Chapter 01
 1.1. Introduction
Pakistan is blessed with enormous agri-resources, which may give competitive
position, if adequately utilized.
The dairy industry of Pakistan has experienced
tremendous growth in last few years. The culture in dairy farming is improved due to
new entrants of corporate players, new dairy products and latest technology
installation. In this stage of agri-sector up-gradation, the policy makers have to better
formulate the strategies and devise policies in the best interest of Pakistan economy.
The literature across the world has taken a priority shift from land, labor and capital to
human intellect, expertise and skills for better economic results. The continuous rising
scarcity of resource and highly competitive market demand extraordinary human
skills to efficiently utilize the resources. 1Prof Dr. Shahana Urooj Kazmi, Member
Animal Sciences Division Pakistan Agricultural Research Council Islamabad,
speaking on “Future of Livestock in Pakistan”, raised the following challenges for
Pakistan livestock as:
1) Poor genetic & reproductive efficiency
2) Epidemics of infectious diseases
3) Lack of organized marketing
4) Small holders’ production system
5) Shortage (by 30%) of feed resources in quantity & quality
6) Unavailability of cheep credit to the livestock farmers
Pakistan is rich in dairy sector, blessed with enormous dairy resources like good breed
of milking animal, agriculture base, massive population and increasingly growing
market. Pakistan is located at very strategic geographical place, and can exploit the
mammoth export potential. Highly trained dairy professionals of dairy development
department through their best HR practices can impact farmers, milk processors and
performance of their own department. The wills of public sector for best HR services
1
Economic Survey of Pakistan 2006-2007
also positively signal to private sector and enable dairy development department to
play pivotal role in the prosperity and growth of private sector. The effective HR
planning can help the dairy officers to increase performance of private and public
sector dairy industry and may contribute in overall economic and social goals of the
country.
Human resources in dairy sector, particularly on dairy farms of Punjab are nonsubstitutable resources. The entire sector employs both fulltime and part time
employees because of less mechanization in the dairy farming. Even on sufficiently
mechanized farms, competent and specialized human resource is highly needed, such
as health management, vaccination, treatment, and assistance to calving cows. The
passage of time and extensive developments in contemporary technologies make the
machinery obsolete and demands drastic renovation.
The study found that capable
human resources keep the progress moving ahead, if they are regularly trained and
continually educated.
Progressive dairy managers often find themselves managing people as much or more
than they manage animals and equipment. This dramatic change for dairy managers is
very challenging, because most have little experience and no education in the
management of critical human resources.
This research is commissioned by Planning and Evaluation Department, Livestock
and Dairy Development, Government of the Punjab to study the Human Resource
Status and Practices in Public and Private Dairy Sector of Punjab. This research has
been designed after a very detailed pilot-testing and thorough consultation with the
stakeholders. Numbers of methodologies are opted including, focus group
discussions, interviews, opinion surveys and field observations to comprehensively
document the intended information. All the stakeholders, including farmers,
professionals of dairy farms, professionals in dairy processing sector, L&DD officers,
managers at planning level and policy makers of the dairy sector has actively
participated in the entire process of the study. The five districts of the Punjab are
covered in the research and field work as seemed priority areas by L&DD,
Government of the Punjab. Both open-ended and close ended variables are used on
self-constructed research instruments to capture the existing realities and meet the
research objectives.
The study proceeds with developing a strong rational for employing best HR practices
in dairy sector of Punjab, highlighting the need and cause of such drastic initiatives.
The research report offers extensive literary conversation of various authors of
developing and developed world on HRM practices and organizational performance
in dairy sector. This literature review shields light on the current situations of both
part of the world, outline academic debate on the subject and critically examine the
findings of different studies conducted in different point of regions.
Finally, this research report develops and recommends policy guidelines for policy
makers’ alongwith managerial implications and proposes future avenues of research.
The study makes a significant contribution in the available literature and source of
insights for the world of practices in dairy sector of Punjab.

1.2. The problem statement
Due to less awareness of best human resource practices, the dairy sector of Punjab,
Pakistan has been underutilized and uncompetitive in the world market. What are the
best HR practices can improve the situation in public and private dairy sector, is the
question, demands comprehensive research for answer.

1.3. The research
The dairy sector is a labor intensive market, where human role is pivotal in all the
centers of production and processes. The best HR practices, if introduced and
implemented can make this sector highly productive, resource efficient and
internationally competitive. The identification of current HR statues, best HR
practices, gap with current practices and need for further planning related initiative
raises the need of a comprehensive research.
The research has tried to address the following issues:
1. What are HR policies, job descriptions and job specifications at various tiers
of staffs in public private sector of Punjab?
2. What is the effectiveness and relevancy of HR policies?
3. What are the issues/limitations of HR practices and their overall impact on
performance of dairy sector?
4. What are specific HR practices of dairy farmers, livestock professionals and
milk processors?
5. What could be the benchmark model for best HR practices in dairy sector of
Punjab?
6. What is the gap between in place and best HR practices?
7. What are the guidelines for TNA and performance appraisal system for HR
practices?
8. What are the policy recommendations for making HR practices effective and
efficient in public and private sector?

1.4. Significance of the research
Government of the Punjab, Pakistan with the support of international agencies and
local stake holders invest massive amount of money to develop the dairy sector.
Livestock & Dairy Development Department of Punjab make tremendous efforts to
improve the economic condition of this sector and bring prosperity to the
stakeholders. Only developed human resource can ensure the valued outcome of these
efforts. The analysis of the best HR practices and guidelines of implementation can
help to gain the desired results. The research findings may help the policy makers to
prioritize the areas of immediate concern and invest public resources in line with the
local needs. The research may help the private public sector to make the dairy sector
a sustainable, competitive and high growth sector by employing best HR practices.

1.5. Scope of the study
This project aims to conduct a comprehensive research in dairy sector of Punjab. Due
to the multidimensionality of the HR nature, the subject covers various
interdisciplinary aspects of HR in private and public sector dairy organizations. In
response to this variety of HR, a multi-perspective approach is planned to analyze the
HR practices through various dynamics of dairy sector of Punjab. The outcome of the
study will serve the multipurpose tasks of implementation and help policy makers to
have holistic view the issue. The research has covered the following areas of concern:
o Current HR statues
The study highlights the sorts of HR practices prevail in this sector and kind of forces
are driving to these norms. The analysis of current practice may help in understanding
the existing patterns and overall scenario of human resource management issues in
dairy sector of Punjab.
o Best practices
The Punjab dairy sector by following identified best HR practices model, with
essential modifications can bridge the gap between local and internationally accepted
model. The research has brought forward the summary of best HR practices, could be
tested in the local environment of dairy sector.
o Job description and job specification
The best practices can bring valued results, if incorporated in the job description and
job specifications of dairy professional/officers of Punjab. The study has made this
significant attempt and developed job description and job specifications, which may
help the officers to act on best HR practices.
o Training and development
The trainings of dairy professionals consume huge budgets of livestock and dairy
development department, Government of the Punjab. The spending of such mammoth
amount could be at risk, if training modules are launched without adequate research.
This research made an effort to highlight the exact training needs of dairy
professionals. The research based training programs will add high values to the
training and intensify its impact on the stakeholders, especially the farmer of the
Punjab.
o Performance appraisal system
The major aim of training is to improve the performance of human resource working
in dairy sector. The performance appraisal needs to identify different performance
indicators for various dairy professionals working in different capacities. It is
important to develop a yard stick to measure performance of HR working in
organizational hierarchy. The research has also touched the performance appraisal
systems and proposed effective guidelines to formulate it. This research has proposed
a research based performance management system for dairy sector of Punjab.
Chapter 02
 2.1. Research Design and Methodology
This is an exploratory research providing in-depth analysis of HR practices in the
private and public dairy sector. This design is selected to explore the insights of dairy
sector and propose effective planning. Primary data is collected through survey
questionnaires, exploring the best HR practices. The study also included in-depth
interviews from the management of public sector dairy department, senior officers,
dairy professionals and farmers. Focus group discussions (FGD) were also conducted
for the sake of data collection.

2.2. Sample design
Our target population is employees of public and private organizations of dairy sector
of Punjab, at different management levels (higher to lower). Sampling frame
constitutes list of all public and private organizations in dairy sector, dairy processors
and small farmers.
Respondents were selected by using two-stage cluster sampling. In the first stage an
organization was targeted and then employees from different cadres were selected for
data collection. Data was collected from eight key districts of Punjab, which are rich
in producing the dairy products. Chart given below (also Table P1, Appendix)
represents the distribution of respondents in each district and geographically sampling
coverage.
There were 110 of the employees were from public sector employees, and 57
respondents who were employees at private sector organizations/dairy processors.
Study also collected from 55 dairy farmers. Chart in the appendix represents the
respondent’s distribution from both sectors.
Table P2 (appendix) shows that 29.1 % respondents had education till BA/B.Sc level
and 26.4% respondents got education till Masters level. Only 2 % had educated till
PhD Level. So it shows that most of the target respondents working in public and
private dairy sector were graduated.
Table P3 (appendix) gives figures, which show that 39.6% of the respondents having
5-9 years of experience in their respective field. While 22.1 % of the respondents are
found having 10-15 years of experience in their respective field. Only 9.1 % had 1620 years experience in their field.
Table P4 (appendix) shows income groups of the respondents. About 14% sampled
dairy professionals earn up to 9,000/month. The largest bracket of 59.5% respondents
are earring Rs.10,000 to 29,000 thousands per month, 21.6 % of the respondents are
earning Rs. 30.000 to 49,000 per month. The dairy professionals, who earn about Rs.
50,000 to 79,000 per month, are 4% and only 1.4 % of the respondents were earning
Rs. 80,000 to 99,000 per month.
Table P5 (appendix) presents the over all age of people participated in the study.
Around 60% of respondents having age range 25-36 years. Almost 25.2 % of
respondents belong to 40-49 years age bracket and 7.1 % of the respondents were in
the 50-60 years of age group. Analysis shows that most of the respondents belong to
25-39 years.

2.3. Research instruments and data collection
Three types of instruments were used for data collection.
o Survey questionnaire
o Focus group discussions
o Interviews
Data was collected through instruments specifically designed after pilot testing and
thorough consultation. IRP dedicated field teams were allocated for this core
assignment. Separate teams for data collection were trained to conduct surveys in
eight districts. IRP quality assurance cell ensured the quality of gathered data through
different instances of time. Focus groups discussions were observed tightly for correct
direction of findings. All of data collection activities were strictly monitored.

2.4. Analysis
Questionnaires were coded and data was entered in SPSS version 16. Data was
cleansed and cross checked. Data analysis and tabulation was generated by SPSS. As
per scope of the study cross tables, exploring a sector wise comparison of facts were
generated and interpreted
Chapter 03
 3.1. Review of Literature; HRM practices
The concept of human resource management (HRM) has been paid wide attention in
both scholarly and practical world. The last decade has experienced extensive
expansion in the concept of HRM, emerging into many disciplines and covering
numerous dimensions. The HRM literature has put great deal of concern to the HRM
practices, evolved in business organizations. The set of practices (selection, training,
communication, evaluation, compensation, occupational health and safety) that the
managers employ to ensure quality performance is known as human resource
practices (Dessler, 2003).
The academics have also tried to investigate the impact of these HRM practices on the
performance of business organizations. Park, et al. (2003) examines the relationship
between human resource management (HRM) practices and firm performance and
their affect on organizational outcomes. The performance of organizations of various
sectors like automobile, petrochemical, banking and diary sector is largely associated
with the best practices of HRM. The impact of HR practices is revealed positive effect
on organizational performance, particularly plays significant role in performance
perceived by employee (Sajid & Munir, 2008).
The dairy sector performance is contributed by HRM practices, but results vary across
the countries. The developed countries in dairy sector retrieved better results due to
advancement in used technology, better professional qualification, more conducive
working environment and friendly HR policies.
The discussed scenario raises the need of comprehensive research, which may outline
the comparative position of private and public sector dairy organizations. The
association of competitive edge if found in the private and public sector dairy
businesses may produce fruitful learning to the practitioners of dairy practices. The
proposed research will also attempt to investigate the underline hindrance related to
HRM practice, which negatively contribute in the organizational performance of dairy
sector in developing countries like Pakistan. The most challenging areas in Pakistan’s
livestock sector are lack of proper infrastructure, quality assurance, marketing system
& specialized human resources (Zia, 2007).

