Ice Manufacturing Plant
Project Report :
New branch of pizza hut
Submitted To:Mr. ADEEL AKHTAR
Submitted By:
MUHAMMAD JAVED 59
M.COM 4th session (2010-2012)
THE ISLAMIA UNIVERSITY BAHAWALPUR
MY PARENTSANDTEACHERS
And also to ALL MY
WELL WISHERS.
Almighty ALLAH is the entire source of knowledge and wisdom
endowed to mankind and His dearest Nabi, MUHAMMAD (PBUH) is a light
of guidance and knowledge for humanity as a whole.
Everyone has a long list of individuals to whom he is indebted.
We are no exception. We are firstly, with humble gratitude bow our
heads before Almighty ALLAH for giving us strength, courage,
patience and inspiration, and enable us to complete this project.
To work for this project, was a difficult task, because it is about
NEW PIZZA HUT BRANCHWe acknowledge with thanks and admiration, our
dependence on all of our respondents on their nice co-operation and
giving us their loyal time. We feel Great pleasure and honors to
express our gratitude from the citadel of hearts to our respected
and dignified instructor SIR.ADEEL AKHTARWithout whose guidance it
would have been difficult for us to achieve Our objectives He
provide us, his in-depth approach of the subject
Project Management
And taught us a lot of tell analysis techniques which we have
applied during data analysis. His sympathetic behavior has an ever
lasting impression on the page of our memory.
THANKS:
Description
Executive summary
History of ice makers
PEST ANALYSIS
Comparative STRATEGY
Personnel Analysis
SWOT Analysis
Conclusion & Recommendations
The Project:Most of areas of Pakistan have long duration of
summer due to which demand for ice is high for more than six months
of the year. As in India demand for ice is more due to GOLAWALA
during summer. Other growing markets for ice plant are industries
linked to FOOD PRODUCTS i.e. fish, dairy, packaged food,
restaurants etc. With this growing demand a large number of ice
plants are operating in the country.. My proposed project is useful
and beneficial for Bahawalpur city. Food products industries like
fish, dairy, packaged food, restaurants are linked to this
industry. Mainly it produces for the Cold Storage purpose. So we
generate the idea to set up an ice plant according to the
requirements of the people of this city as this city has a great
demand. Depending on the facts this area of opportunity has not
been exploited properly. We primarily focused on developing an idea
to set up a ice manufacturing plant for business purpose or to be
known as
ICE 2 ICE, ICE PLANT.
This project is related to setting up an ice plant of 50-tons
capacity per day to cater to the needs of the associations such as
fish sellers, hotels, restaurants, dairy, etc. The proposed project
will manufacture ice blocks varying from 130 kg to 150 kg in
weight.
The History of Ice MakersOnly within the past 200 years or so
have people been able to make ice in their homes. If you had lived
in a warm climate before then, you might never see ice in your
lifetime. Until the advent of refrigeration and freezing
technology, ice was cut from lakes and rivers during the winter and
stored in insulated places for use during warmer months. Ice also
was imported from cold to warm climates. The quality and quantity
of the ice, however, was unpredictable at best.
Ice Maker Inventors In 1850, Dr. John Gorrie, a physician,
scientist, inventor and humanitarian, demonstrated an ice maker and
was granted a patent for the design in 1851, though he never
brought it into commercial production. Gorrie is considered the
father of refrigeration, inventing, among other things, an
air-cooling system for a Florida hospital. He was not the only one
working in the field, however. Alexander Twining received a patent
in 1853 for an ice maker, and James Harrison of Australia received
a patent in 1855 for an ice maker as well. In 1866, Thaddeus Lowe
invented the first commercially produced ice machine, with the
first commercially produced ice being sold in Dallas that same
year.Home Refrigeration Refrigeration was invented in the mid-1800s
then continuously developed by different people in different
countries. Home refrigerators began to replace the old-fashioned
ice box, but the early models did not have freezer compartments.By
the 1920s refrigerators in the home became widespread in the West.
Freezer compartments and ice cube trays were gradually added to new
refrigerator models so that people could make ice cubes at
home.First Ice Maker in a Refrigerator In 1953 the Servel company
first introduced a refrigerator with a built-in ice maker. The
technology gradually evolved from people having to fill the water
manually to water hook-ups that allowed the house's tap water line
to be connected to the ice maker. By the 1960s, refrigerators with
built-in ice makers were widespread.First Ice Maker in the Door of
a Refrigerator In 1965, Frigidaire introduced the first
refrigerator with the ice maker in the door, along with a water
dispenser, so that ice and water could be dispensed without having
to open the appliance. By 1985, ice cube maker storage had improved
so that up to 12 pounds of ice could be kept on hand.
Ice plant requirementsSpaceModern icemakers are compact in
comparison with block ice equipment, but it is not always possible
to compare directly the space occupied by different types; for
example they may not be available in the same unit sizes. However
some guidance on the space requirements for icemakers with a
nominal capacity of 50 tons a day Space required for an icemaker
producing 50tons/day
Type of iceFloor area m2Height m
Block190 (5000 sqftapprox)5.0
PowerAverage power and peak power requirements may be different,
and both have to be considered at the planning stage. The average
power relates to the energy consumed in making a ton of ice, and
this is important in calculating operating cost. Peak power is
important to the designer since it will determine what electrical
supply is required, and may also affect operating cost if a peak
demand factor is applicable.The energy required to make a tons of
ice is not constant. It varies widely depending on a number of
factors, the most important of which areType of ice unitsOperating
temperatureMake-up water temperatureCooling water temperatureAir
temperatureSize of plantUtilization of plantMethod of
refrigerationEnergy consumption figures quoted by manufacturers for
unspecified operating conditions should be used only as a general
guide.
Other Equipment
Other Equipment DetailsQuantity
Generator 100 KVA (Engine Bus)1
Transformer 100 KVA1
Water Bore Diameter 3 41
Total Equipment Cost
Furniture & Fixture
DescriptionQtyCost/Unit Total Cost
Tables35,00015,000
Chairs121,50018,000
Fans41,8007,200
Lights123504,200
Computer120,00020,000
Telephone12,5002,500
Total Furniture & Fixtures66,900
Office Vehicle
DescriptionQtyCost/UnitTotal Cost
Suzuki Pick-up1500,000500,000
Motorcycle (Honda 70)158,00058,000
Bicycle (Chinese)14,0004,000
Total Vehicle Cost562,000
Input Requirement:
The basic raw material required for producing ice blocks is
water, common salt. These raw materials are readily available in
the local market. Replenishments needed during maintenance are
ammonia gas and compressor oil.
