CHAPTER 1

INTRODUCTION

1.1 Muslim Commercial Bank

MCB is a Pakistani bank of commerce. With its registered offices in Karachi and
Lahore, MCB is one of the country's largest banks, with over 1150 branches and
ATMs. It was the first Muslim bank with the name of Australasia Bank founded in
Pakistan prior to independence (1942). It was appointed in 1974 by Australasia Bank
Limited as MCB of Pakistan and Sarhad Bank Ltd., Lahore Commerci Ltd., Lahore
Commerci Ltd.

1.2 History
Muslim Commercial Bank (ABL) is the first Muslim Bank established on territory
that later on became Pakistan. It was established on December 3, 1942 as Australasia
Bank at Lahore with capital of 0.12 million. At that time the chairman was Kh. Bashir
Baksh. ABL’s story was one of the dedication, commitment to professionalism and
adaptation to changing environmental changes.

1.3 MCB: Public Sector Years (1974-91)

Under the Nationalization Act of 1974, 14 scheduled banks were taken over by the
Government. Australasia Bank’s Board of Directors was dissolved and the bank was
renamed as MCB of Pakistan Limited. Sarhad Bank, Lahore Commercial Bank and
Pakistan Bank Limited were merged into Australasia Bank. At time of merge, MCB
was second highest among all the banks Nationalized in 1974.

MCB ’s first Executive Board was constituted of Mr. Iqbal A. Rizvi as President, Mr.
Ajmal Khalil as Joint President and Mr. Khadim Hussain Siddique as member. In
1974 Mr. I.D. Junejo and Mr. Safdar Abbas Zaidi joined the Board later. 116 new
branches were opened in 1974 and it started participation in commodity Operation
program of Government.

In 1970’s Bank played an important part of agricultural area loans and other loans. In
1976 Mr. Ajmal replaced Mr. Rizvi as Chief Executive and President. During 1974-
77, 361 new branches were opened and 230 of these were located in villages and
small towns. It also opened its foreign branch in London, near the Bank of England.

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In 1980 the Bank of England granted MCB recognition as a full fledge Bank under
the U.K. Banking Act.

In 1981, President was changed. In 1984, again new president was come to know. He
tries to increase the international business. It also initiated a major counter program.
In 1985, mainframe computer was installed and effective management system was
developed. During this period profitability was increased. New President Mr.
Maqbool introduced different schemes in 1987-88. In 1989, new 13 branches were
installed.

Over 1991, 745 branches were there in all over the Pakistan.

1.4 Privatization (1991-2004)

In November/ December 1990, the Government announced its commitments to the

rapid privatization of the Banking sector. MCB ’s management under the leadership
of Mr. Khalid Latif decided to react positively to this challenge. As a result of
privatization in September 1991, MCB entered in a new phase of its history, as the
world’s first bank to be owned and managed by its employees.

MCB ’s capital and reserves were Rs.1.525 (Billion) and assets amounted to Rs.
87.536 (Billion) and deposits were Rs. 76.038(Billion). The Bank enjoyed an enviable
position in the financial sector of Pakistan and was recognized as one of the best
amongst the major banks of the country. In August 2004 as a result of capital
reconstruction, the Bank’s ownership was transferred to a consortium comprising
Ibrahim Leasing Limited and Ibrahim Group.

1.5 A new beginning (2005-to-date)

In May 2005 Ibrahim Leasing Limited was amalgamated by transfer to and vested in
with and into Muslim Commercial Bank. ILL shareholders were issued MCB shares
in lieu of the ILL shares held by them.

2 Board of Directors
 Tahir Hassan Qureshi - Chief Executive Officer
 Mohammad Naeem Mukhtar - Chairman / Non-Executive Sponsor Director
 Sheikh Mukhtar Ahmad - Non-Executive Sponsor Director
 Muhammad Waseem Mukhtar - Non-Executive Sponsor Director
 Abdul Aziz Khan - Independent Director

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 Mubashir A. Akhtar - Independent Director
 Pervaiz Iqbal Butt - Independent Director
 Akbar Sharifzada - Government Nominee Director
 Sheikh Jalees Ahmed - Executive Director

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CHAPTER 2
PRODUCTS AND SERVICES

2.1 Products
The bank provides its customer various products & services, to cater there need of
investments, and other social or business requirements. These Product & Services
offered by the bank are as follows:

2.2 Personal Banking

Under Personal Banking, MCB offers: Everyday Accounts, Lifestyle Banking,
Savings & Term Deposits, Credit & Debit Cards, Domestic Remittance,
Bancassurance, and e-Banking Services.