3.2. HR in Dairy Sector; Research Findings
The comparative situation of role of HRM practices in the organizational
performance of dairy sector across the private and public sector will make a valued
addition in the performance of Livestock and Dairy Development Department,
Government of the Punjab.
“The last few years have witnessed that increasing complexity in the dairy business
makes it vital to have talented employees in every position to achieve strategic and
tactical tasks. Although it is important to hire competent, motivated, industrious
employees, but producer often do not place a high priority on HRM practices”
(Brasier, et al. 2006).
The skills and knowledge requisite to employment on a dairy farm are diverse. The
various types of farms and employees should be specialized in different tasks, such as
health care management, milking, feeding etc.
Brasier, et al. (2006) suggest HRM practices like “employees training should focus on
communication, supervision and employee management, problem-solving, and
computer skills for managers on dairy farms to improve the productivity. It has been
demonstrated in study that relationships between organizational performance and
HRM practices are complex and not always positive in dairy industry” (Stup, et al,
2006).
“There is call for of HRM practices including on-farm training, skill development and
career development planning which ultimately lead to more stable, satisfied,
motivated and industrious human resource for dairy sector” (Nettle, et al (2000) .
“The use of continuing training was associated with a difference in the Return on
Equity of dairy farms which is one of organizational performance indicator” (Stup, et
al. 2006).
“This has been reflected by study that the HR practices and firm outcomes are
mediated by employee skills, attitudes and behaviors with lot of variation in different
national context and finding qualified and skilled employee, is the most widespread
post-expansion HRM issue”. (Park, et al. 2003; Hadley, et al.2002).
“It has been observed in empirical investigations that differences in HRM practices
exist in organizations operating in different countries but literature on comparison of
a comprehensive list of HRM practices among countries are lacking” (Ahmad &
Schroeder, 2003).
“This is often taken to support the view that it is challenging for dairy managers to
retain trained human resource, which is only possible through HRM practices
including job security, higher compensation, and benefit packages, health care
insurance and good interpersonal relationships that lead to their immobility”
(Mugera & Bitsch, 2005).
“Sound human resource management practices such as performance bonuses,
performance reviews and feedback, and standard operating procedures allow farm
managers to improve the human capital, and profitability, on the farm” (Hyde, Stup
and Holden)
There has been need to carry out empirical investigations to test and quantify
relationship between HR practices and performance of dairy industry in both public
and private sector. The above-described research findings propose many claims, to be
verified in the case of Punjab dairy sector through this undertaken research.

3.3. Training in Dairy Sector; Research Findings
The motivation and commitment for high performance is largely associated with
training of dairy officers and farmers. This training varies in terms of lecturing, field
work, on job experience with supervisor and demonstration of best practices. The
training serving the common objectives of trainee and organization leads to better
work loyalty and dedication.
“Education is defined as systematic schooling or instruction in preparation for life or
some particular task. Vocational education is the systematic instruction associated
with a particular employment, trade, or profession. Training is defined as. The
process of bringing persons to the desired state or standard of efficiency, by
instruction and practice” (Crawford, 1987).
Crawford,(1987) has carefully demonstrated the characteristics of training and
development in dairy sector as;
“Training programs must be carefully prepared for individual requirements but they
will be prepared around one or more of the following: training in knowledge (e.g.,
safety regulations, legislation, product knowledge), training in manual skills (e.g.,
machine operating, cheese packaging, laboratory analysis), training in social skills
(e.g., supervisory duties, contact with people such as milk producers), training in
attitudes (e.g., developing an interest in work; developing an awareness of safety and
hygiene requirements), training in systems (e.g., office procedures, production
records)”
The employee working in dairy sector organization deserves competitive status of
care, attention, career development and growth provided in other
sectors/organizations.
“Employees are the most important asset on dairy farms. Employee management may
represent the greatest challenge on dairy farms. Different skills are needed to
effectively work with employees compared to overseeing the milking herd or cropping
program. Dairy producers must possess or develop excellent communication skills to
be successful employee managers”. (Bailey, 2001)
The extension activities in Pakistan are not adequately effective with less emphasis on
R&D performance at farm level. There is dire need of training for milk producer to
impact the performance of dairy sector of Punjab. (Wynn, et. All, 2006)
Chapter 04
 Discussion and Analysis
o 4.1. Findings; Current HR status
4.1.1. Hiring Process in private and public dairy sector
Sector
Table 4.1.1. Methods of Hiring

Independent HR department

Through owner

Through admin/Management

Public
Private
Frequency
0
26
%
0.00%
47.30%
Frequency
1
23
%
1.00%
41.80%
Frequency
99
5
%
99.00%
9.10%
Frequency
0
1
%
0.00%
1.80%
Frequency
100
55
%
100.00%
100.00%
Through selection board
Total
Table 4.1.1. gives a picture of revealed insights that an independent HR department
and owner conduct the hiring process in dairy related private sector. Almost all of the
employees from public sector answered that hiring is done through admin/
Management, while on the other hand in private sector hiring is performed by
independent HR department or through owner (47.3% and 41.8%).
Table 4.1.2. Channels of recruitment in private and public dairy sector
Sector
Table 4.1.2. Various channels in recruitment
 Recruitment agencies
 Universities placement offices
 Newspaper job advertisements
 Personal references networking
 E_Recruitment
Total
Public
Private
Frequency
2
0
%
2.00%
0.00%
Frequency
0
8
%
0.00%
15.10%
Frequency
94
24
%
94.00%
45.30%
Frequency
4
19
%
4.00%
35.80%
Frequency
0
2
%
0.00%
3.80%
Frequency
100
53
%
100.00%
100.00%
Table 4.1.2 explains about the recruitment channels in public and private sector.94 %
respondents from public sector replied that newspaper advertisement channel is the
main channels for recruitment while 45.3% respondents from private sector had the
same view. Further 35.8 % private sector respondents
said personal references
networking is another channel for selection, followed by university placement office.
Public departments seem ignoring the importance of relationship with university
offices to attract highly potential graduates.
4.1.3. Job specifications gap in private and public dairy sector
Sector
Table 4.1.3. Areas of gaps in job specifications


Private
Frequency
31
%
48%
Frequency
13
%
20%
Technical Skills
Professional Skills

Communication Skills

Management Skills

Total
Frequency
6
%
9%
Frequency
14
%
22%
Frequency
64
%
100.00%
As per table 4.1.3. , the respondents were inquired about identification of major gaps
in the job specification. no respondent from public sector responded. This lead to the
assumption that public sector has not paid attention towards gaps in job specifications
and staff is highly afraid of logic behind the mentioned areas. Contrarily, 48%
responses from private sector show the gap in technical skills, followed by
management and professional skills. Public sector authorities need to pay attention to
staff’s existing skills and written job specifications.
4.1.4. Impact of recruitment procedures on performance in private and public
dairy sector
Sector
Table 4.1.4. levels of recruitment
impact on performance

Very strong

Strong

No opinion

Weak
Total
Public
Private
Frequency
4
5
%
4.00%
9.30%
Frequency
61
19
%
61.60%
35.20%
Frequency
27
30
%
27.30%
55.60%
Frequency
7
0
%
7.10%
0.00%
Frequency
99
54
%
100.00%
100.00%
Table 4.1.4. illustrates about perceptions about recruitment impact on their
performance. We can see that 61.6% from public sector perceive the impact of
recruitment procedure on their personal performance. In private sector, less amount
(35.2%) of the employee view impact of recruitment on performance. Around 27%
from public sector and 56% of private dairy sector employee provided no opinion in
this context, which points out lack of recognition of impact and low interest.
4.1.5. Recruitment selection methods in private and public dairy sector
Sector
Table 4.1.5. Methods of
recruitment
 Interview
 Test
 Group discussion
 Presentation
 Other
Total
Public
Private
Frequency
29
49
%
54.71%
92%
Frequency
23
4
%
43.39%
7.5%
Frequency
0
2
%
0.00%
3.8%
Frequency
1
0
%
1.88%
0.00%
Frequency
0
1
%
0.00%
1.88%
Frequency
53
53
%
100
100
Total
148
27
2
1
1
153
The statistics of table 4.1.5. provide evidence of both interview and test as selection
method, used in public and private sector. However, private dairy sector rely more on
(92%) interviews and public sector dairy departments use mix approach of interview
(55%) and test (43%) as candidate selection method.
4.2. Findings; Training and Development
4.2.1. Status of TNA in private and public dairy sector
Sector
Table 4.2.1 Frequency of TNA
Public Private Total
Frequency
39
37
76
Regularly
%
Frequency
39.0% 68.5% 49.4%
44
2
46
Options of off and on
%
responses
Frequency
44.0% 3.7% 29.9%
17
15
32
No
%
Total
Frequency
%
17.0% 27.8% 20.8%
100
54
154
100.0% 100.0% 100.0%
Table 4.2.1. figured out absence of TNA in 20% sampled organization/departments
and around 30% do it off & on. Almost 50% respondents reported regular TNA in
their job palace of diary sector. Table further illustrates the carrying out training need
assessment (TNA) process in both sectors. 68.5% of the private sector respondents
said that TNA is conducted regularly in their organization while 39% of the
respondents from public sector revealed the same. It is noteworthy to mention that
44% of the respondents said TNA is conducted on the “off and on” basis, which
shows inconsistency in TNA in public sector dairy department. It is clear from the
above table private sectors have more effective and systematic process to conduct
TNA as compared to public sector.
4.2.2. Methods, used in conducting TNA in private and public dairy sector
Sector
Table 4.2.2. Various methods TNA
Public Private
 Employees themselves
Frequency
%
Response
options
 Training manager
 Third party assessment
24
16.0% 18.6% 16.8%
1
6
7
%
1.0%
14.0%
4.9%
Frequency
18
24
42
Frequency
%
Total
8
Frequency
%
 Other
16
Total
Frequency
%
18.0% 55.8% 29.4%
65
5
63
65.0% 11.6% 44.1%
100
43
143
100.0% 100.0% 100.0%
Table 4.2.2. is an analysis of method to identify TNA in both private and public
sector. 55.8% of the respondents from private sector express that third party
assessment/evaluation is used in their organization, followed by employee assessment
(18%) and training manager (14%). While 60% of the respondents from public sector
say that some other methods; non specific are used to identify TNA, followed by
employee own assessment and third party need assessment. Analysis of the table
shows that most of the dairy sector organizations conduct TNA, but in public sector a
non-specific methods is largely used.
4.2.3. Methods, used in employee training in private and public dairy sector
Sector
Table 4.2.3. Various training methods

In house Training

On the Job Training

E-Training

Simulation/ Role play

Others
Total
Public
Private
Frequency
37
36
%
50.70%
49.30%
Frequency
76
15
%
83.50%
16.50%
Frequency
1
0
%
1%
0.00%
Frequency
0
2
%
0.00%
100%
Frequency
17
2
%
89.50%
10.50%
Frequency
100
43
For the Table 4.2.3. the responses were collected in the favor of on job training out
of which 83.5% employees responded yes from public and only 16.5% responded yes
from private sector. This table shows that out of 73 responses against in-house
training both sector respondents responded almost equally (50.7% and 49.3%). In
public sector some of the respondent extracted that other training methods are also
used. The statistics indicate the high rate of on-job training in public sector
organizations in dairy sector.
4.2.4. Training areas of high need in employee training in private and public
dairy sector
Sector
Table 4.2.4. Areas of training needs
Frequency