Raw Material
Description2,0102,0112,0122,013
Ammonia consumption @ Rs.21,84024,96028,08031,200
Nacl consumption @ Rs.5,9506,8007,6508,500
Compressor oil for Rs.19,60022,40025,20028,000
TOTAL47,39054,16060,93067,700
Factory overhead:
a) FIXED COSTS
-Power KW 6001072,000
- Machinery @ 2.34%installed cost70,241
- Building @1%construction cost16,720
- Vehicles @5%of cost28,100
Total Fixed cost219,618
Water and Gas:
Equipment detailunit
Water Bore Diameter 3 41
GAS6
Electricity:2012201320142015 Electricity
Expense72,00079,20087,12095,832
Technology involved:
Technology/Process Options
The machinery used for the ice plant is local. It includes
compressor, condenser, water tanksuitable for 350-700 ice cans,
brine agitator, accumulator for parallel supply of ammonia,
craneand trolley, oil separator, ice cans of size 11 x 22 x 48,
electric motor
Merits & demerits of a particular technology
The local machinery is readily available in the market at a very
reasonable price. One of the benefits of using locally manufactured
machinery is availability of spare parts and its easier to find
operators to operate these machines.
Machine Maintenance
The maintenance process starts after mid of July. Normally, it
takes one month for the overhauling of plant, during which the
plant is closed for one month.
Energy required to manufacture ice kWh/ton of ice made
Type of iceTemperate area
Block40-50
The values in Table are for icemaker machinery only.WaterIn
addition to water for making ice, water may be required for
cooling, as in a refrigeration plant condenser, or for heating, as
in a warm water defrosting system.The amount of water required for
making ice is roughly equal to the amount of ice being produced
plus some allowance for wastage and for prevention of buildup of
solids in the water circulating system.Fresh water for making ice
for use with fish must satisfy the requirements for drinking water.
In addition, the chemical composition of water for making ice must
meet the equipment manufacturers' requirements; hard water
containing excessive amounts of solids may foul the icemaker and
may also yield a soft wet ice. On the other hand pure water may
cause problems, particularly in flake ice plants, because the ice
sticks hard to the drum; the remedy is to fit a dosing device that
puts 200-500 g salt into each tons of water to improve release of
the ice without making the ice detectably salty when used on
fish.It is inadvisable to use shell and tube condensers in a
refrigeration system where cooling water is run to waste, unless a
plentiful supply of cheap water is available, independent of the
domestic drinking water supply; otherwise water costs may be
prohibitive, since 15 tons of cooling water at 10C or 60 tons at
25C are required for each tons of ice produced. Other factors can
affect cooling water consumption, and manufacturers' precise
figures should be used at the detailed planning stage.Air cooled
condensers can be used on small plants, but for most commercial
installations evaporative condensers, or shell and tube condensers
with a cooling tower, are more likely to be supplied. Evaporative
condensers and cooling tower cooling systems normally use less than
1/2 tons of water for each tons of ice, plus some small additional
allowance if an overspill is necessary to prevent buildup of solids
in the recirculated water.
Block iceTapered rectangular metal cans filled with water are
immersed in a tank containing refrigerated sodium chloride brine.
The dimensions of the can and the temperature of the brine are
usually selected to give a 24 hour production time, and batches of
cans are emptied and refilled in sequence during that period. Ice
block weight can range from 12 to 150 kg depending on requirements;
150 kg is regarded as the largest size of block one man can
conveniently handle. A block ice plant requires continuous
attention and is labour intensive. The icemaker and the store
require a good deal of floor space and impose heavy loads on the
building structure. For these reasons block ice plants are going
out of use, and more modern automatic plants are replacing
them.
Location:We would set up our ice plant 10-15 minutes walking
distance fromBahawalpur. As ice is not easily available in this
area and people of this area bears a lot of transportation expenses
to get ice, so we are selecting this area to set up our ice
plant.
Products Range and Plant Capacity:
We will be producing block ice only. The proposed project has a
capacity of producing 50 ice blocks on the basis of 2 shifts of 12
hours. The maximum capacity of plant is 5000 tons per annum.
Estimated capacity during:
Market Entry Timing:
The ice plant should be started up when the season begins in mid
Sep and closed when it end up in mid June. The peak season is of
four months i.e. from March to mid June. The rest of the period is
moderate season. The best time to enter into this business is in
the month of March.
Raw Material Requirement:
The basic raw material required for producing ice blocks is
water, common salt. These raw materials are readily available in
the local market. Replenishments needed during maintenance are
ammonia gas and compressor oil.
Machinery Requirements:
The main equipment required for running the ice plant is
compressor, capacitor, condenser, and electric motors, power
etc.Name of civil contractors:
XXXXXXXXXXXXXXXX
Machinery Suppliers:
XXXXXXXXXXXXXX
Project Engineering:The machinery of the proposed project will
be purchased from any experienced engineer or a specialized ice
making machine manufacturer.
Implementation Stage:Total time period for the starting of
project is estimated to be 2 month year from the date of approval
of finance.
Cost of the Project:The total cost of the project is estimated
to be Rs.3 millionThe fixed cost of the project is Rs. 4.50
millionwhich arefinanced locally. The amount of initial permanent
net working capital required is Rs. 5 lakh.
Means of Finance:
Forty Percent (40%) of the estimated cost of the proposed
project will be obtained through loan and the remaining 60%will be
contributed by the Owner.
Financial Plan:
The total cost of the project is estimated to be
Rs(3000000).Forty percent Rs (2.40 million)of the estimated cost of
the proposedproject will be obtained through loan from Habib Bank
Ltd and the remaining 60% Rs (2.60 million) will be contributed by
the owner.
Implementation Schedule: S.NOACTI V I T IESMONTH YEAR
1Order for Local Machinerymay2012
2Arrival of Local Machinery at siteJune2012
3Construction of Building and Civil Works:StartJune2012
CompleteJULY2012
4Erection &Installation of MachineryStartMAY2012
CompleteMAY2012
5Order for Raw MaterialsAPRIL2012
6Start of Commercial ProductionJULY2012
Market AnalysisTarget Customers:
The target customers for ice plant can be divided into two
categories:
Domestic users, such as ice cream sellers. Second category is
institutional buyers, who buy in bulk, hotels, restaurants, fish
sellers, dairy plants etc.
