Percent	Valid Percent	Cumulative Percent
	YES	30	100.0	100.0	100.0

Explanation:

As shown in the graph that 100% people think about the performance appraisal important for small and medium businesses?

9: Do you need an attendance policy?

		Frequency	Percent	Valid Percent	Cumulative  Percent
Valid	Yes	30	100.0	100.0	100.0

Explanation:

As shown in the graph that 100% people think about the need an attendance policy.

10. Would the technology have greater impact on the training?

<> 

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
Agree	16	53.3	53.3	53.3
Natural	7	23.3	23.3	76.7
Strongly Agree	7	23.3	23.3	100.0
Total	30	100.0	100.0

Explanation:

                        The graph and table shows that 50.3% people are agreed, 23.3% are neutral and 23.3% are strongly agreed that the technology have greater impact on the training.

11. Do you think that training is most important for an employee to perform his job?

<> 

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
Agree	15	50.0	50.0	50.0
Natural	9	30.0	30.0	80.0
Strongly Agree	6	20.0	20.0	100.0
Total	30	100.0	100.0

Explanation:

                        The graph and table shows that 50 % people are agreed, 30% are neutral and 20% are strongly agreed think that training is most important for an employee to perform his job.

12. Are the government sectors adopting the performance appraisal methods?

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	No	5	16.7	16.7	16.7
	Yes	25	83.3	83.3	100.0
	Total	30	100.0	100.0

Explanation:

As shown in the graph and table 83.3 % people say YES and16.7% says NO, that the government sectors adopting the performance appraisal methods.

13. Are the trainings effect the performance of employees?

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
No	5	16.7	16.7	16.7
Yes	25	83.3	83.3	100.0
Total	30	100.0	100.0

Explanation:           

As shown in the graph and table 83.3 % people say YES and16.7% says NO, that the trainings effect the performance of employees.

14. Are the good incentives can motivate the employees to perform well?

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
No	5	16.7	16.7	16.7
Yes	25	83.3	83.3	100.0
Total	30	100.0	100.0

Explanation:           

As shown in the graph and table 83.3 % people say YES and16.7% says NO, that the good incentives can motivate the employees to perform well.

15. Is the consequences of performance appraisal helpful in making strategic decisions?

<> 

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
Agree	17	56.7	56.7	56.7
Natural	7	23.3	23.3	80.0
Strongly Agree	6	20.0	20.0	100.0
Total	30	100.0	100.0

Explanation:

                        The graph and table shows that 50.7 % people are agreed, 23.3% are neutral and 20% are strongly agreed think that performance appraisal helpful in making strategic decisions.

16. Do you think that the workforce diversity (people belong to different religions, races & backgrounds) can affect the application of performance appraisal?

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Agree	19	63.3	63.3	63.3
	Natural	5	16.7	16.7	80.0
	Strongly Agree	6	20.0	20.0	100.0
	Total	30	100.0	100.0

Explanation:

                        The graph and table shows that 63.3 % people are agreed16.7% are neutral and 20% are strongly agreed that the workforce diversity (people belong to different religions, races & backgrounds) can affect the application of performance appraisal.

17 Should we reward the employee with incentives showing best performance?

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Yes	30	100.0	100.0	100.0

Explanation:

All the people say YES we should reward the employee with incentives showing best performance.

18. Do you think that biasness can fail the application of performance appraisal?

<> 

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
Agree	16	53.3	53.3	53.3
Natural	8	26.7	26.7	80.0
Strongly Agree	6	20.0	20.0	100.0
Total	30	100.0	100.0

Explanation:

                        The graph and table shows that 53.3 % people are agreed 26.7% are neutral and 20% are strongly agreed that the think that biasness can fail the application of performance appraisal.

19 Do you think that it is better to fire an employee without telling the reason?

<> 

<> 

<> 

<> 

		Frequency	Percent	Valid Percent	Cumulative Percent
Valid
No	23	76.7	76.7	76.7
Yes	7	23.3	23.3	100.0
Total	30	100.0	100.0

Explanation:

The graph and table shows that 90 % people say YES and 10% says NO, you think that it is better to fire an employee without telling the reason.