Professional Skills

Personality development

Management Skills
%
Frequency
%
Frequency
Public
Private
59
26
69.40% 30.60%
18
4
81.80% 18.20%
59
18
%
76.60% 23.40%
Frequency

Technical Skills

Other
%
74
69.80% 30.20%
Frequency
%
Total
32
12
2
85.70% 14.30%
Frequency
100
43
This table 4.2.4. presents very interesting figures of comparison between public and
private dairy sectors. Private sector dairy professionals demand professionals and
technical skills trainings followed by managerial and personality. High response in
the areas of professional skills, Management skills and Technical skills shows that
they are much needed with high response in public sector organizations.
4.2.5. Improvements in trainings in private and public dairy sector
Sector
Table 4.2.5. Areas of improvement in training
Public
Private
Total
Frequency
69
7
76
%
90.8%
9.2%
Frequency
58
12
%
82.9%
17.1%
Frequency
90
19
%
82.6%
17.4%
Frequency
51
4
%
92.7%
7.3%
Frequency
22
4
%
84.6%
15.4%
Frequency
100
30
Duration of Training
70
Trainer's Competencies
Response Training contents and
Options
topics
109
55
Training facilities
26
Other
Total
Percentages and totals are based on respondents.
a. Dichotomy group tabulated at value 1.
130
This table 4.2.5. presents the areas of improvements in training conducted by dairy
organizations of private and public sector. The majority of respondents recommended
improvements in contents and topics of training, in which public sector emphasis is
significantly higher (82%) as compared to private sector (18%). The similar trends
has been observed in other response options like duration of Training, Trainer's
Competencies and Training facilities, where public sector employees showed high
concerns and deep interest for the improvement of trainings. Private sector dairy
professionals only voted for contents and competencies of training, to be improved.
4.2.6. Sources used in trainings in private and public dairy sector
Sector
Table 4.2.6. Training sources
Public
Private
Total
Frequency
1
16
17
%
1.0%
28.1%
Frequency
0
7
%
.0%
12.3%
Frequency
75
12
%
75.0%
21.1%
3
21
Multiple sources
Independent training
Response
Options
department
through immediate
supervisor
Through external training Frequency
7
87
24
agencies
%
3.0%
36.8%
Through
Frequency
17
0
%
17.0%
.0%
Frequency
4
1
%
4.0%
1.8%
Frequency
100
57
157
%
100.0%
100.0%
100.0%
universities/Institution
17
5
Other
Total
Table 4.2.6. explains the different training sources, used for employee trainings within
the public and private sector. Training by immediate supervisor is reported, largely by
public sector employees. In private sector, external professional agencies are hired,
followed by multiple sources used for training. Public sector focuses on internal
supervisor or universities as a source of training. It is very clear that most training
sources in the public sector are not very much independent in nature and therefore
affects the effectiveness and quality of training programs.
4.2.7. Frequency of trainings held in private and public dairy sector
Sector
Table 4.2.7. Frequency of trainings
Public
Private
Total
Frequency
1
1
2
%
1.0%
2.0%
Frequency
25
20
%
25.3%
39.2%
Frequency
2
10
%
2.0%
19.6%
Frequency
10
2
%
10.1%
3.9%
Frequency
61
18
%
61.6%
35.3%
Frequency
99
51
150
%
100.0%
100.0%
100
Monthly
Response
45
Quarterly
Options
12
Biannual
12
Annual
79
Not frequently
Total
Table 4.2.7. explains about the time schedules of training programs conducted in both
public and private sector. About 50% people reported absence of time schedules and
infrequent arrangements of training workshops. However, around 30% participants
reported quarterly schedule of workshop, which again more scored by private sector
as compared to public sector. Very few people have told about monthly and biannual
workshops. The results show that training culture is yet to be established in both
private and public sector dairy organization, however, private sector is ahead of public
sector in arranging training events for the employee.
4.2.7. Impact of training on performance in private and public dairy sector
Sector
Table 4.2.7. Levels of training impact
Public Private Total
Frequency
63
25
88
Very strong
%
Response
Frequency
Options
63.0% 47.2% 57.5%
35
13
48
Strong
%
Frequency
35.0% 24.5% 31.4%
1
14
15
No opinion
%
1.0% 26.4% 9.8%
Frequency
1
1
2
%
1.0%
1.9%
1.3%
Frequency
100
53
153
Weak
Total
%
100.0% 100.0% 100.0%
Table 4.2.7. shows the analysis for perceptions of respondents towards impact of
trainings from private and public sector. Around 60% people said very strong and
30% said strong impact of trainings. Respondents of public sector are more convinced
with the effectiveness of trainings (63% & 35%) and its impact on performance of
employee. Private sector dairy employee follow public sector (47% & 24%) in their
reporting of training impact. Public sector dairy staff is more concerned with trainings
due to less other opportunities of personal development and growth, available in
private sector.
o 4.3. Findings; Job description and job specification
4.3.1. Knowledge employee about job description in private and public dairy
sector
Table 4.3.1. Levels of Knowledge of job
Sector
description
Responses

Yes

To some extent

No

Total
Public
Private
Frequency
100
51
%
100.0%
91.1%
Frequency
0
2
%
.0%
3.6%
Frequency
0
3
%
.0%
5.4%
Frequency
100
56
%
100.0%
100.0%
Table 4.3.1. reveals the knowledge of respondents about the formal job description.
All of the respondents in public sector, and 91.1% from private sector have reported
their knowledge about formal job description.
The statistics indicate more HR
disciplinary practices in public sector, because of established regularity procedures.
4.3.2. Providing formal job description to employee in private and public dairy
sector
Sector
Table 4.3.2. Provision of job description
Responses

Yes

Not yet

No

Total
Public
Private
Frequency
99
26
%
99.00%
46.40%
Frequency
1
26
%
1.00%
46.40%
Frequency
0
4
%
0.00%
7.10%
Frequency
100
56
%
100.00%
100.00%
Almost all of the public sector employees were provided with their formal job
description while on the other hand only 46.4% of the employees from private sector
are provided with their job description. Same number of respondents from private
sector said that they may get it soon, but so far they are not provided with the formal
job description. The table 02 also presents good picture of HR status in public sector
department of dairy sector.
4.3.3. Revision of JDs after recruitment in private and public dairy sector
Sector
Table 4.3.3. Revision of JDs after
recruitment

Never revised

6 to 12 months ago

1 to 3 year ago

3 to 5 Years ago

More than 5 years

total
Public
Private
Frequency
31
30
%
31.30%
56.60%
Frequency
0
8
%
0.00%
15.10%
Frequency
34
11
%
34.30%
20.80%
Frequency
26
0
%
26.30%
0.00%
Frequency
8
4
%
8.10%
7.50%
Frequency
99
53
%
100.00%
100.00%
Table 4.3.3. shows the frequency of revision in the job description after recruitment
of an employee in both public and private sector. 56.6% employees from private
sector revealed that their job description was never revised after their recruitment
while only 31.3% employees from public sector answered the same. This is worth to
note that most of the employees from public sector admitted that their job description
was revised in last 1 to 3 and 3 to 5 years (34.3% and 26.3%). Above table shows the
frequency of revision in different back time periods for both sectors. Public sector has
more tendencies of revision but after longer time of average 3 years. Contrarily
private sector in dairy business observe less frequency of revision, but make revisions
in shorter period of time; one year averagely.
4.3.4. Perception of employee about effectiveness of JDs in private and public
dairy sector
Sector
Table 4.3.4. Perception about JDs
effectiveness

Very ineffective

Ineffective

No Opinion

Effective

Very effective

total
Public
Private
Frequency
2
2
%
2.00%
5.00%
Frequency
11
0
%
11.00%
0.00%
Frequency
18
8
%
18.00%
20.00%
Frequency
65
27
%
65.00%
67.50%
Frequency
4
3
%
4.00%
7.50%
Frequency
100
40
%
100.00%
100.00%
The table shows the responses from employees in both sectors. Respondents from
both sector provided with varied experience of their job description. In public sector
about 11% employee perceive their JDs as ineffective, while 0% of the private sector
employee responded to the same option. Almost 8% of private sector people see the
JDs a very effective, and in public sector this rate has dropped to 4%. The public
sector, although practice more culture of JDs, but need drastic efforts to make it very
effective and relevant.
4.3.5 The need of JD improvement in private and public dairy sector
Sector
Table 4.3.5 The levels of need in JD
improvement

Very much needed

Needed

No Opinion

Not Needed

Absolutely not needed

total
Public
Private
Frequency
20
4
%
20.20%
9.50%
Frequency
13
7
%
13.10%
16.70%
Frequency
28
12
%
28.30%
28.60%
Frequency
38
15
%
38.40%
35.70%
Frequency
0
4
%
0.00%
9.50%
Frequency
99
42
100.00%
100.00%
%
Table 4.3.5 provides the statistics of felt need about job description in public and
private dairy sector. 20.2 % from public and 13.1% from private sector respondents
are agree with the understanding that their job description highly need improvements.
The response of regarding JDs improvement as “absolutely not needed” is rated by
0% from public sector and 10% from private sector. These statistics reinforce the
early findings that employee of public sector demands more improvements in JDs.
4.3.6 Perception of JDs impacts on employee's performance in private and public
dairy sector
Sector
Table 4.3.6 Perceived impacts JDs on
performance

Yes

To some extent

No

Total
Public
Private
Frequency
87
29
%
87.00%
53.70%
Frequency
13
19
%
13.00%
35.20%
Frequency
0
6
%
0.00%
11.10%
Frequency
100
54
%
100.00%
100.00%
This table presents the data about perceived impact of JDs on employee’s overall
performance. 87% of public sector employees revealed that job description impacts
their performance. The comparison of both sectors shows that 87% employee of
public sector and 53% of private sector agree with the impact of JDs. None of the
public employee responded in “No”, while 11% of private sector showed
disagreement for perceived impact. It reveals that employees performance have
greater impact on public sector employees as compare to private sector.
4.3.7 Difference between JDs and actual duties in private and public dairy sector
Sector
Table 4.3.7 Level of Difference between
JDs and duties

Big difference

Slight Difference

No opinion

No difference

Absolutely no difference

total
Public
Private
Frequency
3
0
%
3.00%
0.00%
Frequency
68
2
%
68.00%
4.00%
Frequency
5
7
%
5.00%
14.00%
Frequency
24
17
%
24.00%
34.00%
Frequency
0
24
%
0.00%
48.00%
Frequency
100
50
%
100.00% 100.00%
According to table 4.3.7, employees from both sectors revealed totally different
responses when inquired for “Difference between formal job description and actual
duties and responsibilities”. Public sector employees responded that there is a
difference while private sector employees were in the favor of the statement that there
is no difference in designed JDs and assigned duties in actual. This fact clears an
understanding that public sector employees were provided with the formal job
description but they do not follow that when actually performing their duties.
4.3.8 Providing formal job specifications (JSs) in private and public dairy sector
Sector
Table 4.3.8 Provision of formal
job specification

Yes

Not yet

No
Public
Private
Frequency
85
27
%
85.00%
48.20%
Frequency
14
28
%
14.00%
50.00%
Frequency
1
1
%
1.00%
1.80%
Table 4.3.8 shows that 85% of the employees from public sector were provided with
the formal job specification, while in private sector only 48.2% of the employees were
provided with the same. These results show that private sector has lag in their job
specification practices or pay less attention to formulization of job specification to
large extent. .
4.3.9 Revising JSs after employee’s recruitment in private and public dairy
sector
Sector
Table 4.3.9 Revision of JS after
recruitment