2.3 Business Banking

Under Business Banking, MCB offers: Corporate & Investment Banking, Transaction
& Business Accounts, Home Remittances to Pakistan, Cash Management Solutions,
Trade Services, SME Financing, and Agriculture Financing.

2.4 Islamic Banking

MCB has established its Islamic banking group to offer a diverse range of Deposit
and Investment related accounts ensuring Shariah compliance.

2.5 Other Services

MCB 's other services include: Extended Hours Banking, Online Banking, Safe
Deposit Lockers, Utility Bills Payments, Allied Phone Banking, and Customer
Support. Car finance

2.6 Innovation: e-Banking Channels

MCB maintains its reputation for innovation in education and embracing new
technologies in the banking sector of Pakistan. Their current suite of e-Banking
services comprises:

 Allied Direct-Internet Banking

 Allied SMS Banking
 Automated Teller Machines (ATMs)
 Transactional Alerts Facility

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2.7 Corporate Objective
By continually providing the best customer experience to generations of Filipinos
here, MCB aims to be among the top 3 in the various markets that it chooses to
compete in.

2.8 Mission Statement

We are a leading, dynamic Filipino financial services group with a global presence
committed to delivering a whole range of quality services that will create value and
enrich the lives of our customers, employees, shareholders and the communities we
serve.

2.9 Vision 2010 and Beyond

To be the most admired financial services organization in the country in terms of:

 Financial performance – rank #1 or #2 in its businesses in terms of return on

equity
 Innovativeness – in products, services, distribution and the use of cutting-
edge technology
 Customer perception
 The preferred financial services provider
 The customer-centered organization with a passion for service excellence
 Social responsibility – the employer of choice, a good corporate citizen and
partner in nation-building
 Long-term vision – developing competitive advantage on a sustained basis by
anticipating changes in customer’s preferences and in the manner of doing
business

2.10 Values
Our Shared Values bind everyone in MCB together, providing the basis for trusting
one another and helping enable the Bank to achieve its mission and vision.

2.11 Service Orientation

We are committed to deliver the best possible service to our customers, proactively
responding to their needs and exceeding expectations as manifestation of the value
and respect that the Bank holds for every single one of them.

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2.12 Trustworthiness
We hold sacred the consistent adherence to a strict moral and ethical code
manifested through honesty, professionalism, fairness, prudence and respect for
the law.
2.13 Adaptive to Change
We nurture within each one of us a positive attitude towards change and
innovation, promoting flexibility and celebrating creativity as drivers of our
quest for continuous improvement and operational excellence.
2.14 Team Orientation
We are committed to work together as a family united in pursuit of common
goals and aspirations, valuing meritocracy in promoting the common good.
2.15 Commitment
As stewards, not only of the Bank's business, but of its proud name and enduring
heritage, we manifest genuine concern and affection for the Bank, it's business,
and its core constituents.
2.16 Pride
We take pride in working with the Bank, of being a Pakistani, in whatever tasks
we undertake. This will be reflected in all our actions, in the passion of how we
get things done.
2.17 Chairman’s Message
2015 was a challenging year all over the world with negative sentiments developing
towards emerging markets, a sharp fall in commodity prices, persistently low interest
rates, surplus liquidity, regional conflicts and changing regulatory framework. Global
GDP growth remained muted during 2015 and is expected to face sustained
challenges going forward.

Your Bank shall continue to extend its outreach enhance its customer base and deepen
existing customer relationships, utilize technology to deliver innovative and
convenient banking solutions and capitalize on the growth opportunities in digital
banking. The strategic initiative of Your Bank of improving business acumen of its
existing and prospective customers shall continue by organizing seminars focusing on
enhancing management skillset, corporate governance and succession planning.