Description of Market:
Institutional buyers buy the bulk of the block ice production,
in institutions related to food industry. Business sectors, which
utilize ice in the country, include the following:For the
protection of fish, Meat and also for Dairy Plants.Other potential
institutional buyers of ice are bakeries, confectioners, hotels
which buy ice blocks in bulk
Present Demand:
In market our productions demand is more than200 ice blocks per
day. Which is already served by our competitors, but we are having
location advantage and we can take over the market.
Demand Supply Gap:
Our production of ice blocks is 50 ice blocks per day and there
is demand of 200 ice blocks per day. So there is demand supply gap
of 150 blocks.
Ex-factory price:Our whole sale price is Rs. 280 per ice
blockRetail price: Our retail price is Rs. 320per ice block.
Distribution Channel:Ice blocks are supplied to supplier through
trucks, bullock cart etc.
Technical Analysis:Block ice is the most popular type of ice
sold for a variety of reasons. It melts more slowly than other
types of ice and thus lasts longer. It can be placed in open truck
with only a tarpaulin to protect it from the elements and shipped
to a location of four hours away. Its rectangular shape makes it
easy to stack of up to 15 meters and store large amounts. Block ice
has merits of easy to transport and separate as well. Other types
of ice have the tendency to freeze into a solid mass, making it
difficult to work with.
Manufacturing Process:
Production Process Flow
Cleaning of SheetSteel Ice Containers
Placing of Containersin Water Tankcontaining Nacl
Filling of Sheet SteelIce Containers withwater while
verticallyfloating in Nacl Tank
Temp Reduced to 17C to 20C
Movement of Ice Blocks by hooks
Delivery of Ice Blocks
Extracting of Ice Blocksfrom Sheet SteelContainers
Movement of Ice Blocks by hooks
Delivery of Ice BlocksFlow Chart
Ice cans are placed in can grids and moved to beneath the
filling tank which automatically fills each can with proper level
of pre-cooled water and then stop. Filtered water must be used to
make ice intended for human consumption. The cans are then hoisted
and carried to the brine tank and immersed inside. The brine, which
is a calcium chloride solution kept at a temperature of -10degree,
is constantly circulated by agitator in order to keep the
temperature consistent throughout the tank. Air is blown into the
center of the can to induce a swirling motion. This causes any
impurities and air bubbles in the water to be collected in the
center of cans. Prior to finish freezing, this core is removed by a
suction pump and replaced with fresh pre-cooled water. The time
required for the water to be frozen varies according to the size of
cans being used, 150lbs. block requires 24 hours, 300 lbs. Takes 48
hours. When the ice has completely formed, the grids are lifted up
from the brine tank and moved to place in the thawing tank. Using
the warm water,which heats the can until the ice allowed to be slid
out. The block ice is then removed from the can by a can dumper.
The empty cans are returned to filling tank for next ice making
cycle. The ice is moved to ice storage and stacked by an ice
stacker, or it can be delivered to customer right away upon
requested.
List of Machinery:
Description
Ammonia Compressor (8x8) , Driven Wheel
Ammonia Condensor Atmosphere type with 2" pipe
Electric Motor 100 H.P.1450 RPM
Brine Tank for 720 Ice cans, 4mm local made
Cooling Coil V-type 4" pipe & 1800 ft
Brine Agitator 18" Fan Metal
Accumulator for parallel supply of ammonia
Crane & Trolley with Railing Channel & Girder
Ammonia Valves for Complete Plant
Ammonia Pipes for Complete Plant
Oil Separator Buffer Type
4 gauge Suction, Discharge, Oil Pressure
Wood work for Ice Cans, Tank Cover
'Ice Cans of 1.5 mm
Water Fitting Complete
Electric Motor 7.5"
Centrifugal Pump 2.5"x3"
Cooling coilGas transfer pipe
ReceiverCool water pump
Condenser
Other Equipment
Other Equipment DetailsQuantity
Generator 100 KVA (Engine Bus)1
Transformer 100 KVA1
Water Bore Diameter 3 41
Total Equipment Cost
Furniture & Fixture
DescriptionQty
Tables3
Chairs12
Fans4
Lights12
Computer1
Telephone1
Total Furniture & Fixtures
Office Vehicle
DescriptionQty
Suzuki Pick-up1
Motorcycle (Honda 70)1
Bicycle (Chinese)1
Total Vehicle Cost
Input Requirement:
The basic raw material required for producing ice blocks is
water, common salt. These raw materials are readily available in
the local market. Replenishments needed during maintenance are
ammonia gas and compressor oil.
Raw Material
Description2,0102,0112,0122,013
Ammonia consumption @ Rs.21,84024,96028,08031,200
Nacl consumption @ Rs.5,9506,8007,6508,500
Compressor oil for Rs.19,60022,40025,20028,000
TOTAL47,39054,16060,93067,700
Factory overhead:
a) FIXED COSTS
-Power KW 6001072,000
- Machinery @ 2.34%installed cost70,241
- Building @1%construction cost16,720
- Vehicles @5%of cost28,100
Total Fixed cost219,618
Water and Gas:
Equipment detailunitCost/unitTotal cost
Water Bore Diameter 3 41200,000200,000
GAS640000240,000
Electricity:
10%PER ANNUM.
2010201120122013
Electricity Expense72,00079,20087,12095,832
Technology involved:
Technology/Process Options
The machinery used for the ice plant is local. It includes
compressor, condenser, water tanksuitable for 350-700 ice cans,
brine agitator, accumulator for parallel supply of ammonia, crane
and trolley, oil separator, ice cans of size 11 x 22 x 48, electric
motor.
Merits & demerits of a particular technology
The local machinery is readily available in the market at a very
reasonable price. One of the benefits of using locally manufactured
machinery is availability of spare parts and its easier to find
operators to operate these machines.
Machine Maintenance
The maintenance process starts after mid of July. Normally, it
takes one month for the overhauling of plant, during which the
plant is closed for one month.