3.4 Hypothesis testing

<> 

<> 

<> 

<> 

	Value	df	Asymp. Sig. (2-sided)
Pearson Chi-Square
.107	2	.948
Likelihood Ratio
.108	2	.947
N of Valid Cases
30

A 3 cells (50.0%) have expected count less than 5. The minimum expected count is 1.17.

                            

Explanation:

            The chi-square test shows that the value is less then significance value so it refuses the H1 and accepts the H0 respectively. The calculation in the graph and table of chi square also represents that the performance appraisal can effect the performance of employees.

H₁ Performance appraisal can affect the performance of employees.

H₀ Performance appraisal can‘t affect the performance of employees.

                                                           

3.5 FINDING

1. After the data interpretation and analysis 90 % people said YES that the employees get benefits by doing Self Evaluation, which shows it is significantly effect on dependent variable.

2. It is also observed that huge number of people was agreed that they are satisfied with the role of HR departments in organizations.

3. After the data interpretation and analysis 86.7 % people said yes the performance appraisal method can affect the performance of employees which shows it is significantly effect on dependent variable.

4. It has been found in the research that huge number of people said yes the government sectors are adopting the performance appraisal methods. This will increase the performance of the government sector.

5. After the data interpretation and analysis 83.3 % people said YES that the training affects the performance of employees which shows it is significantly effect on dependent variable.

6.  It was also observed that huge number of people is agreed that the good incentives can motivate the employees to perform well which shows it is significantly effect on dependent variable.

3.6 RECOMMENDATIONS

1. The organization should provide the benefits to the employees and after then employee’s good performance provide to the organization.

2. The organization should provide very important play role in the organization the against employees better performance to the organization.

3. The performance appraisal method is the most important role play in the human resources management. So organization must have better environment provide to the employees.

4. The government sectors must be adopting the performance appraisal methods. Therefore this will increase the performance of the government sector.

5. The organization should have given the composition and benefits to the employees on the base of good performance. So the employees this against provide the good result to the organization.

6. If the organization bring the new technology for increasing the productivities and profits. So than the organization should be provide training to the employees about new technology.

3.6.1 CONCULSION

After reading this study the performance is the most important role play in the organization. And after then organizations should adopting the human resources management function in the organization. If organization will be provide to the employees and then employees also given to the better performance to the organization. Regular follow up by the HR Consultant and management on the progress of each item is critical, remembering to maximize all resources during the process. It's important to review these areas on a quarterly basis to re-asses and create new action plans if necessary. It is also helpful in employee and management hiring/retention levels, physical working environment, technological trends and changes to the industry and for Government regulations and political changes.

3.6.2 APPENDICES: A

QUESTIONNAIR

Dear Participant,

I am the student of Informatics College of Science, and is interested in more learning about the function of HRM in the organization.

My objective is to help and expand the body of knowledge about the important area of HRM.

Your reply will be treated confidence. Thank you very much for giving time to my research. I greatly appreciate your help in furthering their research. 

                                                                                                                   

                                                                                                                    Yours cordially

                                                                                                           Sajid Yousaf

Personal Information of Participant:

Name ………………….……                                      Age…………………………….                                  Gender………………..…….                                       Profession……………………..                                    Tel (Cell)…………………........