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Today, Your Bank stands at the brink of achieving the milestone of Rs.1 trillion
Balance Sheet footing which would not have been possible without the untiring
efforts of the management and commitment of all staff members, working as a team.
Your Bank has made tremendous strides during a challenging year and is on a solid
foundation to achieve stable profitability levels in future.

Lastly, I wish to take this opportunity to thank all stakeholders including Board of
Directors for their vision, State Bank of Pakistan and Securities and Exchange
Commission of Pakistan for their continued support and guidance. As we enter 2016,
it is important that we look back with pride at the Bank’s accomplishments but also
keep looking forward and adapt to the changing landscape of the future to position the
Bank as a dynamic financial service provider.

Mohammad Naeem Mukhtar

Chairman

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 Chapter 3

Human Resource Management (HRM)

3.1 Human Resource Management (HRM)

Human resource management is the function of management. Which is concerned
with maintaining, hiring, motivation of employees.

3.2 Role of Human Resource Management

The role of HRM in an organization.

3.2.1 Selection:
Selection is the 1st function of the HRM which is the process of choosing persons in a
groups OR individuals. The HR manager selects the employees for organization to
achieve their organization’s goals and objectives.

3.2.2 Strategic Planning:

HR managers make strategic planes and policies for the organization to achieve their
organization aim’s, goals and objectives.

3.2.3 Training and Development:

The training and development is the most important function of the HRM. HR
managers train the employee’s and also enhance the performance of the
organization’s employees to achieve the organization goals and objectives.

3.3. Job Analysis

Hiring is the key importance to the overall
productivity of Canadian businesses. A well put
together job description is a good business
investment because it can be used to support
most HR functions: recruitment, selection,
orientation, training, work plans, compensation,
performance reviews and legal defense.

Job descriptions explain the key responsibilities

of the actual position, reporting relationships
and work environment. The first step in writing or rewriting job descriptions is job
analysis. Job analysis is an in-depth study of a job. It provides information for job

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descriptions. In doing the analysis, you or an employee will gather information about
jobs through interviewing employees, observing performance of certain tasks, asking
employees to fill out questionnaires and worksheets, and collecting information about
a job from secondary sources such as the National Occupational Classification (NOC)
system. deleted or modified. Here are few steps for job analysis in Muslim
Commercial Bank:

3.3 Understand the job

Start with a clear comprehension of the job. This is the framework for the recruiting.
Consider in carrying out the analysis:
• All the roles' tasks and obligations
• Their degree and their amount
• The sense in which these should be carried out
• The sum of duty, duty and obligation required to do the job •
• Key operations and smaller ones
3.4 Identify Performance Behaviours
Next, describe instances of actions to measure the quality of the job you will use.
Identify both successful and inefficient behaviour instances. Tell yourself to do this:
• What are the higher success expectations?
• How do you feel that someone is doing a decent, good or bad job?
• What does it look like when an outstanding worker does a high-performance job or a
mediocre employee does a weak job?
3.5 Essential Competencies
Only the most important competences to show high success are defined and
selected based on indications of actions. Differ from high performers to low
performers:• The selection of a position or job shall be made up only of 6 to 10
competences. Recall, less is more.
The only relevant consideration to pick for high output is the most critical /
essential competences required. While all competences can sound beneficial, not
all of them are essential.

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• Get acquainted with talents and ability.
First, arrange the abilities by the vital or necessary value of each one. All of the four
classes may classify the respective competences:
• Essential / Critical
• Significant / Relevant
• Waterless / Learning at work
• Unrelevant.
Consider considerations such as: In deciding how important or important an ability,
expertise, abilities and skills (CKSA) is.
• The complexity or critique of the activities carried out
• Impact on jobs performance
• Effect on other workers' results
• The outcome of the failure of the CKSA
• How much the CKSA is used for this task?
• If CKSA is mandatory when the job begins or can be apprenticed or obtained in the
first six months
When sorting is complete, check and make any required changes. Count the CKSA
amount in the critics / essential and significant / major classes that you have
categorised. Between 6 and 10 competences should be available. If you have more
than that number, you should identify skills in your Significant category and then take
the highest level that offers you a sufficient number of skills. Set back all else. If
you've done with less than the necessary number of skills, assign your skills into the
Task Category, and only select the highest rank to be placed in the Significant /
Significant Category, which would supply you with the necessary number of skills.
Set back everyone else. The skills you have identified compose the CKSA segment of
the work skills.
3.6 Identify Target Performance Level