Never revised

6 to 12 months

1 to 3 years ago

3 to 5 years
Public
Private
Frequency
29
30
%
29.30%
56.60%
Frequency
1
10
%
1.00%
18.90%
Frequency
34
7
%
34.30%
13.20%
Frequency
25
2
%
25.30%
3.80%

More than 5
years
Total
Frequency
10
4
%
10.10%
7.50%
Frequency
99
53
%
100.00% 100.00%
Table 4.3.9 reveals that 56.6 % of respondents from public sector said that JS after
recruitments was never revised while 29.3 % from public sector reported that JS was
never revised.
Respondents from public sector revealed that their job specification was revised but
most of the employees from private sector revealed about no revision. However,
private sector dairy organizations experience shorter time of revising job
specifications as compared to public sector dairy departments.
4.3.10 Employees perception for effectiveness of job specifications in private and
public dairy sector
Sector
Table 4.3.10 Effectiveness of job
specifications

Very ineffective

Ineffective

Effective

Very effective
Total
Public
Private
Frequency
1
2
%
1.00%
5.10%
Frequency
16
0
%
16.00%
0.00%
Frequency
64
23
%
64.00%
59.00%
Frequency
6
3
%
6.00%
7.70%
Frequency
100
39
%
100.00% 100.00%
According to statistics of table 4.3.10, most of the employees from both sectors
perceive their job specification effective. The slight difference exists between two
sectors as private sector dairy organizations ensure more effectiveness in their job
specifications as compared to public sector departments.
4.3.11 Impact of JSs on employee's performance in private and public dairy
sector
Sector
Table 4.3.11 Level of impacts of
JSs on performance
 Yes
 To some extent
 No
 Total
Public
Private
Frequency
86
31
%
86.00%
59.60%
Frequency
14
20
%
14.00%
38.50%
Frequency
0
1
%
0.00%
1.90%
Frequency
100
52
%
100.00% 100.00%
Table 4.3.11 reports that all of the respondents from public sector and about 98%
from private sector think that job specification has impact on their performance. But
the intensity of improvement need lies more with employee of private sector as
compared to public sector due to greater shown impact.
4.3.12 Gap between formal JSs and actual duties in private and public dairy
sector
Sector
Table 4.3.12 Levels of gap between
formal JSs and actual duties

Big difference

Slight difference

No difference

Absolutely no
Public
Private
Frequency
4
2
%
4.00%
3.90%
Frequency
68
4
%
68.00%
7.80%
Frequency
23
16
%
23.00%
31.40%
Frequency
0
23
difference

Total
%
0.00%
45.10%
Frequency
100
51
%
100.00% 100.00%
Table 4.3.12 shows that respondents from public sector were in the favor that their
formal job specification and actual duties are different while most of the private sector
employees responded that formal JS and their actual duties matches and there is no
big difference.
4.3.13 Gap between university given skills and job demanded skills in private
and public dairy sector
Sector
Table 4.3.13 Level of gap between
university skills and job demanded