1. Are you satisfied with your job?

o   Yes

o   No

2. Do you think that you learn from your education?

o   Yes

o   No

3. Do you think that HR department is necessary for an organization?

o   Yes

o   No

4.     Are the employees get benefits by doing Self Evaluation or Self Appraisal?

o   Yes

o   No

5.     Are you satisfied with the role of HR departments in organizations?

o   Yes

o   No

6. Do you think that performance appraisal method can affect the performance of employees?

o   Yes

o   No

7. Do you think that the top management should behave friendly with their subordinates?

(a) Agree                                         

(b) Disagree

(c) Strongly disagree 

(d) Strongly agree

e) Neutral

8. Is the performance appraisal important for small and medium businesses?

Yes

No

9. Do you need an attendance policy?

o   Yes

o   No

10. Would the technology have greater impact on the training?

(a) Agree

(b) Disagree

(c) Strongly disagree 

(d) Strongly agree

(e) Neutral

11. Do you think that training is most important for an employee to perform his job?

(a) Agree

(b) Disagree

(c) Strongly disagree 

(d) Strongly agree

(e) Neutral

12. Are the government sectors adopting the performance appraisal methods?

o   Yes

o   No

13. Are the trainings effect the performance of employees?

o   Yes

o   No

14. Are the good incentives can motivate the employees to perform well?

o   Yes

o   No

o  

15. Is the consequences of performance appraisal helpful in making strategic decisions?

(a) Agree

(b) Disagree

(c) Strongly disagree 

(d) Strongly agree

16. Do you think that the workforce diversity (people belong to different religions, races & backgrounds) can affect the application of performance appraisal?

(a) Agree

(b) Disagree

(c) Strongly disagree 

(d) Strongly agree

(e) Neutral

17     Should we reward the employee with incentives showing best performance?

o   Yes

o   No

18. Do you think that biasness can fail the application of performance appraisal?

(a) Agree

(b) Disagree

(c) Strongly disagree 

(d) Strongly agree

(e) Neutral

19 Do you think that it is better to fire an employee without telling the reason? 

o   Yes

o   No

3.6.3 APPENDICES: B

CONTACT LIST

Serial No.	Name	Contact No.	Occupation
1	Ali Murad	03009663612	Student
2	ABDULLAH AMIR	03217831966	Student
3	ADEEL AHMAD	03006662341	Student
4	AZIR UR REHMAN	03006605032	Student
5	GULZAR IQBAL		Student
6	KHALID HASSAN	03216618619	Student
7	M. KASHIF QAMAR	03217831966	Student
8	M.ARIF.JAVED	03219766660	Teacher
9	M.ASIF JAVED	03006521578	Businessman
10	M.CHAUDRY FAISAL	03216603612	Student
11	M.IMRAN SAEED	03457766250	Teacher
12	M.KASHIF	03217940829	Salesman
13	M.NADEEM	03018651448	Businessman
14	M.YASEEN	03007522942	Second- Headmaster
15	M.ZAHID	03216671007	Teacher
16	M.ZUBAIR	03009663612	Teacher
17	NAEEM IQBAL	03217831966	Businessman
18	NAVEED AHMAD	03006662341	Teacher
19	S.M.IQBAL	03006605032	Businessman
20	SHAHID NAZIR		Student
21	SHAHZAD HUSSAIN	03216618619	Teacher
22	SHEIKH SHAHID	0300-6630042	Businessman
23	SHERAZ SHEFAQ	0333-6565161	Teacher
24	SYED AKRAM ALI	0306-3320420	Teacher
25	SYED ALI HUSSNAIN	0333-6605848	Student
26	SYED ASAD ALI	0333-9944593	Student
27	SYED MUHAMMAD ALI	0333-6671001	Teacher
28	SYED SHAFAQAT ALI	0313-4074695	Businessman
29	WASEEM AKHTAR	041-9220263	Bank Manager
30	YAHYA IDREES	0303-2721025	Teacher

3.4 References

1        http://www.management-hub.com

2        http://www.scribd.com/

3        http://www.google.com.pk/

4        http://hrmadvice.com

5        http://www.scribd.com

6        http://www.oppapers.com

7        http://www.answer.com.pk

8        http://www.wikipedia.com

9        http://www.encyclopedia.com

3.5 BIBLOGRAPHY

1        Jim Zarroli,12, 2007

2         Justin Podur,2008 - 10:13

3        Miner,1998

4        Schuler,2000

5        S, jack, 2007

6        Cauldrons,1994

7        Heneman, 1999