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Goal standards apply to the conduct styles that high performers have shown. They are
not minimum criteria. The trick is to choose the goal standard most commonly
displayed by high-performing practitioners (general rule – 75%). Although anyone
can display a level occasionally, the goal levels are what they do much of the time. To
support you, remember the high-performing person who is interested in the work most
of the time. Do not pick a goal standard that is improperly high. If you set the bar so
high, no one will recruit you. The emphasis is on explaining fact rather than concepts.
You can also set the minimum appropriate amount expected at the job start after you
have set the target level. Level 1 can be set as low and level 5 as low as possible.
Make sure the minimum level is reasonable as well.
3.7 Experience, Education and Training Needed
Check out the final list of qualifications, expertise, talents and strengths (CKSA), and
describe the different ways to learn them by preparation, preparation and/or teaching
(working, volunteering and/or life). The experience of high-performance workers in
this sort of job can be helpful. Make sure that as many types of knowledge and
expertise as possible are used. Consider the available professional individuals on the
labour market to ensure the credentials in that market are fair. The level that is
acceptable for the first day of work and not unreasonably high or low must also be
established. If skills are set too high, qualified candidates can unintentionally be
eliminated before they have the chance to prove themselves in the screening stage.
Alternatively, if requirements are too poor, most candidates must be treated as time-
consuming and many do not have the requisite skills.
3.8 Special Considerations
Now is the time to define and provide some specific factors. Certain workstations may
require additional requirements such as:
• Study of crime reports
• Drivers, guns and other certificates
• Specialists (e.g.: Professional Engineer)
• Certifications for jobs
• Heavy item lifting physical demands, operating in demanding conditions, etc.
• Declarations of desire (i.e. ability to work in rough or battered environments)
3.9 Review and Finalize

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You finished the work description process at this stage. In this final stage, you should
stand back and look at your work for a second time and guarantee that it's true and
that the common sense is tested. In order to do this, ask yourself:
• Considering what I know about this job / position 's responsibility, are the most
important skills, information capabilities and expertise? Can they help me to assess
the difference between a good and a low performer?
• Do the defined behavioural thresholds really describe what actors are really doing?
• Are CKSA's criteria in terms of experience, knowledge and training: work-related,
inclusive and reasonable?
• Have all the special factors needed been incorporated?
If you replied no to all of these questions, analyse your job and make modifications
such that every question can be replied with a yes. If all the questions have been
answered yes, complete the Qualifications Statement. These will now apply to the
position requirements, which are used in candidate packets and ads, and are used to
determine the most suitable selection techniques for recruiting.
3.10 Using Results
The list of qualifications and competencies developed through job analysis are used to
create:

4 The Statement of Qualifications to be attached to Job Descriptions

5 Advertising content and/or applicant information packages
6 Criteria for short listing applicants
7 As a basis for determining the most effective assessment methods

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7.2 Recruitment
The entire procedure is in order to get recruited for the role. The proposal must first
be submitted by the applicant to the organisation for the position. The business tracks
the order. This happens only after the organisation happens told of a vacancy. Two
terms are now operating and handling. Both of them are distinct. Single new applicant
who demands the position will be referred to as the boss. Now the question is: will he
be named the executive if the next employee who asks for work then? It isn't a term
like that. The workplace is one who applies for work in the job or work in the lower
classification, so if an applicant for the higher role i.e. boss, HOD etc. applies, then he
or she will be recognised as the executive. It remains a boss until he has one year's
experience. The jobs of the employer and the boss for the position is now new.
7.3 Criteria for labor
• For recruiting a worker there is no simple and fast law.
• You should get next to the newspaper for jobs.
• You can contact them only from the work updates, as the position is revealed, on the
company notice board.
• Job vacancy will be published in both local and national journals.
• There is no obligation to audition for the position, but the employer wants the
experience to have at least 1 year's work experience if you are able to apply for
the job.
7.4 Criteria for executive
• Managers or individuals who have the skills to contribute to the middle or top
management level are the executives.
• These are people who are concerned with credentials or research, clearly
information is the main thing, if a person is to apply for the highest education
post.
• If an executive is required for a certain role, then the department's HOD says or
advertises the position that I need the person for that specific job. For eg, the
sales office's HOD would alert the sales individual of their vacancy.
• If anyone else needs to disclose the vacancy to another agency, the department's
HOD will submit the jobs criteria and then the position will be declared in the
media, board of notices etc.