Yes

To some extent

No

Total
Public
Private
Frequency
79
12
%
79.00%
27.30%
Frequency
20
25
%
20.00%
56.80%
Frequency
1
7
%
1.00%
15.90%
Frequency
100
44
%
100.00% 100.00%
Table 4.3.13 (79% + 20%) of the respondents from public sector responded that
university given skills and job demanded skills are different. There is slight different
in the opinion of private sector, as only 16% employees revealing that there no
difference between the university given skills and job demanded skills. This may be
because in public sector, employees are not working according to their job description
and specifications. The statistics are quite alarming for the university administration
as more 85% people of both sect view quite difference between given skills by
institutions and actual skills demanded in practical life of dairy sector.
4.4. Performance appraisal and management
4.4.1 Availability of Performance Appraisal and Management in private and
public dairy sector
Sector
Table 4.4.1 Availability of Performance Appraisal
system
Public
Private
Total
Frequency
83
38
121
%
83.0%
71.7%
79.1%
Frequency
17
11
28
%
17.0%
20.8%
18.3%
Frequency
0
4
4
%
.0%
7.5%
2.6%
Frequency
100
53
153
%
100.0%
100.0%
100.0%
Yes
Response
Options
To some extent
No
Total
Table 4.4.1 explains about the in practice performance appraisal and performance
management system in both public and private sector. It is very clear from the table
that majority of respondents from both public and private sector replied that they have
performance appraisal and management system. Only 29% people reported that they
do not find fully implemented performance appraisal and management systems in
their organizations.
4.4.2 People responsible for performance appraisal in private and public dairy
sector
Sector
Table 4.4.2 Authorities of performance appraisal
Public
Private
Total
Frequency
100
34
134
%
100.0%
77.3%
93.1%
Frequency
0
2
2
%
.0%
4.5%
1.4%
Immediate supervisors
Response
Options
Peer appraisal
Frequency
0
1
1
%
.0%
2.3%
.7%
Frequency
0
7
7
%
.0%
15.9%
4.9%
Frequency
100
44
144
%
100.0%
100.0%
100.0%
Rating committee
Self rating
Total
Table 4.4.2 describes appraising authority in both public and private sector dairy
organizations. A very clear analysis shows that respondents from both public and
private sector agreed on their immediate supervisors as responsible for performance
appraisal and performance management. Private sector reported slight incline towards
other practices such as peer appraisal, rating committee and self-rating. The planning
managers should urge both sectors to introduce other approaches to incorporate
opinions of other authorities in employee’s performance appraisal. Employee also be
given right to report his appraisal, which could be cross-checked by other colleagues.
4.4.3 Methods for performance appraisal in private and public dairy sector
Sector
Table 4.4.3 Different Methods for
Performance Appraisal
Annual Confidential
Report
Response
Options
Performance
appraisal
Public
Private
Total
Frequency
100
1
101
%
100.0%
2.4%
71.1%
Frequency
0
34
34
%
.0%
Frequency
0
6
6
%
.0%
14.3%
4.2%
Frequency
0
1
1
%
.0%
2.4%
.7%
Frequency
100
42
142
%
100.0%
81.0% 23.9%
Self appraisal
Others
Total
100.0% 100.0%
Table 4.4.3
reports different methods, used in for performance appraisal and
performance management in both public and private sector.100 % public sector
respondents revealed that their department uses ACR method for employee
appraising. There is no other method of HR practices used in performance appraisal of
dairy sector staff of public sector. Contrarily, 81% of respondents from private sector
reported use of performance appraisal and 14% told about self appraisal as instrument
of performance management and appraisal. Public sector departments are advised to
think about other options of this area to correspond to the changing needs of dairy
sector of Pakistan.
4.4.4 Departments, assigned for performance appraisal in private and public
dairy sector
Sector
Table 4.4.4 Department for Performance
Appraisal
Response
Public
Private
Total
Frequency
0
21
21
%
.0%
42.0%
14.0%
Frequency
0
23
23
%
.0%
46.0%
15.3%
Frequency
100
6
106
HR department
Options
Owner
Admin
%
Frequency
100.0% 12.0%
100
50
70.7%
150
Total
%
100.0% 100.0%
100.0%
Table 4.4.4 identifies the key operational departments, assigned for performance
appraising in public and private sector dairy organizations. All of the respondents
from the public sector reported that their admin departments/admin managers only
conduct performance appraisals for them. 46 % respondents of private sector said that
their owner conduct the performance appraisal while 42 % said that their HR
department conducts the performance appraisal. The statistics clearly indicate absence
of HR systems and procedures in public sector departments and organizations, owned
by sole proprietors. The performance appraisal as one of the key areas in employee
motivation and must be handled by HR professionals.
4.4.5 Involvement of employees in performance appraisal in private and public
dairy sector
Sector
Table 4.4.5 Level of involvement of
employees performance appraisal
Public
Private
Total
Frequency
0
16
16
%
.0%
34.8%
11.0%
Frequency
4
13
17
%
4.0%
28.3%
11.7%
Frequency
95
16
111
%
96.0%
34.8%
76.6%
Frequency
99
46
145
%
100.0%
100.0%
100.0%
Involved
Response
Options
Sometime involved
Never involved
Total
Table 4.4.5 describes the level of involvement of employees at the time of their
performance appraisal. Almost all of the respondents from the public sector said that
their department never involves them in their performance appraisal. A large number
of respondents (34%) from private sector also share the same culture. Almost 34%
people reported their complete involvement while 28% showed partially involvement
in their performance appraisal procedures. Private sector has adopted the mixed
approach, which leads to further improvements and better performance in results.
Public sector dairy department should revisit their strategies and give due rights of
involvement to dairy staff.
4.4.6 Satisfaction with performance appraisal method in private and public dairy
sector
Sector
Table 4.4.6 Level of satisfaction with performance
appraisal method
Public
Private
Total
Frequency
12
11
23
%
12.0%
19.6%
14.7%
Frequency
65
23
88
%
65.0%
41.1%
56.4%
Frequency
7
19
26
%
7.0%
33.9%
16.7%
Frequency
16
3
19
%
16.0%
5.4%
12.2%
Frequency
100
56
156
%
100.0%
100.0%
100.0%
Highly satisfied
Response
Options
Satisfied
Neutral
Not satisfied
Total
Table 4.4.6 analyzes the satisfaction level of respondents for performance appraisal
method. Only 14% people are seen highly satisfied, while majority of them 56% are
reasonably satisfied. 16% people avoided response and checked neutral while 12%
participants are not satisfied. Public sector dairy professionals seem more satisfied
while private sector dairy professionals inclined towards neutral response.
4.4.7 Review schedule of performance appraisal method in private and public
dairy sector
Sector
Table 4.4.7 Performance appraisal review
Public
Private
Total
Frequency
1
2
3
%
1.0%
4.3%
Frequency
1
0
%
1.0%
.0%
Frequency
0
4
Monthly
Response
1
Quarterly
Options
Biannual
4
%
.0%
8.5%
Frequency
98
28
%
98.0%
59.6%
Frequency
0
13
%
.0%
27.7%
Frequency
100
47
147
%
100.0%
100.0%
100.0%
126
Annual
13
Not frequently
Total
Table 4.4.7 describes about the performance appraisal review system in public and
private sector. Around 98 % of respondents from public sector confirmed that there is
an annual appraisal system in place in the departments. 59.6% respondents from
private sector responded that their organization had annual performance appraisal
system, while rest (28%) reported no-regular review mechanism of their performance
appraisal.
4.4.8 Effectiveness of performance appraisal in private and public dairy sector
Sector
Table4.4.8 Levels of effectiveness of
performance appraisal
Public
Private
Total
Frequency
14
0
14
%
14.0%
.0%
Frequency
5
17
%
5.0%
36.2%
Frequency
74
29
%
74.0%
61.7%
Frequency
7
1
%
7.0%
2.1%
Frequency
100
47
147
%
100.0%
100.0%
100.0%
In effective
Response
Options
22
No opinion
103
Effective
8
Very effective
Total
Table 4.4.8 presents respondents’ perceptions about effectiveness of performance
appraisal system in public and private sector dairy organizations. Majority of the both
sector see their performance appraisal effective as 74% from public sector and 61%
from private sector given similar responses. Number of employee of private sector
checked “no opinion” option, which may indicate the less clearance of system
effectiveness. Very few participants have reported current appraisal system as highly
effective in both public and private dairy organizations/departments.
4.4.9 Need of improvement in performance appraisal practices in private and
public dairy sector
Sector
Table 4.4.9 extent of improvement need in
performance appraisal
Very much
needed
Response
Public
Private
Total
Frequency
23
0
23
%
23.0%
.0%
Frequency
59
14
%
59.0%
28.6%
Frequency
4
17
%
4.0%
34.7%
Frequency
14
17
%
14.0%
34.7%
Frequency
0
1
%
.0%
2.0%
Frequency
100
49
149
%
100.0%
100.0%
100.0%
73
Needed
Options
21
No opinion
31
Not needed
Absolutely not
needed
Total
1
Table 4.4.9 clarifies respondent’s perceptions regarding need of improvement in
appraisal practices in private and public sector. A majority of respondents from the
public sector said (23% very much needed & 60% needed) that appraisal system
needs improvements. Employees of private sector seem satisfied with their current
systems as only 28% reported the need of improvements. Around 35% respondents
had no clear perceptions about the need of improvements in performance appraisal
and 34% share no need of change in private sector.
4.5. Compensation Planning & Benefits
4.5.1. Modes of payments, available in private and public dairy sector
Sector
Table 4.5.1. Availability of pay options
Fixed pay ( Basic pay
Response
Scale System )
Options
Public
Private
Total
Frequency
99
46
145
%
99.0%
85.2%
Frequency
1
6
%
1.0%
11.1%
Frequency
0
2
%
.0%
3.7%
Frequency
100
54
7
Pay for performance
2
Others
Total
%
154
100.0% 100.0%
Table 01 table clearly shows availability of pay options in public and private sector of
Punjab.99% respondents from public and 85.2% from private sector have told that
they get fixed pay (basic pay scale system) in their departments/organizations. Few
employee of private sector have reported existence of performance- based component
in their pay structure. Analysis shows that fixed pay system is dominant and there is
need to add more performance based features in pay design
4.5.2. Providing incentives to employees in private and public dairy sector
Sector
Table 4.5.2. Provision of incentives to
employees
Public
Private
Total
Frequency
2
17
19
%
2.0%
31.5%
Frequency
17
33
%
17.0%
61.1%
Frequency
81
4
%
81.0%
7.4%
Frequency
100
54
%
100.0%
100.0%
Yes
Response
Options
50
To some extent
85
No
Total
154
Table 4.5.2 provides an analysis of regular incentives, given to employees in public
and private sector. A majority of respondents 81% from public sector say that their
departments do not provide incentives. Almost 17% indicated some irregular
incentives on special occasions of high performance. Almost 61.1 % respondents
from private sector reply that their organization provides incentives to some extent
and 31% reported in absolute yes. Public sector has to change their policies and
incorporate regular incentive scheme.
4.5.3. Satisfaction with current compensation system in private and public dairy
sector
Sector
Table 4.5.3. Level of satisfaction with
compensation system
Highly satisfied
Response
Satisfied
Public
Private
Total
Frequency
1
11
12
%
1.0%
20.8%
Frequency
16
41
%
16.2%
77.4%
Options
57
Not satisfied
Absolutely not
Frequency
78
1
%
78.8%
1.9%
Frequency
4
0
%
4.0%
.0%
Frequency
99
53
%
100.0%
100.0%
satisfied
Total
79
4
152
Table 4.5.3 provides an explanation of employee’s perceptions about current
compensations systems in private and public dairy sector.78.8% respondents from
public sector replied that they are not satisfied with current compensation system and
around 16% reported their satisfaction. Contrarily, 77% from private sector said that
they are satisfied with the current compensation system and 20% reported their high
level of satisfaction over their compensation plans. Over all analysis shows that
private sector employees are more satisfied with the current compensation system as
compared to dairy professionals of public sector dairy departments.
4.5.4. Provision of medical benefits /allowances in private and public dairy
sector
Sector
Table 4.5.4. Provision of medical
benefits /allowances
Response
Public
Private
Total
Frequency
70
30
100
%
72.2%
58.8%
Frequency
26
19
%
26.8%
37.3%
Frequency
1
2
%
1.0%
3.9%
Frequency
97
51
%
100.0%
100.0%
Yes
Options
45
To some extent
3
No
Total
148
Table 4.5.4. is the outcome of employee’s perceptions, reported about provision of
medical benefits/allowances in private and public sector dairy organizations.72.2%
respondents from public and 58.8% from private sector revealed that their
organization provide medical benefits/allowances to them. However a large
proportion of participants (37% of public sector & 27% of private sector) have opted
the response option of to some extent, meant by under services of their expectations.
Analysis shows both public and private sector provides medical benefits/allowances
to their employees, but need much improvements and revision to correspond to
employees’ expectations.
4.5.5. Payment systems, prevail in private and public dairy sector
Sector
Table 4.5.5. Mode of payment system
Response
Public
Private
Total
2
Hourly
Frequency
0
2
payment
%
.0%
4.1%
Monthly
Frequency
93
46
%
95.9%
93.9%
Frequency
4
0
%
4.1%
.0%
Frequency
0
1
%
.0%
2.0%
Frequency
97
49
146
%
100.0%
100.0%
100.0%
Options
salary
Commission
based
139
4
1
Daily wages
Total
Table 4.5.5. depicts picture of monthly payment system in both private and public
sector. About 95.9 % from public and 93.9% respondents from private sector said that
their organizations provide monthly base salary. It shows that employees from both
sectors are provided monthly base salary. There is no other reward system such as
commission based, hourly wages and daily wages approaches in place.
4.5.5. Impact of Compensation practices on performance in private and public
dairy sector
Sector
Table4.5.5. Level impact of
compensation practices on performance
Public
Private
Total
Frequency
5
3
8
%
5.0%
5.9%
Frequency
27
21
%
27.0%
41.2%
Frequency
12
26
%
12.0%
51.0%
Frequency
53
1
%
53.0%
2.0%
Frequency
3
0
%
3.0%
.0%
Frequency
100
51
%
100.0%
100.0%
Very strong
Response
48
Strong
Options
38
No opinion
54
Weak
3
Very weak
Total
151
Table 4.5.5. shows the comparison of employee’s perceptions from private and public
sector regarding impact of compensation practices on their performance. About 53 %
of the employees from the public sector revealed that compensation practices have
weak impact on their performance. A small proportion of staff (27%) views the strong
impact of compensation practices on personal performance. At the other hand, 41.2 %
respondents from private sector say that compensation practices makes strong impact
on their personal performance while 51 % percent had no opinion that how it impact
performance.
4.5.6. Need of improvement in compensation and benefits practices in private
and public dairy sector
Sector
Table 4.5.6. Level of improvement need in
compensation and benefits practices
Public
Private
Total
Frequency
61
1
62
%
62.2%
2.0%
Frequency
37
30
%
37.8%
61.2%
Frequency
0
13
%
.0%
26.5%
Frequency
0
4
%
.0%
8.2%
Frequency
0
1
%
.0%
2.0%
Frequency
98
49
Very much needed
Response
67
Needed
Options
13
No opinion
4
Not needed
1
Absolutely not needed
Total
%
147
100.0% 100.0%
Table 4.5.6. provides an analysis of participants’ views regarding need of
improvement in compensation and benefits practices in public and private sector. A
majority of respondents from public sector expressed strong feeling (62% very much
needed & 37% needed) about the need of improvement/ revision in present
compensation and benefits practices. About 61.2 % respondents from private sector
responded that there is need for revision/improvement in the present compensation/
benefits practices. The statistics give strong massage to policy makers to listen to the
voices of employee and act upon for the mutual interest of dairy stakeholders.
4.5.7. Areas of improvement in compensation and benefits in private and public
dairy sector
Sector
Table 4.5.7. Areas of improvement in
compensation and benefits
Public
Private
Total
Frequency
94
19
113
%
83.2%
16.8%
Frequency
76
23
%
76.8%
23.2%
Frequency
69
16
%
81.2%
18.8%
Frequency
41
7
%
85.4%
14.6%
Frequency
66
11
%
85.7%
14.3%
Frequency
50
7
%
87.7%
12.3%
Frequency
51
4
%
92.7%
7.3%
Frequency
91
19
%
82.7%
17.3%
Frequency
100
34
Medical Benefits
99
Bonuses
Response
TA/TD/ Traveling
Options
facilities
85
48
Meals
77
Earned Leaves
57
Provident Fund
55
Pension
110
House rent
Total
134
Percentages and totals are based on respondents.
a. Dichotomy group tabulated at value 1.
Table 4.5.7. illustrates the demands of dairy employee in the area of compensation
and benefits. The employees from both sector (public and private) were inquired to
suggest the areas which need improvements. Public sector respondents showed keen
interest and demanded improvements in all mentioned areas including house rent,
pension, provident fund, earned leaves, traveling allowances, bonuses and medical
benefits. While dairy professionals in private sector adopted selective approach and
focused on trawling allowances, bonuses, medical benefits, earned leaves and meals.
4.5.8. Type of improvements in compensation and benefits in private and public
dairy sector
Sector
Table 4.5.8. Areas of improvement in
compensations and benefits
Increase in
Response
Public Private Total
Frequency
compensation
Options
%
Frequency
74
12
86
86.0% 14.0%
82
18
100
Timely reward
%
Procedural
Frequency
improvement
%
82.0% 18.0%
70
5
75
93.3% 6.7%
Frequency
0
2
%
.0%
3%
Frequency
98
21
2
Others
Total
119
Percentages and totals are based on respondents.
a. Dichotomy group tabulated at value 1
In table 4.5.8, all three of the given areas/types were well responded and public sector
employees showed high response. The statistics of table 00 report high demands of
public sector employees. Participants of public sector departments asked for increase
in amount of compensation (86%), timely reward (82%) and also improvements in
procedures of paying compensation (93%). The participants from private sector
showed less interest in improvements as they found their compensation according to
their rights. Timely reward is the area of attention to some extent for private sector
dairy organizations.
4.6. HR practices by private dairy farmers
4.6.1. Options of job descriptions and job specifications in private dairy farms
Table 4.6.1 JDs and JSs in
Frequency Percent
private dairy farms
Yes
25
45.5%
No
30
54.5%
Total
55
100.0%
Response Options
Table 4.6.1 presents data of farm houses, collected from various locations of the
Punjab. The statistics show professionals HR practices to some extent, as 45% farm
managers said that they make job descriptions and job specifications of their
employees. But more farm managers (54.5%) reported absence of such HR practices.
The policy makers may pay attention to semi-organized dairy sector in shape of dairy
farms and introduce such JDs and JSs in their farm houses.
4.6.2. Options of job descriptions and job specifications in private dairy farms
Table 4.6.2. Training and
Frequency Percent
development at farms
Response Options
Table 4.6.2.
Yes
12
21.8%
No
43
78.2%
Total
55
100.0%
informs about provision of Training and Development facilities,
provided to employees at dairy sector farms. Only 21.8 % respondents confirmed that
they were provided training and development facilities while a majority of
respondents 78.2 % respondents said they have not provided training and
development facilities at farms. Analysis shows most of the employees at farms are
not provided with training and development facilities. There should be such programs
by Government of The Punjab to train employees of dairy farmers.
4.6.3. Compensation and benefits scheme in private dairy farms
Table 4.6.3. Existence of
Compensation and Benefits in farms Frequency Percent
Response Options
Yes
24
43.6%
No
31
56.4%
Total
55
100.0%
Table 4.6.3. explains the provision of compensation and benefits, given to employees
at dairy farms. About 43.6 % respondents confirmed that their organization provides
compensation and benefits to employees. But majority of participants highlighted that
there is no such plan of compensation and benefits for the employee. The statistics
indicate the practice of compensation and benefits scheme in few organizations. The
management of dairy sector should take such initiatives to foster and penetrate these
kind of HR practices.
4.6.3. Provision of medical facilities in private dairy farms
Table 4.6.3. Provision of
Frequency Percent
medical facility
Response Options
Yes
6
10.9%
No
49
89.1%
Total
55
100.0%
Table 4.6.3. gives details about the provision of medical facility to employees at
private /commercial farms. It shows that only 10.9 % percent farmers provide medical
facilities to their employees at farms. While huge number of 89% of respondents
replied that they are not provided medical facilities. Regulatory authorities should pay
attention to encourage the medical facilities to dairy farms employee as one of the
best HR practices.
4.7. Best HRM Practices
Focus Group Discussion (FGD)
Overview of FGD