Personnel analysisFactory staff:
S.NOType of StaffNumber requiredBasic salary per Person, per
monthTotal salaries per year
1Tank man
65,000
180000
2Machine Operator1600036,000
ADMINISTRATION AND GENERAL STAFF
DescriptionQtySalaryMonthly Annual
SalaryCost
Accounts Officer17,0007,00042,000
Security Guard16,0006,00036,000
Driver25,00010,00060,000
Office Boy13,0003,00018,000
Total Administrative Expenses156,000
SWOT AnalysisStrengths:
The labor to manufacture ice is easily available we can reach
easily to low cost labor. Moreover the location advantage for our
project is very much attractive. We can avail maximum advantage
from this market.
Weaknesses:
Our weakness is that we are not producing ice up to the present
demand of the consumer. Because we have one unit to produced ice if
we increase the plant in to 2 then we increase the production.
Opportunities:
Duration of summer doesnt matter because the packaged food
exporting business keeps on going for almost whole year and the
fishing activities keeps going on for almost 7-8 months a year. Due
to which demand for ice is high for more than 7 months a year.
Growing market for ice plants are industries linked to food
products i.e. fish, dairy, bakeries, restaurants etc. With this
growing demand a large number of ice plants are operating in the
country.There are approximately 1,300 ice plants operating in the
Punjab, catering to the needs of different institutional and
domestic buyers. The total installed capacity of ice plants in
Punjab is approximately 432,669-tons of ice blocks per day2. The
need of ice blocks is increasing due to economic growth, as major
buyers are institutional buyers (dairy, bakery, hotel, etc.), who
buy in bulk.
Threats:
Competitive Structure of the marketThe market of the ice plant
is highly competitive; therefore if the entrepreneur is not well
responsive and fulfilling the demand of the consumer he/she may not
be able to capitalize the opportunity properly.
Selection of the wrong venueSelection of the wrong venue can be
a major hurdle in achieving the desired business objectives. The
clientele taste should be properly tracked.
Conclusion & Recommendation: The location plays an important
role, as finished ice blocks should be easily accessible to dealers
. It is important that solid ice blocks are produced through proper
freezing time utilization as solid ice blocks are much heavier,
more transparent and provides higher price in the market. Weather
factor plays an important role, due to seasonal nature of the
business i.e. In summers the demand for ice blocks increases, while
after mid September the temperature starts changing & demand
starts to fall, which means the entrepreneur should reduce the
production according to the demand of ice. One of the most
important aspects for success of any business is minimizing the
cost of production, in case of ice plant this can be achieved by
proper training of workers, which would ensure reduction in raw
material wastage and better maintenance of machinery etc. It is
advisable to run the plant on natural gas, rather than electricity,
as the major expense in production of ice is electricity. The use
of natural gas instead of electricity will reduce the electricity
expense approximately by half.
In order to sell the ice blocks, it is recommended to develop a
chain of dealers who buy the ice blocks on regular basis. The
dealer deposits a guarantee in the shape of cash security, keeping
in view the number of blocks to be purchased on daily basis. In
case the dealer is unable to pick the agreed number of blocks on a
particular day, the amount is deducted from his security.
GOOD LUCK
We wish a very best of luck to ice manufacturing plant. May it
progress in this field and achieve its desired goals. (AMEEN)
Research on
Contract based jobs vs Permanent jobs
IN THE NAME OF
THE MOST BENEFICENT AND MERCIFUL
ON
SUPERVISED BY:
MR. AZHAR SHIEKH
RESEARCHERS:
GROUP # 05M.MUBEEN
07
RAO ALI ZAMAN 20
SAJJAD NAWAZ
24
M. AMMAR
51
SHAZIA SULEMAN37
FAREEHA FAROOQ12
ERAM GHAFOOR 03
MEMOONA ARSHAD 02
M.COM (MOR.) 2ND SEMESTER
OUR PARENTS
AND
TEACHERS
ALL OUR
WELL WISHERS
AND SPECIALY
SIR AZHAR SHEIKH
Almighty ALLAH is the entire source of knowledge and wisdom
endowed to mankind and His dearest Nabi, MUHAMMAD (PBUH) is a torch
of guidance and knowledge for humanity as a whole.
Everyone has a long list of individuals to whom he is indebted.
We are no exception. We are firstly, with humble gratitude bow our
heads before Almighty ALLAH for giving us strength, courage,
patience and inspiration, and enable us to complete such a
confusing research of the contract base jobs and permanent base
jobs. To work for this report, was a difficult task, because it is
about
Contract base jobs and permanent base jobs
We acknowledge with thanks and admiration, our dependence on all
of our respondents on their nice co-operation and giving us their
loyal time. We feel Great pleasure and honors to express our
gratitude from the citadel of hearts to our respected and dignified
instructor
MR. AZHAR SHEIKHWithout whose guidance it would have been
difficult for us to achieve
Our objectives He provide us, his in-depth approach of the
subject
Business Research Methods
And taught us a lot of research analysis techniques which we
have applied during data analysis. His sympathetic behavior has an
ever lasting impression on the page of our memory.
THANKS:
In business environment before putting any decision regarding
any into action, one must have to conduct Research to anticipate
the strength and weaknesses of a business. In our M.COM program,
theory with practical is like body with soul. As a part of our
subject
Business Research Methods
We selected the topic
CONTRACT BASED JOBS AND PERMANENT JOBS
Through this topic we become able to know the performance of the
two base jobs, the preference of jobs etc.
We came across different problems while conducting the research
and also when analyzing the data, but this developed our ability to
handle the problems effectively and efficiently. Please keep in
view our impulses of passion, quest, zeal and enthusiasm consisting
behind this publication. We people have made best of our efforts to
design the final report of research complete, concise and
comprehensive. We presented the material in such a form that can
easily be grasped. We accept that the information provide in this
report are not final and there may be some deficiencies in this
research report.
But we have expectation from our teacher that he will ignore our
deficiencies as it is our first field work experience. However we
will appreciate all suggestions for the improvement of our report
from our respectable teacher as well as from our fellow.
THANKS:CONTENTS AT A GLANCE
SR# DESCRIPTION PAGE #
1. INTRODUCTION 08
2. RESEARCH QUESTIONS 09
3. LITERATURE REVIEW 10
4. REARECH METHODOLOGY 16
5. DATA ANALYSIS 18
6. FINDINGS 31
7. LIMITATIONS 32
8. SUGGESTION AND
RECOMMENDATION 33
9. REFRENCES 34
10. APPENDIX 36
INTRODUCTION
Employment is very important for common man. A common man cannot
survive without any employment. It is important not only for
employees, but also for organizations. Organizations cannot survive
without the skills and efforts of employees. Success of any
organization based on the productivity of employees.