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• It also employs the executive college in which the business tours those schools and
universities and therefore starts an interview with certain candidates who are
eligible to apply for the job. • This idea is in reality being applied in several
other towns in the Faisalabad and will soon start too. It will also be from the
UCP FSD campus, the business where this college recruit begins.
7.5 Channels of Recruitment
There are basically two channels for the recruitment those are discussed below.

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7.5.1 External Recruitment
The business runs an ad in the newspaper in external employment which may be a
state newspaper and the national newspaper. The company also advertises the
company on blogs like rozee.pk, etc. If an individual is prepared to apply, he sent his
resume to the company. Then it begins filtering a CV in which only certain applicants
are chosen by the company who are similar enough to the company's specifications.
Now an applicant whose resumes will be accepted will be named by the organisation.
This call is meant only to administer a casual interview and to tell you time and the
day of your interview.
7.5.2 Internal Recruitment
Any employees from the company need a benchmark in internal recruiting. In general,
the competition is equivalent and will be selected by the candidates the organisation
wishes to encourage. Relation to those to be promoted is literally a promise by
seniors. Ensure that the young people vote for those who feel that they are the right
representative for this post. This ends the internal evaluation process.
7.5.3 Rehiring

1 The business would often rebook. And if an employee who works for too many
years leaves the company wants to re-employ him and the company has believed
in him. Investing in a manner that gives the business a job, an education ,
knowledge and a lot more. This is that once the employee leaves the business, he
will earn more compensation and higher salaries. In the short term it's pricey for
the employee to apply, but it's lucrative for the employer to offer the employer
more, as it is before.
7.5.4 Salary

At the point of hiring new workers, the organisation has no means of deciding
employee salaries. The organisation doesn't have to determine the ratio of recruiting
workers, such as qualifications, expertise, appearance, qualifications and orientation
as well as experience or training. The only option for the employer to establish the
pay right when it is employed if both the employer and the employee establish a
compensation standard. All that is achieved after too many fights where the company
is willing to share and an individual willing to embrace a particular role or preference.

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7.6 Selection
Selection is almost the final stage of the employee to be selected in the company. For
this purpose, the candidate has to give the interview for the selection. Interview
sessions those are conducted by the company are of two types. These are described
below.

Informal interview
It is not an interview in general, it is just an initial casual contact between the
organisation and the claimant. During this session, the company names all applicants
chosen after the company has obtained their CV. The interview candidate shall be
informed of the time and date in this call. There are also several other questions the
nominee is posing. It's the casual conference.

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Formal interview

The full interview the applicant needs to be offered for the business is the formal
interview. There are two interviews in which the claimant would appear twice.

7.7 Employee Orientation

 Employee induction is part of a prospective employee's long-term investment. This is
an initial phase which provides easy access and clarity to basic information,
programmes and resources and encourages new employees to be involved in their
organisation.
 Introduce new employees to their new environment
 Make new employees feel welcome and comfortable
 Retain a pool of new, capable employees

Benefits:
 Establish clear standards that help reduce disputes and limit liability
 Promote consistent management
 Inform new employees of the company’s policies
 Demonstrate a commitment to equal treatment of personnel
 Provide protection from claims of discrimination and sexual harassment

In some organizations, an employee handbook is available to all employees. The content of

the handbook covers the key topics covered in an orientation session for new employees.

What should employee orientation programs include?

An orientation program helps the employee understand their assigned duties,
terms and conditions of employment as well as the organizational culture. It
provides the following information:
Welcome employee to company
Orientation to business:

 History
 Mission Statement
 Goals and Objectives
 Organizational structure, e.g. Own job description and relationship of position to
other positions
 Future Plans

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Company policies and procedures, for example:

 Dress Code
 Reporting Procedures
 Smoking Restrictions
 Expense Claims

Legislation

Safety procedures

Emergency procedures

 Operating telephone system,

 Who to call for repairs

2 Defining Training & Development:

Training & Development have been defined in several ways by different authors. The main
idea that each one of them highlighted in their studies is the workforce capability
enhancement. Nadler & Nadler (1991, as cited in Kumpikaite & Sakalas, 2011) identified
Training and Development as “the components of the human resource development (HRD)
model”.