Dated 26.11.2008 Wednesday

Venue: UVAS (University of Veterinary and Animal Science)

Moderator: Dr. Aman Ullah

Co- Moderator: Mujahid Ali

Size: 12 Persons

Time 4.00 to 6: pm

Length: 1:30 to 2 Hour
The focus group discussion was conducted to explore the insights of HR practices in
dairy sector and bring forward alternative solutions to the problems. The focus group
was participated by stakeholders of dairy sector including HR managers of processing
organizations, farmers, officers of dairy related public sectors and faculty/trainers
teach dairy- related subjects.
Findings of Discussion and Analysis
4.7.1. Bench-Mark model for best HR practices
Question: What do you suggest as a bench-mark model for best HR practices in dairy
sector of Punjab?
Discussion: Majoriyt of the participants of the focus group said that we should adopt
the model of Idare-e-Kisan.It is in the local context/favor of Paksitani culture .Nestle
is multinational company and it is running on the commercial basis so this model is
not favorable at all completely .They further suggested to adopt model like LDDB.
The comunity development concept was also well appriacited and reccomneded to be
practiced in dairy sector of Punjab.
4.7.2. Best practices for TNA and performance appraisal
Question: What are your guidelines for TNA and performance appraisal system for
HR practices?
Discussion: The implementation of TNA demands HR development in the
departments of dairy development. During discussion on TNA, participants
emphasized very strongly to train the employees of department, starting from scratch
level and including even lower and technical staff. Participants were agreed to train
and upgrade the VA / technician. We should use top to bottom approach by covering
lower, middle and upper management regarding training. It was also recommended
that employees should be given basic cum in-depth business and market related
training to compete the local environment/competitions. They suggested creating a
sense of responsibility among the employees.
It was revealed during the discussion that public sector dairy departments have old,
conventional promotional system like ACR. It should be readdressing and appraisal
should be conducted on the bases of performance, merit and in every department.
During discussion, the observation was also made that focus on field staff and farmer
is needed for proper and comprehensive training.
Today world has become a global village. This is called age of information.
Participants pointed out about use of IT for the field staff and deployment of the
customized software. This process will help to keep the data up-to-date and wellformed for analysis pupose. Department should use the dairy related software to
improve the output of employees and department. It can generate the research
activities to make better decisions. One of the participants also suggested organizing
computerized of DLO and this data should be shared/linked to other departments for
better and useful.
4.7.3. Impact of HR practices on performance
Question: How you feel the overall HR impact on performance of dairy Sector?
Focus group feedback indicated that dairy sector needs the status of high priority
industry, backed by strong and relevant policy framework. Department needs to
launch extensive training programs for the staff, which enhance their performance.
To get the maximum output, the department needs to start number of refresher
courses. It will help them to improve their lacking skills in practices and
implementation of dairy policy effectively. Further they should be taught how to use
and run the new technology.
Participants had the opinion that we should give very urgent and serious attention to
breeding system and should make efforts to improve healthy breeding system.
4.7.4. Effective and Relevant HR policies
Question: How did you find the effectiveness and relevancy of HR policies?
Discussion on this question has raveled the lack of human resources in the
department. They had realized and agreed to accommodate polices and procedures
in the present scenario of modern world. The matter of policy implementation
demands swift actions of higher management to ensure adequate execution. JD are
JS are found very old and obsolete which were created in 1973 and got less
relevancy in today’s modern practices. These should be revised/amend/change on
urgent basis. Further they said that there is need to craft department wise polices
to ensure the high level of relevance.
Policies designed on the basis of Adhockism are also seem irrelevant and less
effective. Government policy for contractual jobs may be revised to make
effectiveness and relevancy of HR policies. Government policies should include
financial incentives to the employees of department, reduction in workload of VA and
continuous revision of workload to ensure proper workload management.
It was also discussed that process of fake/outdated record should be removed, it is
common observed that bull semen is taken from the field but this record is not kept
for further analysis. Further most of the employees do their private job practices and
that is why they do not pay serious attention to job tasks.
4.7.4. Attractive HRM practices
Question: What are the attractive practices of dairy farmers live stock professionals
and milk processors?
 Technical staff are in depression and anxiety
 Give them incentives
 Move over- service structure should be reformed
At present there is no proper reward and compensation system in the public sector
dairy department. Private sector has already proper HR system and infrastructure of
HR system. Service structure needs amount of reforms along with extensive plan for
employee welfare. The participants discussed diverse range of problems regarding
employees. They demanded for revise/reform of services rules and these rules should
be results oriented/productive. Employees should be provided fringe benefits. They
are deprived of proper heath and medical facilities. Further one of the respondent
discussed that technical staffs are very depressive and in anxiety due to doing low
paid job.
4.7.4. HR policies at various tiers
Question: How do you perceive the HR policies at various tiers of diary sector of
Punjab?
Participants discussed lack of HR planning and practices in the dairy sector of Punjab.
Shortage of proper man power demands vacant jobs to be filled as soon as possible to
run this department smoothly. More tightened regulatory framework is essential in
public sector dairy departments along with up to date resource support.
Some of the participants suggested revising /making JSs and JDs well- formulated for
the employees of hospitals.
HR performance audit followed by better reward system was also the area of concern
for FGD participants.
DLOs are often involved in administrative work, sparing less time for the productive
and high performing areas of departments. The revised HR system should urge AVs
and ATs to give attention to the matters of department employee and their
productivity in the field.
The HR policy of dairy sector should also ensure the record management of hospitals
for further analysis and effective decision making. Continuous analysis of field-based
data about staff feedback, their rendered services method of interaction with farmer is
also an area of high concern for HR policy makers.
4.8. Best HRM Practices
In Depth Interviews of Management
4.8.1. The perception of management about HR policies
The high-ranked officers were inquired about their general perception of HR policies
in dairy sector. The following is the summary of their collective conversation.
1. Few managers are of the view that policies already exist but this area is neglected
for long-time and not implemented properly.
2. Most of the respondent had showed their unawareness about the human resource
development policies in dairy sector.
3. Traditionally in place service rules are not very much viewed as policy-guided
system of human resource development in the light of today’s advanced practices
4. All the management agreed upon vital importance of refined policy frame-work,
specialized on HRM in diary sector of Punjab.
5. Among the characteristics of effective HRM policies, advised by middle and
higher level management, include:
a. Open and transparent framework of HRM policies
b. Ensuring high level of performance and productivity of staff
c. policy framework must encourage innovation and entrance of new ideas
d. There should be enough flexibility to accommodate practical variation at
operational level.
e. the current ACR take the basis of personal likes and dislikes, which should
avoided in revised policy plan
f. HRM policy must encourage the merit-based performance evaluation and
promotions
g. Incentives be linked with performance improvement through training and
development
4.8.2. Effectiveness and relevancy of HR polices
The same respondent of middle and higher management in dairy related
departments of Punjab were asked to chare their views about effectiveness and
relevancy of HR policies. Summary of their thoughts in this area as follows:
1. The effectiveness of HR related policies is compromised at the cost of
irrelevancy, built in the design framework
2. The improvement in internal procedures regarding employee problems may
lead to high effectiveness
3. Pay and pension policy be revised to achieve effectiveness in overall HRM
policies
4. Performance indicators must be the part of HRM policy guidelines
5. current system is not capable to quantitatively measure the performance
outcome, so revised HRM policies should frame quantifiable tasks and
achievements
6. The described characteristics of effective and relevant polices are as follows:
a. Provide conducive environment
b. Prepare employee friendly rules and regulations
c. Remove their mental worries
d. Improve their social-economic status
e. Fulfill their basic rights/ primary needs
f. Ensure capacity building of employee
g. Encourage merit-based reward systems
h. Capable to exploit individual human potential
4.8.3. The limitations in best HRM practices
The respondents were requested to share the hurdles in the way of implementing best
HRM practice in dairy sector of Punjab. The following is the summary of their
responses:
1. The absence of clear HRM policies in dairy sector of Punjab is first main hurdle in
implementing best HR practices
2. The lack of incentives to employee may discourage them to adopt new systems
3. The current ACR mechanism of promotion may demote the staff to believe on
such best practice
4. Pay structure could be a potential problem and be revised while implementing best
HR practices
5. The absence of competitive career growth is one of the hurdles, must be addressed
6. Partiality -based evaluation method discourage the staff to cooperate in new
assignments
7. The irrelevant placement and working assignments stop people to use specialized
potential and be addressed also
8. The communication gap based on hierarchical structure is hurdle to practice
advanced HR policies
9. The politicization of public department may also cause problem and higher
management must face it.
10. Absence of basic trainings of staff may create resistance to new practices
4.8.4. The status of Job Description
The participants of the study were asked to share essentials of job description
commonly based in various tiers of dairy sectors. The summarized form their valued
suggestions include:
1. The interviewed managers are commonly agreed on the due importance of welldrafted JDs for the performance improvement and evaluation
2. The items of JDs must be quantifiable and measurable
3. Few managers appreciated the existing JDs and showed disappointment on
working compliance according to JDs
4. there should be system of motivating staff to perform according to their JDs
5. the revision and up-gradation is missing component in case of public sector
department, which should be addressed immediately
6. JDs must be redefined according to pervious performance
7. target orientation in JDs should be in consultation with employee and feedback
8. PERT (Project/performance evaluation and review technique) is recommended to
be adopted in such cases
4.8.4. The status of Job Specification
The managers are also interviewed about their perceptions and experiences of job
specifications, practiced as HR tools in dairy sector of Punjab. They have shared the
following views:
1. The tendency of hiring under-capacity people must be discouraged in public
sector dairy departments
2. The over-qualified people are also hired which is the mismatch between skills and
job specifications
3. The job specifications are stagnant and need to be updated on regular basis
4. The audit of job specifications and job skills should be carried out on annual basis
5. There is need to introduce HR audit to evaluate staff skills and job specifications
for current staff and future hiring
6. Along with basic education, the personality related tests, last performance score
and right attitude for the job are also areas of concern
7. The gap areas must be explored, defined and given required trainings to improve
4.8.5. HR impact on performance of dairy sector
The participants of study were also asked about their perception of HR policy’s
impact on performance. The purpose of this query was to judge the importance of HR
policy and planning in context of dairy practices in Punjab. The summary of
responses as follows:
1. Majority of the interviewees were positive about the impact of HR policy and
planning in development of dairy sector of Punjab.
2. They pointed out shortage of competent HR managers in dairy departments
3. They shared the view that private sector growth in dairy sector is largely
contributed by their HRM practices
4. They also argued that rising global challenges are impossible to meet without
initiating best HRM practices in dairy sector of Punjab
5. The conducive environment is perceived as factor, contributes in positive impact
of HRM practices
6. Continuous monitoring and assessment of trainings may increase the impact of HR
practices
4.8.6. Status of HR practices in dairy sector
Management of dairy departments was also asked about their experiences
regarding existing HRM practices in dairy sector of Punjab. Respondents shared
their views for three sectors:
Dairy farmers
1. Dairy farmers are largely owned by individuals’ entrepreneurs and no focus
has been given to add HR perspective in their operations.
2. Local farmers are highly rooted in their traditional practices and there is no
such a positive force to encourage them for best HR practices
3. Lack of formal education is major hurdle in practicing HR and need to be
addressed by Government of the Punjab
4. the concept of labor welfare and training is absent in traditional dairy farming,
which demands amount of propagations and trainings
5. the sustainable growth and development of local farmer is very much attached
with HR practices
Live stock departments
1. HRM is one of the less cared areas in livestock and dairy sector of Punjab.
2. Employee are primarily dependent on orders of higher authorities instead of
assigned duties in job descriptions
3. The HR principle of right person for right job is quite missing in dairy
departments of public sector
4. The livestock department has initiated extensive trainings, which putting
positive impact in overall dairy sector
5. The existing HR systems have less match with the trainings, imparted to the
dairy officers and redesign of HR systems is required
6. the implementation of best HR practices, followed by trainings of JDs and JSs
is the effective solution to dairy sector problems
Milk processors (private organizations)
1. This sector is one of the well-organized dairy sectors in the Punjab.
2. Majority of the milk processors have proper mechanism and structure of
HRM.
3. They put high emphasis on the HR management and develop their employees
as competent human resource on regular basis.
4. Through their best HR practices, they adjust themselves with the changing
world needs.
5. Milk processors have their own developed performance appraisal system to
monitor continuous improved output. Performance based salary/pay is another
plus point in the milk processors sector.
6. There should be an exchange programs of best practices between private and
public sector dairy organizations of Punjab
4.8.7. Benchmark model for best HRM practices
The sampled people of dairy departments were requested to share their views
about potential benchmark model for best HR practices in Punjab. They brought
forward following points:
1. The management, during interviews expressed diverse opinions to adopt the
HRM practices in private milk processing sector
2. Management have partially agreed to take lessons from companies like Nestle
Haleeb, Olper and Idare-e- Kisan.
3. These private milk processors have different types of practices, totally
centered to target-based incentives. These practices might yield corporate
profits on competitive edge and ignore the holistic development of entire
sector
4. The HR practices like performance evaluation, communication norms,
reporting patterns and goals settings are great concern of learning for public
sector