It is observed from the research that productivity and
motivation of employees is directly related to job environment and
the satisfaction level of employees with their jobs. Here we have
two ways to employ a person. One way is to give them jobs on
permanent bases and other way is temporary jobs or contract based
jobs.
Research of data analysis provided evidence that contract jobs
are becoming more and more popular these days and this system is
getting preference by most of the organizations. Although contract
base jobs can increase the productivity level of employees but in
spite of many advantages, it has many drawbacks also, which create
many problems for employees. Temporary jobs can create a sense of
discontentment and mental sickness for employees. Here we want to
search out the best possible factor and environment which gives
maximum benefits to employers and employees as well.
The purpose of this research paper is just to find out the
problems of contractual employees and ways to find out solutions to
these problems in order to increase the efficiency, job
satisfaction and productivity level of employees in business
organizations.
PROBLEM DEFINITIONFirst step of the research is to define the
problem. The tasks involved in this project are the interviews,
discussions with experts, surveys of the organizations.
Management Decision Problem
The management decision problem is;
What kind of job is much preferred?
List of variables1. Job turnover ratio
2. Absenteeism ratio3. Job satisfaction4. Job commitment
RESEARCH QUESTIONS
1. Type of job
2. job experience
3. people behavior about job
4. absenteeism ratio
5. salary package
6. level of experience
7. job protection
8. job turnover rate
9. job performance level
10. job satisfaction
11. preference of job
12. wage incentives
13. commitment with job
14. Why people prefer permanent job.
LITERATURE REVIEW
Ariadna Garca-Prado and Mukesh Chawla say that the reduction of
high levels of absenteeism among health care workers was one the
objectives of the reforms undertaken to improve public hospital
performance during the 1990s in Costa Rica. This paper attempts to
assess the impact of changes in reimbursement methods and
organizational reform on absence rates among health care personnel
in Costa Rican public hospitals for the period 19952001. Our
results show the reforms to have had a negative impact on
absenteeism, which increased throughout the considered period.
Results further indicate that the policy of not substituting
absentee workers, which was introduced through the reforms, did not
work as expected in a permissive environment in which peer pressure
mechanisms were lacking. In addition, the explicit incentives for
workers included in the reforms were retained and used at facility
level. There is a pressing need in the future for control and
disciplinary mechanisms for health care personnel and for the
introduction of absence rates as an explicit goal to be monitored
and evaluated. Anna Cristina DAddio, Tor Eriksson and Paul Frijters
says that a growing literature seeks to explain differences in
individuals self-reported satisfaction with their jobs. Most of the
accumulated evidence so far has, however, been based on
cross-sectional data and when panel data have been used, individual
unobserved heterogeneity has been modelled following the random
effects approach, namely using the ordered probit model with random
effects. This paper makes use of longitudinal data for Denmark,
taken from the waves 1995-1999 of the European Community Household
Panel, and estimates fixed effects ordered logit models using the
estimation methods proposed by Ferrer-i-Carbonel and Frijters
(2004) and Das and Van Soest (1999). For comparison and testing
purposes a random effects ordered probit is also estimated.
Estimations are carried out separately on the samples of men and
women for individuals overall satisfaction with the jobs they hold.
We find that using the fixed effects approach (that clearly rejects
the random effects specification), considerably reduces the number
of key explanatory variables. In addition to wages, good health and
being a public sector employee are particularly important in
explaining individual differences in job satisfaction. Moreover,
the impact of being employed on a temporary contracts orworking in
the public sector differs between the genders.David Guest is at The
Management Centre, Kings College, London, Franklin-Wilkins
Building, 150 Stamford Street, London SE1 9NN, UK.says there has
been growing interest in the impact of flexible employment
contracts on workers
affected by them. In the light of assumptions that such workers
are significantly disadvantaged, European-wide legislation has been
introduced to ensure that they are treated similarly to permanent
employees. The evidence on the impact of flexible employment
contracts on employees attitudes and behavior is reviewed within
the framework of the psychological contract. The body of research
is limited but is sufficient to challenge the assumption that
workers on flexible contracts are invariably disadvantaged. Those
on contract of choice, particularly knowledge workers who may be
pursuing boundary less careers, are especially likely to report
positive outcomes. The evidence also indicates that a framework
that incorporates the psychological contract provides additional
value in explaining variations in outcomes.
Mahmood Arai Fredrik Heyman Department of Economics, Stockholm
University FIEF (Trade Union Institute for Economic Research) says
that we report results indicating that job turnover is not
countercyclical in general but ratherreflects the inability of
smooth labor adjustment through the use of temporary employment
contracts. Service establishments with a high share of temporary
employment exhibit acyclical job reallocation, while only permanent
jobs within manufacturing are found to be countercyclical. We wish
to thank Henry Ohlsson, Per Skedinger, Jonas Vlachos, Johnny
Zetterberg and participants in seminars at Trade Union Institute
for Economic Research (FIEF), Swedish Institute for Social Research
(SOFI) and Gteborg University for helpful comments and discussions
on earlier versions of this paper.
Mohan Prem Kumar, Temple University, says this research paper is
about the study of social and physical-economic factors that affect
the job satisfaction among Information Technology (IT) workers. The
study also compares job satisfaction (based on social and
physical-economic factors) between the IT workers who work directly
for the organization (permanent IT worker) and the IT workers who
work for the organization through a consulting firm or on a
contract basis (contract IT worker).
Wayne Lewchuk, Labor Studies Program,(Mc Master University) in
October 2004 says
that this article develops a new conceptual approach to
measuring the characteristics of precarious employment and its
effect on health. Our starting point is the Karasek job strain
model. We argue that job strain focuses on the health effects of
work once people are employed. It is less effective in capturing
the health effects associated with the employment relationship, the
process by which workers acquire work, keep work and negotiate its
terms and conditions. We develop anew construct, employment strain
to measure these aspects of work organization.
Employment strain is a multi-dimensional measure taking into
account the effort expended finding work, keeping work and
balancing multiple employers; the degree of uncertain tire garding
future earnings and working conditions; the uncertainty associated
with having accessto the resources needed to sustain a household;
and the nature of support when employment In various forms of
precarious employment.
Nelson, Lindsay; Tonks, Graeme ; Weymouth, Joshua says that
recent changes to the Australian workforce raise questions about
the impact of casualisation on employees. This study explored the
effects of casual employment on a group of university students
using the psychological contract as an interpretative framework.