Training Process
Different authors have put forward the systematic process for training and development of
employees. The number of steps varies but the basic approach remains the same i.e. to
manage training in a better way to have the best results out of the investments made.
Training is a continuous process. Whatever the scheme may be presented by various
scholars and trainers the following steps are inevitable for
any well designed and precisely implemented Training and
Development plan:

3 Training and Development

Training is a lesson by the company to employees to fulfill
the current need of any project while development is the
lesson that is given by the company to its employees for
the future need of any project. The company trained its employees every time they need.
Training is of two types including on the job and off the job training. The company gives both
of the training to its employees.

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On the Job Trainings
On the job training is the training that is given by the company to its employees within the
organization. On the job training is the training that is given by the company to its
employees within the company. Therefore, the company first identifies the problem then
company thinks that there is a need to train the employees. Therefore, the company
conducts a training session and provides all the information to the employees who will need
to appear in the training session. The person who has to give the training to the employees
is from the company every person who trained the employees will must have the experience
of at least 5 years.

A complete booklet or file is given to the employees in whom the complete detail of training
session, time table, duration etc is mentioned clearly. Employee gets this file but beside this
a short meeting of 1 to 2 hours is conducted and tells everything about the training session
to the employees orally too. This is because it minimizes and clears every ambiguity in the
mind of employee (if any) regarding the training session.

Well this is the criteria of giving training to those who the company thinks to be trained. This
training is given to the employees on identifying the problem. But beside this there is also
another training that is given to the employees those are newly hired after completing their
graduation or study time period. This training session is for 3 months in which the
experienced employees of the company give them training. These trainers are from every
department i.e. if an employee is hired in the marketing department then the trainer will be
from the marketing department who will train them. This is criteria of on the job training.

Off the Job Trainings

When the company hired the new employees then the company needs to train them. For
this purpose, sometimes the company trains its employees by using both the techniques of
on the job and off the job training. Whether company is using the technique of on the job or
off the job training the training period in both of the cases is of three months. In off the job
training the company sends its employees to Lahore and Islamabad or sometimes canal road
headquarter of the company. This is because all of these headquarter has all the facilities
those are needed to t rained the employee. The main focus of the company is to train the
technical. This is because these are the persons who are involving in making of the product.
They are present in the manufacturing of the liquid, then packaging etc. that is why the main
focus of the company is highlight these employees because if there will be any issue in
making of product then automatically the reputation of the company will disturb. That is

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why the employees who are technical need to be trained more and more that there should
not be any fault in the making of product. After giving them training to employees the
company again evaluates the performance and also the performance that was identified
before is removed or not?

There is a concept in which the company believes strongly. That concept is access training.
This is the stage where the employee had the ability to do anything at any time. In other
word the company is basically focusing on the career management and career development.
That is why if an employee got the training of one thing then he will be train again for some
other thing but these employees are only few or selected persons. Eg. ASAD who was the
HOD of marketing department has the ability to anything at any time. That is Happilac is the
market leader, not a market follower. It is the market leader because the company has a big
infrastructure, a big list of loyal employees, best manufacturing unit as compared to the
other paint making industries. There is a reason behind it that company always searches for
the innovators and the company has these types of employees who have the ability to bring
out the positive change.

4 Compensation Management
Rewards
Rewards are of two types monetary and non-monetary. Monetary reward is to give the basic
salary to the employees while non-monetary reward is to give some incentives, appreciation
etc. here is again an example of Asad Sahab. That one person in the company who
performed extra and got the benefits and rewards. He got a car as a reward on achieving the
target in july 2016. In this way many other employees are there in the company who got
many rewards. Rewards are also in the form of promotion but as discussed before that
promotion is always depend on the performance.

Punishment
A punishment criterion is same to every person belongs to the company. Whether he is a
security guard or he is CEO. Every person who breaks the rules will be punished. At the time
of orientation, the rules and regulations were told in detailed form and the punishments also
described to them. Some of the rules are defined below.