5. ASPL model is recommended to ensure HR practices at grass root level
6. The discussion revealed that two things; public-private partnership and
continuous training can help in implementing best HR practices.
4.8.8. Training Need Assessment (TNA) in dairy sector of Punjab
In response to our question about management views regarding TNA for better HR
practices, the participants came up with following recommendations:
1.
The impact of TNA is largely viewed on career development of the employee,
yet attention has to be paid to materialize the training effects in job
performance
2.
The absence of specialized institute in dairy training is major hurdle in training
and assessment culture.
3.
There is no experience of proper TNA in public sector dairy departments
4.
Initial TNAs should take the holistic view of departments and recommend
trainings to all employees of Punjab.
5.
The TNE must include the assessment variables regarding personality, people
handling, attitude and job commitment
6.
TNA must be inspiring by reinforcing participation and realization about
training
7.
TNA may also include career path analysis as, people are complainants of
absence of this component
8.
TNA must include the assessment of people capabilities for newly taken
decisions in the departments/organization
.
4.8.9. Performance appraisal system in dairy sector of Punjab
The last question of interview was about performance appraisal system in dairy sector
of Punjab. The participants have actively responded to this question and highlighted
the followings:
1. The most commonly raised issue was the involvement of employees of all cadres
in performance appraisal systems. Participants intended to discourage the culture,
where lower staff is excluded from performance appraisal or not given adequate
attention
2. Current ACR system does not assess their performance evaluation. This system is
obsolete and does not clearly mentions about the achievement of employees.
3. During the interviews, participants were observed saying that tasks closely be
associated with results, followed by financial incentives and fringe benefits.
4. The work assignments and achievements should be moderated by effective
monitoring system, which must have the inspiring element as a default
5. Revision of pay structure and increments be linked with the performance
appraisal.
6. The achievements reporting mechanism should have quantification attributes
7. The consultative approach in performance appraisal is very much needed
Chapter 05
Recommendations of Findings for best HRM practices
5.1. Recommendations about Current HR status
One of the core objectives of this study is to bring forward the current situation of HR
practices of dairy sector, prevails in the province of Punjab. This section presents the
summary of highlights, produced in the analysis session of chapter 04, regarding
current HR status.
1. The study found absence of professional HR discipline in public sector
departments, which is competitive edge of private sector dairy processors.
2. Selection board is in place but seems ineffective in attracting human
competence for public sector dairy departments.
3. The high dependency on newspaper vacancy advertisement limits the
opportunities of attracting top level potential.
4. Public sector dairy departments seem ignoring the importance of relationship
with university offices to attract highly potential graduates.
5. The gaps between job specifications and technical skills is not very realized in
public sector dairy departments, while employee of private dairy processors do
realize it in technical and professional skills
6. Private dairy sector rely more on interviews, while public sector dairy
departments use mix approach of interview and test to select a potential
candidate.
5.2. Recommendations about Job description and job specification
Job description provides clear route of job functions and necessary tasks to be
performed under specific job title. Outline of job description keep the employees
focused, provides basis for performance measurement and help management to take
remedial measures in case of low performance. Following is the brief view of findings
in the area of job description.
5.2.1. Job description
1. The study found more HR related disciplinary practices in public sector,
because of established regularity procedures as compared to private dairy
processors
2. Job description is known to every one in public sector and to the large number
of employees in private sector
3. The system of providing job description is quite strong in public sector and
less cared in private dairy sector
4. Public sector has more tendencies of revision but after longer time of average
3 years. Contrarily private sector in dairy business observe less frequency of
revision, but make revisions in shorter period of time; one year averagely.
5. The public sector, although practice more culture of JDs, but need drastic
efforts to make it very effective and relevant.
6. The employee of public sector demands more improvements in JDs as
compared to employee of private sector
7. The impact of JDs is highly perceived on job performance. The stress is given
more by public sector staff
8. Public sector employees acknowledged the difference between written JDs
and actual performed assignments, which indicates misuse of human
resources.
5.2.2. Job specification
Job specifications help the organizations to match job requirements for certain tasks
with man skills and capabilities. The gap between job specifications and employee
skills raises the need of training to ensure the continuous performance. Followings are
the summary findings in the area of job specification.
1. Public sector employees are systematically given their job specifications.
2. Private dairy processors has lag in their job specification practices or pay less
attention to formulization of job specification to large extent. .
3. The job specifications of public sector are regularly revised but most of the
employees from private sector revealed about no revision.
4. Private sector dairy organizations experience shorter time of revising job
specifications as compared to public sector dairy departments.
5. Job specifications seem quite effective with slight difference as private sector
dairy organizations ensure more effectiveness in their job specifications as
compared to public sector departments
6. Public sector employee perceive more impact of JSs on personal performance
as compared to private sector
7. Public sector employee perceive slight mismatch between job specification
and actual duties, while most of the private sector employees think that formal
JS and their actual duties match and there is no big difference.
8. About 85% professionals of both sectors view quite difference between given
skills by institutions and actual skills demanded in practical life of dairy sector
5.3. Recommendations about Training and Development
Training and development is considered as core of all the functions in each
department/organization. Training and development activities not only remove the
existing obstacles, but also smoothen the routine operations. Regular trainings make
capacity building of employee, which help them to look forward and explore new
opportunities for the organizations. Following is the summary of findings, presented
in analysis section of training and development.
1. TNA is conducted less on regular and more on the “off and on” basis, which
shows inconsistency in TNA in public sector dairy department. Private sectors
seem more regular in this regards
2. Public sector dairy departments rarely use professional HR practices like
employee assessment or third party assessment for TNA.
3. Private dairy processors employ third party assessment, employee assessment
and manager assessment as feedback for TNA process
4. The high rate of on-job training in public sector dairy department is reported
followed by in-house training.
5. Private sector is largely limited to in-house training
6. Professional skills, Management skills and Technical skills are priority areas
of training in public sector dairy departments.
7. Duration of training, trainer's competencies and training facilities need high
improvements in public sector departments.
8. In private sector, the contents and competencies of training are voted for some
improvements.
9. Public sector dairy departments, due to focus on “on-job-training” largely
depends on immediate supervisors followed by university training of small
proportion.
10. Private dairy processors use multiple sources of trainings, which make them
effective and efficient.
11. The absence of time schedules and infrequent arrangements of training
workshops is highlighted in both public and private sector.
12. Around 30% participants reported quarterly schedule of workshop, which
again more scored by private sector, which shows that private sector is ahead
of public sector in arranging training events for the employee.
13. Public sector dairy staff is more concerned with trainings due to less other
opportunities of personal development and growth, available in private sector.
5.4. Recommendations about Performance appraisal and management
Performance of the employee is only consistent, if rewarded timely and adequately.
The assessment of performance, management of performance continuity and
designing appraisal systems to appreciate that performance is fundamental to the
progress of any organization. Following is the briefed version of detail findings,
presented in chapter 04 regarding performance and appraisal management.
1. Large proportion of public sector employees and majority of private sector
participants acknowledged the practice of performance appraisal system
2. Immediate supervisor are only responsible for performance appraisal in public
sector dairy departments.
3. Large number of private organizations assign immediate supervisors and also
use some other practices like peer assessment and self-appraisal systems
4. Public sector dairy departments use no option but ACR as method of
performance appraisal and performance management
5. Private dairy processors uses various effective HR practices like slef-appraisal,
performance appraisal and other methods to do performance management.
6. Only Admin department does performance appraisal due to absence of HR
department in public sector dairy departments.
7. Private dairy processor use services of HR professionals through established
departments as a competitive edge
8. Public sector dairy employees are never involved in their performance
appraisals, which is an alarming tradition
9. Private dairy processors consult (about 65%) their employees during
performance appraisals
10. Reasonable level of satisfaction is observed on performance appraisal
11. Review of performance appraisal is experienced annually in dairy sector of
Punjab
12. Large proportion reported reasonable level of effectiveness of performance
appraisal in Public sector, however small proportion also highlighted its
ineffectiveness
13. Public sector dairy employee stressed more on further improvements as
compared to private dairy processors employee
5.5. Recommendations about Compensation planning
Compensation is the form of reward given to employee over their performance against
the tasks. The well-match between tasks and compensation always ensures the high
performance of employee. Therefore compensation planning is backbone of the
organizational success.
The following is the summary participants’ views about
compensation planning in dairy sector of Punjab.
1. The fixed pay system is dominant and there is need to add more performance
based features in pay design
2. Public sector has to change their policies and incorporate regular incentive
scheme.
3. Private sector employees are more satisfied with the current compensation
system as compared to dairy professionals of public sector dairy departments
4. Both public and private sector provides medical benefits/allowances to their
employees, but need much improvements and revision to correspond to
employees’ expectations
5. Employees from both sectors are provided monthly base salary. There is no
other reward system such as commission based, hourly wages and daily wages
approaches in place
6. Impact of compensation planning is perceived week by public sector employee
7. The revision in compensation planning is highly needed and action upon
revision is essential for the mutual interest of dairy stakeholders
8. Public sector respondents showed keen interest and demanded improvements
in all mentioned areas including house rent, pension, provident fund, earned
leaves, traveling allowances, bonuses and medical benefits
9. The dairy professionals in private sector adopted selective approach and
focused on trawling allowances, bonuses, medical benefits, earned leaves and
meals
10. Timely reward is the area of attention to some extent for private sector dairy
organizations
11. Participants of public sector departments asked for increase in amount of
compensation, timely reward and also improvements in procedures of paying
compensation
5.6. Recommendations about HR practices by private farmer
The individual farmers are also given participation in the study to see their common
HR practices. Due to the deep rural base of farmers, no systematic HR practices are
identified. The following is the summary of results, produced from the data of
farmers.
1. The policy makers may pay attention to semi-organized dairy sector in shape
of dairy farms and introduce such JDs and JSs in their farm houses.
2. Most of the employees at farms are not provided with training and
development facilities.
3. There should be such programs by Government of The Punjab to train
employees of dairy farmers.
4. The practice of compensation and benefits scheme is very rare and in few
organizations.
5. The management of dairy sector should take such initiatives to foster and
penetrate these kinds of HR practices.
6. Regulatory authorities should pay attention to encourage the medical facilities
to dairy farms employee as one of the best HR practices.
5.7. Recommendations about best HR practices (FGD)
1. For better HR practices in dairy sector of Punjab, the model of Idare-e-Kisan
and model like LDDB may be considered
2. The comunity development concept was also well appriacited and
reccomneded to be practiced in dairy sector of Punjab.
3. L&DD should use top to bottom approach by covering lower, middle and
upper management in TNA and training programs.
4. Regarding training, the employees should be given basic cum in-depth
business and market related training to compete the local and international
competition
5. Old and conventional promotional system like ACR be readdressed and
appraisal should be conducted on the bases of performance, merit and in every
department.
6. In this age of information, staff must equipped with high level of IT usage,
adequate IT training and deployment of customized software and dairy
7. The dairy sector of Punjab, be given status of high priority industry, backed by
strong and relevant policy framework
8. JD are JS are found very old and obsolete which were created in 1973, got less
relevancy in today’s modern practices and need revision and improvements
9. Policies designed on the basis of Adhockism seem irrelevant and less
effective.
10. Government policy for contractual jobs may be revised to make effectiveness
and relevancy of HR policies.
11. At present there is no proper reward and compensation system in the public
sector dairy department. Private sector has already proper HR system and
infrastructure of HR system.
12. HR performance audit followed by better reward system was also the area of
concern for FGD participants.
13. The HR policy of dairy sector should also ensure the record management of
hospitals for further analysis and effective decision making.
14. Continuous analysis of field-based data about staff feedback, their rendered
services method of interaction with farmers is also an area of high concern for
HR policy makers
5.8. Recommendations about best HRM practices (Interviews)
Organizations need sustainable growth to ensure the success in long run. Human
capital is one of the major resources that is used to gain competitive advantage in
national and international stage. The distinguishing performance without competitive
advantage in human resource is the dream, remains immaterialized.
Superior HR practices always tend to be very difficult for competitors to duplicate.
Therefore, research studies have identified that HRM practices have been recognized
as sustainable competitive advantage. These practices consists of recruitment,
performance/merit based selection, training and development, job security,
communication.
Face to face interviews were conducted in the month of March 2009.Indepth
Interviews were part of qualitative research to get insight about the HRM. These indepth interviews provide a future dimension/direction to set HRM practices in dairy
sector of Punjab.
All of respondents were contacted at their premises. Formal in depth face to face
interviews were conducted to identify main issues related to HRM .These interviews
identified three main problems in the public sector dairy departments.