Qualitative data indicated that while these employees adopted a
transactional work orientation, they expressed concern over the
relational obligations of employers. These findings were
substantiated with quantitative research, which revealed low job
satisfaction and problems with the psychological contract. Although
respondents thought that the transactional dimension was satisfied,
the relational contract remained mostly unfulfilled. In particular
they felt exploited and treated less fairly than fulltime
employees. This suggests management should pay more attention to
the relational needs of all their employees.
Randall P. Ellis and Ching-to Albert Ma Department of Economics
Boston University 270 Bay State Road Boston July 2007, says In our
theoretical model some firms do not offer health insurance to their
employees because of large between-firm heterogeneity in expected
employee health care costs. Because job turnover rates for
healthier employees reduce by less than those for sicker employees
when firms offer health insurance, expected health costs will
increase when health insurance is offered. We call this adverse job
turnover. State regulations on annual premium changes and insurer
reluctance to rapidly increase premiums mean that coverage is only
offered to small firms at premiums above initial expected
costs.
The resulting separating equilibrium is one in which some firms
face high initial premiums, choose not to offer insurance, and
tolerate higher turnover rates than other firms the same industry
that offer insurance. High administrative costs at small firms
exacerbate selection. Using 1998-99 MEDSTAT Market Scan and 1997
Employer Health Insurance Survey data we find that expected
employee health expenditures at firms offering insurance have lower
within-firm and higher between-firm variance than at firms not
offering insurance. Turnover rates are systematically higher in
industries not offering insurance, and small firms have lower
within firm variance but greater between-firm variance than large
firms in their employees age and income distributions. These
support our model.
Renouf Publishing Co. Ltd. 5369 Canotek Road Ottawa, says most
recent studies of work in Canada have focused on labour market
restructuring, Work lace downsizing and re-engineering, and the
impact of new information technologies. This structural approach
documents how labour markets, workplaces and jobs are being
reorganized, often distinguishing between good jobs and bad jobs or
standard and non-standard employment.
Yet this perspective no longer adequately captures the diversity
of Canadians work experiences or how these matter for individuals
and employers. CPRNs Changing Employment Relationships (CER)
Project offers a fresh approach for understanding Canadas new work
realities, viewing Canadians working conditions through the lens of
employment relationships. A relational perspective augments the
traditional approach to studying work and labor markets, giving
policy akers and labor market analysts a new mental map for
charting the contours of work in Canadas emerging new economy. Our
key contribution is to document why good employment relationships
are important for workers, employers and public policy.
Mr Karl Heslop says that absenteeism - employees not showing up
for work when scheduled - can be a major problem for organizations.
As pressures increase on the budgets and competitiveness of
companies, more attention is being given to reduce workplace
absenteeism and its cost. Most research has concluded that absence
is a complex variable and that it is influenced by multiple causes,
both personal and organizational. Job satisfaction has been noted
as one of the factors influencing an employees motivation to
attend. Studies on the relationship between absenteeism and job
satisfaction seem to be inconsistent.
Some research has found no correlation between these two
variables whereas other studies indicate a weak to moderate
relationship between these two variables. There is limited research
on the job satisfaction-absenteeism relationship within South
African organizations. The aim of the present study was therefore
to determine whether there is a relationship between job
satisfaction and absenteeism in a selected department within an
Electricity Utility in the Western Cape. One hundred and twenty one
(121) respondents completed a biographical questionnaire as well as
a Job Satisfaction Survey (JSS) to identify their levels of job
satisfaction. Turnover among correctional workers creates
persistent staffing problems for correctional administrators. The
present research examines the effects of two types of subjective
measurement of the work environment, job satisfaction and
organizational commitment, which are often thought to be related to
turnover. The study examines two separate aspects of organizational
commitment, commitment to the overall organization and commitment
to the specific institution.
It is expected that both aspects of organizational commitment
should have a greater effect on turnover than job satisfaction. It
is further hypothesized that commitment to the organization, in
this case the Bureau of Prisons, should have a greater impact on
turnover than institutional commitment.
The data for the study come from a subsample (N=3,608) of the
1991 Prison Social
Climate Survey administered annually since 1988 to employees of
the Federal Bureau of Prisons. The Climate data are supplemented
with data from the Bureaus personnel database. Scott D. Camp, Ph.D.
Social Science Research Analyst Office of Research and Evaluation
Federal Bureau of Prisons
The present paper examines the relationship between fixed-term
employment and job satisfaction using individual-level data from
the German Socio Economic Panel (GSOEP). According to current
theoretical debates on this topic, fixed-term employment should be
associated with a relative low level of job satisfaction, and the
majority of empirical investigations is in line with this
prediction.
However, none of these studies accounts for the fact that a
workers choice of whether or not to accept a temporary working
contract might substantially be driven by individual
characteristics and is therefore endogenous. In contrast to prior
studies, our preferred model specification explicitly accounts for
a potential selectivity bias. The estimation results of our
treatment effects model actually indicate a positive connection
between fixed-term employment and job satisfaction. Hence, we
conclude that job satisfaction on average is not negatively
affected by the pure duration of an employment contract, but by
individual characteristics, job-related factors, and working
conditions. Keywords: Fixed-term employment, job satisfaction,
selectivity bias JEL classification codes: C21, C25, J28 and
M12RESEARCH METHODOLOGY
Secondary Data sources:
To achieve the stated objectives of research at minimum cost we
search of secondary data source. For secondary data we consult
literatures, articles, and internet also.
Primary Data Collection Methods
Primary data is collected from the employees who work in the
organizations as permanent base or contract base jobs. The
instruments use for this purpose is questionnaire. The
questionnaire was filled up from respondent at the spot.
Questionnaire consists of mostly choice question.
Sampling and Population:
Element:
All employees either working as a permanent employee or a
contract base employee.
Sampling Unit:
Each and every employee of the organizations that are selected
conveniently.
Extent:
The research is for BAHAWAL PUR city.
Time: May 2008SAMPLING
We have selected almost all the organizations and institutions
of BAHAWALPUR CITY and we have collected our desire data from the
employees of different organizations and institutions.
Sampling Design
Mall Intercept technique, the type of cluster sampling is use
because it is appropriate for our study.