 Always park vehicle in the parking or otherwise the one who break the rule will be
punished.
 Don’t smoke in the office hours.
 Mobile usage during working hours is prohibited.

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  Dressing must be according to the dress code defined by the company.
 For the wrong parking and cell usage during working hours the fines are defined
below:
Labor = Rs. 30
Manager = Rs. 350
Senior officer = Rs. 550
CEO = Rs. 6500 etc.

Similarly, many others punishments are also mentioned in the company’s policy on breaking
the rules.

There is also rule that anyone can complain for anyone but only when someone don’t
perform a duty that is giver to him. For example, that if it is a duty of HR manager that check
out the discipline (checking the cleanliness of offices) and if senior officer go to his office and
see there is a dust on his table then he is free to complain about the HR manager that he
doesn’t check this thing that whether the officer is clean or not.

5 Employee Engagement & Retention

Employee engagement illustrates the commitment and energy that employees bring to work
and is a key indicator of their involvement and dedication to the organization. Employees
who are engaged are more productive, content and more likely to be loyal to an
organization. When organizations put sound HR practices in place, they are more likely to
discover that employees feel satisfied, safe and will work to their full potential...and that
means they are more likely to stay put.

Performance Management
 Performance management is an ongoing process where the manager/supervisor and
employee work together to plan, monitor and review an employee's work objectives or
goals and overall contribution to the organization
 Motivates employees to do their best
 Establishes clear communication between the manager and the employee about what
s/he is expected to accomplish
 Provides on-going, constructive feedback on performance
 Establishes plans for improving performance, as necessary
 Identifies the skills and abilities of each employee so that work assignments build on and
reflect an employee's strengths
 Identifies individual employees for more challenging work

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 Assists and supports staff in achieving their work and career goals by identifying training
needs and development opportunities
 Contributes to the succession management plan so that employee skills are developed
and employers develop the skills they need to fill a potential HR gap in the future

6 Pay for Performance

Maslow Hierarchy of Need
The company believes on the Maslow’s hierarchy of
need. In this theory, there are five needs of the human
being. If he have all of these then he can do the work
better, effectively and efficiently. These needs are
defined below:

 Biological and Physiological needs - air, food, drink, shelter, warmth, sleep.
 Safety needs - protection from elements, security, order, law, stability,
freedom from fear.
 Love and belongingness needs - friendship, intimacy, trust and acceptance,
receiving and giving affection and love. Affiliating, being part of a group
(family, friends, work).
 Esteem needs - achievement, mastery, independence, status, dominance,
prestige, self-respect, respect from others.
 Self-Actualization needs - realizing personal potential, self-fulfillment,
seeking personal growth and peak experiences.
 The company focus on this theory and strongly work upon it the by proving and
fulfilling all these needs of employees and then the result from the employee is
always positive.

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 CHAPTER 4

SWOT ANALYSIS

4.1 Strengths
1. One of the chief idea of MCB that I perceive is the speedier cash related
affiliations and ceaselessly clear in banking industry particularly in errands and
Foreign Exchange. Practical affiliations and sensible affiliations charges are drawing
in the broad framework to do their business with ABL.

2. MCB has completely modernized control on its budgetary structure because of

this office the MCB is in the smart audit of totally mechanized bank.

3. Internal control and checking of the MCB Bank is possible Quality Control
Expert visits on various events every week at bank working conditions which asks the
agents to improve their work.

4. Due to astute cash related affiliations, clear budgetary affiliations and

completely computerized PC structure accomplished joining of experienced
individuals, moved the board, advance setup and work environments gave MCB an
edge over its foes.

5. Most private banks have still not online a large portion of their branches in
Pakistan but rather the MCB has the greater part of its branches on the web. They
have wide zone structure in wherever all through the Pakistan, with the target that
they spread a gigantic measure of part of money exchanges and make client fulfilled

6. The Bank has especially true basics and standards about the client's dissents.
The clients are treated as interesting people as for the Bank.