HRM policy issues in public sector

Lack of employee motivation and communication

Lack of proper training and development
Above outcomes are resulted of poor HR practices, in place for the long time. This
report has explored these issues, focusing specifically/especially the HRM functions
in private and public sector dairy organizations in Punjab.
Research objective of qualitative nature were served through separate in-depth
interviews from higher and middle level management, involved in planning and
implementing the policies of dairy sector of Punjab. Twenty three (23) managers/high
officials are approached successfully among the thirty (30) sampled respondents.
They were assured of their names not to be disclosed and views are presented at
aggregate level. These insightful interviews examined experiences and views of top
management regarding HR issues.
The top level management has expressed the views that HRM is not being effectively
practiced in the dairy departments while second tier management believed that
ineffectiveness of HRM is due to its failure to achieve desired results.
In summary, dairy sector of Punjab need advanced knowledge and human capabilities
to implement the best HR practices in effective manners.
Chapter 06

6.1. Conclusion
Punjab is considered as one of rich province for giving high yield and large variety of
agriculture output. Punjab enjoys the largest area of cultivatable land, with high rate
of yield. Livestock is the allied sector of agriculture, dominated by the dairy related
practices. Dairy sector is the largest contributor in the agriculture output of Punjab.
The public sector like Department of Planning and Evaluation, L&DD performs very
efficient service to the dairy sector and tries to improve the conditions. In recent
years, Department of Planning and Evaluation, L&DD, Punjab has emphasized the
improvement of human resource services in the province and took number of
initiatives. The management perceives human resource as quite crucial in the dairy
development of Punjab. This research is also commissioned because of priority
attention of policy makers and planning authorities for the development of best HR
practices in the dairy sector of Punjab.
This research has been designed after a very detailed pilot-testing and thorough
consultation with the stakeholders. Numbers of methodologies are used in this
research including, focus group discussions, interviews, opinion surveys and field
observations to comprehensively document the intended information. All the
stakeholders, including farmers, professionals of dairy farms, professionals in dairy
processing sector, L&DD officers, managers at planning level and policy makers of
the dairy sector have been actively involved in the entire process of the study. The
eight districts of the Punjab are covered in the research and field work as rated
priority areas by L&DD, Government of the Punjab. Both open-ended and close
ended variables are used on self-constructed research instruments to capture the
existing realities and meet the research objectives.
The studies conducted across the world have found significant attention, given to HR
issues in dairy sector. As reported in the research of Brasier, et al. (2006) that
strategically dealing with rising complexity of dairy issues requires very talented and
trained employees on various positions, with high emphasis on HRP practices.
2
Among the other findings of study include:

Employee behavior and skills impact the dairy sector performance

Implementation of HR practices for better outcome demands high degree of
trainings

Continues capacity building of staff is essential after HRM program

Training must cater the individual needs in the light of organizational goals

Training should include knowledge components as safety regulations,
legislation, product and services features and service requirements

Training should include manual skills like operation of machines, product
packaging, services hygiene and laboratory analysis

Training should include managerial skills such as supervisory role, training,
promotion, people skills and dispute handling

Training should include behavior skills like positive attitude, dealing with
local culture, inspiring milk producers for new technologies and practices

Training should include procedural skills such as document handling, record
keeping, office management
Dairy professionals, equipped with effective training can impact public sector dairy
departments, farmers and milk processors through their best HR practices and
performance. The wills of public sector for best HR services also positively signal to
private sector and enable dairy development department to play pivotal role in the
prosperity and growth of private sector. Dairy managers, having progressive approach
can lead the sector into new horizons. Such dramatic change for dairy managers is
very challenging, particular in Pakistan, because most have little experience and no
education in the management of critical human resources.
2
(Park, et al. 2003; Hadley, et al.2002; Crawford,1987; Bailey, 2001)
o 6.2. Policy guidelines
The dairy sector of Punjab, Pakistan has been underutilized and uncompetitive in the
world market due to less awareness of best human resource practices. HR practices
can improve the situation in public and private dairy sector, if they are backed by
well-drafted policy framework and regulatory support for human resource initiatives.
The study recommends following policy guidelines for better practice of HRM in
dairy sector of Punjab. Public sector authorities should consider the followings:
1. Drafting regulatory framework for conducive HR environment
2. Policy flexibility to involve private partnership in HRM
3. Selection board must be given flexibility to exercise according to real needs
4. Shift from discipline centered to human and task centered approach
5. A system of reviewing and readjustment of JDs and JSs
6. Planning for market feed-back and establishment of new HR requirement
7. developing lioson with universities and other stakholderes
8. new regulations are required for regular TNA
9. various methods for feedback may be encouraged through policy statements
10. performance appraisal also needs innovative methods according to new
working needs
11. Employee
participation
should
be
encouraged
through
policy
recommendations
o 6.3. Managerial implications
The study has direct relevance with real practices performed by management in the
area of HR in dairy sector of Punjab. The findings provide guidelines for manger to
set their operational priorities according the market demand and in the best interest of
department and dairy sector overall. Followings are practices, management may
consider in the HR related practices:
7. Establishment of HR departments
8. Recruitment of HR professionals
9. Public sector dairy departments seem ignoring the importance of relationship
with university offices to attract highly potential graduates.
10. The advanced human judgment approaches in recruitment
11. An action plan to minimize the gap between actual duties and JDs & JSs
12. Relationship with universities for join recruitment
13. improvement in quality of training like trainer competencies, contents and
methods
14. annual time schedule for workshops is essential for employee motivation
15. 3600 feedback may be practiced
16. Dependency on ACR may be reduced to accommodate changes
17. HR audit may be introduced
18. Compensation and reward based performance is mandate

References & Bibliography
Ahmad,S. and Schroeder,R.G.(2003), The impact of human resource management
practices on operational performance: recognizing Frequencyry and industry
differences. Journal of Operations Management. 21 (2003) 19–43
Brasier.K., Hyde.J., Stup.R.E., and Holden.L.A.,(2006).’Farm Level Human Resource
Management: An opportunity for Extension’. Journal of Extension. Vol.44:3 3RIB3.
Dessler, G. (2003). ‘Human Resource Management’. Prentice Hall, Upper Saddle
River,NJ.
Hadley, G.L., Harsh, S.B. and Wolf, C.A. (2002).
“Managerial and Financial
Implications of Major Dairy Farm Expansion in Michigan and Wisconsin.” Journal of
Dairy Science, 85, 2053-64.
Mugera , M.A.,and Bitsch.V.(2005). ‘Managing Labor on Dairy Farms: A ResourceBased Perspective with Evidence from Case Studies. International Food and
Agribusiness Management Review Volume 8, Issue 3.
Nettle,R.A., Petheram.R.J. and
Paine.M.(2000).
‘Dairy Farm Employees
Determining their Future- Cases from Australian Dairy Industry’.No.872. IRSA X
World congress of Rural Sociology, Brazil.
Park,H.G, Mitsuhashi, H., Fey,F.A and Bjo¨rkman,I.,(2003). ‘The effect of human
resource management practices on Japanese MNC subsidiary performance: a partial
mediating model.’ Int. J. of Human Resource Management 14:8 December 2003
1391–1406
Sajid.M.and Munir.S.,(2008). ‘Studying Impacts if HR Practices on Perceived
Employee Performance in Banking Sector of Pakistan’. Proc.CICM-1,Lahore
Pakistan.
Stup.R.E., Hyde.J. and Holden L. A.(2006). Relationships between Selected Human
Resource Management Practices and Dairy Farm Performance. J. Dairy Sci. 89:1116–
1120
Zia, U (2007). ‘Analysis of Milk Marketing Chain in Pakistan.’ Italian Journal of
Animal Sciences. Vol.6,(Suppl.2), 1384-1386,
The Effect of Human Resource Management Practices on
Farm Profitability: An Initial Assessment Jeffrey Hyde, Richard Stup and Lisa Holden
Dairy Foods Education in Member Frequencyries of the International Dairy
Federation, R.J.M. CRAWFORD, Department of Dairy Technology, The West of
Scotland Agricultural College
Auchincruive, Ayr, Scotland, Journal of Dairy Science Vol. 70, No. 8, 1987
Opportunities for Success on Small Dairy Farms, By Ken Bailey
October 6, 2001
 Appendix
Table P1.
Sample across the districts
Districtics
 Bhakkar
 Bhawalpur
 Chakwal
 Choonia
 Kasur
 Toba Taik Singh
 Faisal Abad
 Lahore
Total
Frequency
22
23
18
15
17
20
29
13
157
Table P2.
Formal qualification of respondents
Qualifications
Frequency
33
 Matric
30
 FA/F.Sc
43
 BA/B.Sc
39
 MA/M.Sc/M.Phil
3
 Ph.D
9
 Non-Matric
Total
148
%
14.0
14.6
11.5
9.6
10.8
12.7
18.5
8.3
100.0
%
22.3
20.3
29.1
26.4
2.0
5.0
100.0
Table P3.





Relevant professional experience
(Years)
Frequency
%
25
16.3
1 - 4 Years
61
39.6
5-9 Years
34
22.1
10-15 Years
23
14.9
16-20 Years
14
9.1
more than 20 years
Total
157
100.0
Table P4.
Monthly earnings of dairy professionals
Frequency
Income in Rs.
20
 Up to 9,000
88
 10,000- 29,000
32
 30,000-49,000
6
 50,000-79,000
2
 80,000-99000
Total
148
%
13.5
59.5
21.6
4.1
1.4
100.0
Table P5.
Age





Total
Age group of respondents
Frequency
11
Between 18 and 24 Years
93
25-39 Years
39
40-49 Years
11
50-60 Years
1
More than 60 Years
155
%
7.1
60.0
25.2
7.1
.6
100.0