Dr. Zafar Iqbal Jadoon Dr. Nasira Jabeen

1. HUMAN RESOURCE MANAGEMENT & QUALITY ASSURANCE IN PUBLIC SECTORUNIVERSITIES OF PAKISTAN: THE CASE OF PUNJAB UNIVERSITY Dr.Zafar Iqbal Jadoon Dr. Nasira Jabeen

2. Welcome!  They say… “If you’re planning for one year, grow rice. If you’re planning for 20 years, grow trees. If you’re planning for centuries, grow human resource.” -Ancient Chinese Proverb

3. INTRODUCTION • Quality initiatives of the Higher Education Commission (HEC) of Pakistan • Quality Management • Human resource management systems in public sector universities • The case of Punjab University

4. LOGICAL & ANALYTICAL FRAMEWORK • Positive relationship between human resource (HR) management & quality improvement aspects • Total Quality Management (TQM) • Change in traditional bureaucratic systems • Quality orientation in HR systems • Organizational culture • Organizational development (OD) & cultural change • Change in attitudes & values slow process

5. METHOD OF INQUIRY • Primary and secondary sources • 20 years experience with Punjab University • Human Resources Development Centre (HRDC) • Consultations with colleagues

6. PUNJAB UNIVERSITY SNAPSHOT • Established in 1882 • Massive examinations burden on it initially • Creation of separate Boards and universities relieved pressure over time • Still largest university in Pakistan • Massive internal expansion • Move from annual to semester system

7. O&M STRUCTURE OF PUNJAB UNIV. • Punjab University Act 1973 • Syndicate • Senate • Administrative division - key persons • Teaching / research division - key persons • Management through committee system

8. STRUCTURE & QUALITY ASSURANCE • Punjab University autonomous institution • Role of Higher Education Commission (HEC) • HEC quality initiatives & New Public Management (NPM) movement • Quality management reforms • Structure and culture go together • How does Punjab University measure up? • Quality management - competition & customer centred • Quality oriented HR system critical

9. STRUCTURE & QUALITY ASSURANCE • Egalitarian, democratic structure envisaged • Three layers of hierarchy • Major statutory bodies of the university • Additional committees • Involvement of professors • Important officers • Getting teachers on board is vital • Question of misallocation of resources • Missing skill set? • Important administrative departments absent

10. CULTURE & QUALITY ASSURANCE • Holistic approach to culture change takes time • Only through culture change is quality management possible – role of HR • Culture of Punjab University – power & politics • Non-cooperation due to power culture • Major restructuring of human resource management (HRM) functions required • Analysis of status quo

11. HRM & QUALITY ASSURANCE • HRM consists of: • Human resource strategy • Strategic alignment & internal co-alignment with operations for continuous quality improvement • No tradition of strategic planning in Punjab University • No HR strategy • Job design and job description • Quality management requires job enlargement & enrichment • Loose job descriptions in Punjab University Calendar but lack of leadership • Incentive based management of employees needed

12. HRM & QUALITY ASSURANCE • Human resource planning • Zero-tolerance for waste • Planning based on facts and data • Haggling and political processes in Punjab University • Recruitment and selection • Hiring for learning potential, initiative, problem solving skills & ability to work in groups • Office of Registrar at Punjab University • Improvement in merit based hiring • HEC vs. Punjab University on hiring – one routed advancement in academic career major problem • PhD vs. teaching, research & administration • Punjab University internal hiring fiasco

13. HRM & QUALITY ASSURANCE • Training and development • Training is strategy • Generic, specific and OD trainings • HRDC pioneering initiative for faculty & staff training • HRDC & Quality Assurance Cell nexus • Performance Appraisal • Valuable vehicle for feedback & employee participation • ACRs at Punjab University – control tools • Need for output focused, development oriented, tangible performance appraisal linked to incentives • Clear hard and soft performance indicators required

14. HRM & QUALITY ASSURANCE • Compensation • Skill rather than job based compensation for quality • Group vs. individual incentives • Aim to reduce free riding and unhealthy rivalry • National Basic Pay Scales (NBPS) not quality oriented • Call by HEC for Tenure Track system • Punjab University incentives for Best Teacher & for research • Employee relations • Academic Staff Association (ASA) a Punjab University labor union is an obstacle in quality assurance unless it chooses not to be

15. QUALITY HRM IN PUBLIC UNIVERSITIES • Perform fundamental restructuring at the top • Do away with NBPS – professionalize HR • Improve financial planning & management • Break deadlock with HEC – avert job market forces • Define workload of faculty, deans, heads – use zero-base budgeting • Manage transition to semester system • Recognize administrative duties as workload for faculty • Expand in-service training & development opportunities • Adopt a code of ethics • Agree on measurable performance indicators & link performance with promotions & compensation

16. CONCLUSION • Punjab University ahead of other public universities • Total shift to quality culture required • Governance and management on top of change agenda • Compensation and incentives rewarding performance important • Internal collaboration necessary in face of future competition • Human resource management system at the nucleus of quality assurance systems

17. Creating Competitive Edge Through People • Organizations in Future will Lead only on the Basis of the Quality of Their Human Resources

18. HUMAN RESOURCE MANAGEMENT AND QUALITY ASSURANCE IN PUBLIC SECTORUNIVERSITIES OF PAKISTAN: THE CASE OF PUNJAB UNIVERSITY Dr. Zafar Iqbal Jadoon Dr. Nasira Jabeen