7. MCB has the Strongest Bank in Pakistan Award 2010.

8. MCB other than got the Leadership Achievement Award 2010.

9. MCB has been yielded as Euro cash Award 2008 for the "Best Bank in Asia.

10. Best Bank In Pakistan Award: MCB has been yielded the best bank in
Pakistan since 2000, 2001, 2003, 2004, and 2006

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4.2 Weakness
1. MCB offers assembled sorts of things to the clients thusly inescapable bit of
individuals are not especially mindful about the conceivable aftereffects of ABL. For
models if an individual needs to open a record with MCB state it is accessible yet he
doesn't have the foggiest idea what sort of Current Account he should open does not
know this the certified soft spot for the ABL.

2. No trickiness working environments are open in the bank when client visits
Bank and keep it together for at longer time. These working environments can be the
Newspaper. Magazines, and so on.

3. Out look of the MCB branches isn't enamoring to the broad framework.

4. In this time of discussion a wide piece of the banks publicizing their moving
things and affiliations yet no business I have seen on any channel with respect to their
things and affiliations.

5. Equality ought to be watched all through budgetary structure. There should no

restraint among the clients. As I saw at the branch where I worked outstandingly off
clients were given the other than energizing affiliations while the clients who have
low undertaking with the bank kept it together for long for their turn.

6. At private interfacing banks there is routinely exchange of experts after a

standard time of one and a half years or two years while at MCB branch where I did
my direction level position most by a wide margin of the administrators are working
over three years. Occupation Rotation help the experts to find two or three courses of
action concerning diverse zones of the business which I perceive is absent at ABL.

4.3 Opportunities
1. MCB has the Strongest Bank in Pakistan Award 2010. MCB in like way got
the Leadership Achievement Award 2010. MCB has been yielded as Euro cash
Award 2008 for the "Best Bank in Asia.

2. Best Bank in Pakistan Award: MCB has been yielded the best bank in
Pakistan since 2000, 2001, 2003, 2004, and 2006.

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3. These refinements sway an edge in the cerebrum of individuals to contribute
and get from this bank.

4. Before privatization individuals were not content with the relationship of the
bank. After the privatization individuals have moving choices to contribute and get
from. The MCB in light of its more than 10 years execution it gets the chances to pull
in the clients

4.4 Threats
1. The reduced getting effect of purchaser in the present cash related state of the
nation impacting the business improvement speed superfluously and the outcome is
the low hypothesis from the inspectors in new premiums can make issue for the hank
since it is working a ton in this way.

2. The Competition has wound up being shocking by the general population from
such unending. So to exist one should substantiate himself in its relationship through
staggering alliance and should fulfill its money related experts. Else it will he out the
market

3. New Privates Bank acclimated with developing new Technology of IT. This
straightforwardness of fragment in the market is the risk to the MCB bank.

Change in government approaches has impacted the money related business. Still
banks need to get a handle on get consent from the State Bank of Pakistan. The setting
up of outside money accounts is a focal occasion of letting individuals not to trust on
banks

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 CHAPTER 5

CONCLUSION AND RECOMMENDATIONS:

5.1 Conclusion
MCB is most obvious business bank working in Pakistan and wide branch compose
working in Pakistan and abroad. Amidst my concise work I see that MCB is trying to
give better client alliance structure its enemies to pull in and hold the clients.

Staff of MCB is especially qualified and self activated, without one expert, other
administrator can deal with his work, since workers of MCB are train in more than
one business. MCB is giving 24-hour working conditions to its clients by ATM. staff
of MCB are uncommonly satisfying and dependable. Structure the degree
examination I translate that general execution of MCB is strikingly unrivaled.

1. MCB is utilizing its focal concentrates feasibly and MCB have broadening
return on resources

2. Market thought of MCB is low in 2011

3. Non premium pay of bank is 0.11 time of full scale pay

4. MCB can offer reliably advance and extra advances to its clients

5. MCB working exercises increment in 2011

6. Ratio introduction that unrivaled cost of the bank is making

7. Over all execution of MCB is well.

5.2 Recommendation for development

1. MCB should give Visa office to its clients

2. Internee ought to be give completely thought and give them some fit work is
supervision of division officer.

3. MCB should give some additional central fixations to its directors to ask them

4. MCB ought to improve its offer cost in market to improve its cost/getting
degree

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5. To improve net spread degree MCB should need to improve its net intrigue
edge.

6. MCB is in position to offer advances, MCB should offer credits/advance to its

client to win more

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