Size of the Sample:
Because our population in unknown so we use the formula to
calculate sample size is:
N= z pq / B
Where
N= sample size
Z = confidence coefficient that is 95%
p = proportion of event in which we are interested
q = 1-p
B = allowable error that is 5%
So size of sample for our research is 150.
With
Pie-charts
&
Diagram
Frequency Table
Contract or permanent
FrequencyPercentValid PercentCumulative Percent
Validcontract5156.756.756.7
permanent3943.343.3100.0
Total90100.0100.0
We have found that 56.7% employees are on contract base jobs and
43.3% employees are on permanent base jobs, it mean that the number
of contract base job employees as compare to permanent base
jobs
Peoples behaviorFrequencyPercentValid PercentCumulative
Percent
ValidGood5156.756.756.7
appreciative3134.434.491.1
bad33.33.394.4
dislike55.65.6100.0
Total90100.0100.0
Peoples behavior
H0= peoples behavior does not effect the permanent base or
contract base jobs
H1= peoples behavior effects the permanent base or contract base
jobs
We have found that the good behavior of people is 56.7%,
appreciative behavior is 34.4%, Bad behavior is 3.3% and disliking
behavior is 5.6%.
So we can say that the behavior can affect the permanent and
contract base jobs. Because the liking or disliking of the
employees can affect the jobs, so we accept H1.
Absenteeism ratioFrequencyPercentValid PercentCumulative
Percent
Validyes5055.655.655.6
no4044.444.4100.0
Total90100.0100.0
H0= absenteeism ratio is not higher in permanent base jobs
H1= absenteeism ratio is higher in permanent base jobs
We have found that the people who say absenteeism ratio is
higher in permanent base jobs are 55.6% and who say no are 44.4%.
So we can say that the absenteeism ratio is higher in the permanent
base jobs, so we will accept H1.
Salary package
FrequencyPercentValid PercentCumulative Percent
Validyes4145.645.645.6
no4954.454.4100.0
Total90100.0100.0
salary package
H0= salary package does not effect the permanent base or
contract base jobs
H1= salary package effects the permanent base or contract base
jobs.
We have found that the people who say that salary package can
affect the jobs are 45.6% and who say no are 54.4%. So here the
ratio of yes is more so we can say that the salary can affect the
jobs so we accept H1.
Level of experience
FrequencyPercentValid PercentCumulative Percent
Validyes4145.645.645.6
no4954.454.4100.0
Total90100.0100.0
H0= level of experience does not effect the level of
absenteeism
H1= level of experience effects the permanent base or contract
base jobs
Here we have found that the people who say that level of
experience can affect the absenteeism ratio are 45.6% and who say
no are 54.4%. So the number of people who say no are much in number
so we can say that the level of experience does not effect the
absenteeism ratio, so we accept H0.
Job protection
FrequencyPercentValid PercentCumulative Percent
Validincrease2426.726.726.7
decrease6673.373.3100.0
Total90100.0100.0
Job protection
H0= job protection increases the level of absenteeism
H1= job protection decreases the level of absenteeism
We have found that the people who say that the level of
absenteeism is increased with the job protection are 26.7% and who
say it is decreased are 73.3%. So we can say that the job
protection decreases the level of absenteeism. We accept H1.
Job turnover rate
FrequencyPercentValid PercentCumulative Percent
Validpermanent4145.645.645.6
contract4954.454.4100.0
Total90100.0100.0
H0= job turnover rate is much in permanent base jobs
H1= job turnover rate is much in contract base jobs
We have found that the turnover rate in permanent jobs is 45.6%
and in contract base jobs it is 54f.4%. So we can say that the
turnover in contract base jobs is higher as compare to permanent
jobs, so we accept H1.
Higher job performance level
FrequencyPercentValid PercentCumulative Percent
Validpermanent6370.070.070.0
contract2730.030.0100.0
Total90100.0100.0
Higher job performance level
H0= job performance level is higher in permanent base jobs
H1= job performance level is higher in contract base jobs
We have found that the performance level of permanent jobs is
70% and contract base jobs is 30%. So we can say that the
performance of permanent base jobs is higher so we accept H0.
Satisfied with job
FrequencyPercentValid PercentCumulative Percent
Validyes7684.484.484.4
no1415.615.6100.0
Total90100.0100.0
H0= employees are satisfied with their jobs
H1= employees are not satisfied with their jobs
We have found that the people who are satisfied with the job are
84.4% and the people who are not satisfied are 15.6%. So we can say
that a large number of employees are satisfied with their jobs so
we accept H0.
Kind of job
FrequencyPercentValid PercentCumulative Percent
Validcontract1718.918.918.9
permanent7381.181.1100.0
Total90100.0100.0
Kind of job
H0= permanent base jobs are preferred
H1= contract base jobs are preferred
We have found that the employees who prefer contract base jobs
are 18.9% and who prefer permanent jobs are 81.1%. so the permanent
jobs are preferred as compare to contract jobs. So we accept H0
Wage incentives
FrequencyPercentValid PercentCumulative Percent
Validyes7684.484.484.4
No1415.615.6100.0
Total90100.0100.0
H0= wage incentives do not effect the efficiency of
employees
H1= wage incentives effect the efficiency of employees
We have found that the people who agree that the wage incentives
affect the efficiency of the employees are 84.4% and who disagree
are 15.6%. So we can say the higher wages can result in higher
efficiency of the employees.
Committed with job
FrequencyPercentValid PercentCumulative Percent
Validhigh7684.484.484.4
low1415.615.6100.0
Total90100.0100.0
Committed with job
H0= commitment with job does not effect the kinds of jobs
H1= commitment with jobs effects the kinds of jobs
We have found that the employees who have high commitment with
their jobs are 84.4% and who have low commitment with their jobs
are 15.6%. So the employees who have high commitment with their
jobs are much in number as compared to the employees who have low
commitment.
FindingsIn our research through questionnaire we have founded
that 56.7% employees are on contract bases and 43.3% employees are
on permanent bases. The employees who say that absenteeism ratio in
permanent base jobs is higher are 55.6% and who say that it is not
higher are 44.4%. The people who are in the favour that the salary
package can affect the absenteeism ratio are 45.6% and who are
against it are 54.4%. The people who say that the level of
experience affects the absenteeism ratio are 45.6% and who are
against it are 54.4%. If the employees are granted job protection
the absenteeism ratio will increase 26.7% and decrease 73.3%.
Turnover in permanent base jobs is 45.6% and in contract base jobs
it is 54.4%. Performance level in permanent jobs is 70% and in
contract base jobs is 30%. The employees who are satisfied with
their jobs are 84.4% and who are not satisfied are 15.6%. The
contract base jobs are 18.9% preferred and permanent base jobs are
81.1% preferred. The people who say that the wage incentives effect
the efficiency of the employees is 84.4% and who say no are 15.6%.
The people who say that their commitment with job is high are 84.4
and who say it is low are 15.6%. The job performance level is high
in permanent base jobs and the people prefer permanent jobs as
compared to contract base jobs.
Suggestions and recommendations
People prefer the permanent jobs because in it the their future
is saved, but in contract jobs they have to search the other jobs
because their contract comes to end, they cannot perform well
because they have to settle in these jobs and when they become
expert of these tasks their contract comes to an end, but in
permanent jobs they become the expert of the jobs because they do
it regularly and they are satisfied with their job. But in contract
base jobs the employees are nit satisfied with their jobs. They can
only work properly if they are given their future secured and
proper jobs. But in permanent jobs some times they do not have good
performance because they know their future is saved and they do not
need to work hard, so such employees should be restrictively
checked. At the same time the contract employees work hard but they
are not given the opportunity to work hard because they have not
enough time to express their skills.
The absenteeism is much in contract because they are not
satisfied with their jobs. The performance depends on the
satisfaction of the jobs, if you are not satisfied with your jobs,
you can not perform well.
ARTICLE REFFERENCES
Anna Cristina DAddio
Tor Eriksson
Paul Frijters
2003-16Wayne Lewchuk, Labour Studies & Economics, McMaster
University
Alice de Wolff, Alliance on Contingent Employment, York
University
Andy King, United Steel Workers of America
Michael Polanyi, KAIROS: Canadian Ecumenical Justice
Initiatives1References
http://jech.bmj.com/cgi/content/full/56/8/569#otherarticles
13 online articles that cite this article can be accessed
at:
http://jech.bmj.com/cgi/content/full/56/8/569#BIBL
This article cites 10 articles, 5 of which can be accessed free
at:
Andrea Ichino
[email protected]
(EUI, CEPR, CESifo, and IZA)
and
Regina T. Riphahn
[email protected]
(University of Basel, CEPR, IZA, and DIW)
5 January 2004Bernd Frick (Universitt Witten/Herdecke,
Germany)
Miguel . Malo (Universidad de Salamanca, Spain)Mahmood Arai
Fredrik Heyman
Department of Economics, Stockholm University FIEF (Trade Union
Institute for Economic Research)(Research in Progress)
Mohan Prem Kumar, Temple University, [email protected] A.
Clark, Mary Anne Phillips, and Brady Stephens, Bureau of Labor
Statistics
Kelly A. Clark, BLS, 2 Massachusetts Ave., NE, Suite 4840,
Washington, D.C. 20212-0001
Janice Anna Knights & Barbara Jean Kennedy
James Cook UniversityAuer, P., Protected mobility for employment
and decent work: Labour market security in a globalised
world,Employment Strategy Papers, 1, Employment Analysis and
Research Unit, Employment Strategy Department,
International Labour Office (ILO), 2005, available at:
http://www.ilo.org/public/english/employment/strat/download/esp2005-1.pdfRandall
P. Ellis and Ching-to Albert Ma
Department of Economics
Boston University
270 Bay State Road
Boston
MA 02215
July 2007
TITLE:
CONTRACT BASED JOBS
INTRODUCTION:
Employment is very important for common man. A common man cannot
survive without any employment. It is important not only for
employees, but also for organizations. Organizations cannot survive
without the skills and efforts of employees. Success of any
organization based on the productivity of employees.
It is observed from the research that productivity and
motivation of employees is directly related to job environment and
the satisfaction level of employees with their jobs. Here we have
two ways to employ a person. One way is to give them jobs on
permanent bases and other way is temporary jobs or contract based
jobs.
Research of data analysis provided evidence that contract jobs
are becoming more and more popular these days and this system is
getting preference by most of the organizations. Although contract
base jobs can increase the productivity level of employees but
inspite of many advantages, it has many drawbacks also, which
create many problems for employees. Temporary jobs can create a
sense of discontentment and mental sickness for employees. Here we
want to search out the best possible factor and environment which
gives maximum benefits to employers and employees as well.
The purpose of this research paper is just to find out the
problems of contractual employees and ways to find out solutions to
these problems in order to increase the efficiency, job
satisfaction and productivity level of employees in business
organizations.
RESEARCH OBJECTIVES:
1. To identify the advantages of contract based jobs.
2. To identify the disadvantages of contract based jobs.
3. To identify the productivity of employees under contract
jobs.
4. To identify whether contract jobs are more effective or
permanent jobs.
5. To identify the problems of employees under contact based
jobs.
Rationality / Significance: The study will not also help to find
the problems of employees under contract based jobs but it will
also help to find out solutions & suggestions to eliminate
these problems. This research will also provide a comparison of
contract based jobs and permanent jobs and the level of
productivity under both systems.
This research will conclude that what system is more beneficial
for economy. No doubt the study is being conducted at small level
but its implication will be apply on large scale for increasing
efficiency of employees in organizations.
Research Methodology or Data Collection:
Primary Data:
As our research is for current purpose so we will collect the
needed data from primary sources. For the collection of such data
we will get the questionnaires filled by the contractual employees
and permanent employees.
Secondary Data:
For every research secondary data is very important without it
anyone cannot research properly. It also give the background
overview and guidelines for the research. In our research,
secondary data has got much importance major source of our
secondary data are journals, magazines, articles and the
internet.
After the collection of data will analyze and summarized in a
form that will be easy to interpret as well as the presentation of
the report.
SAMPLE SIZE:
It is difficult to conduct the interviews and find the
questionnaires from all the people. So we will take sample as
required for this purpose we take sample size 150-200.
SAMPLING METHOD:
For sample selection we will use simple random sampling method.
Due to high generalizability of finding.
PROBLEM AREA:
Problem area in BAHAWALPUR.
TIME FRAME:
Maximum time required to complete this report are two weeks.
EXPECTED OUTCOMES:
1. It will provide clear outstanding to find out the problems of
employees under contract jobs.
2. It would be helpful for increasing efficiency of employees in
organizations, after finding solutions to their problems.
3. It would also be helpful and more informative for business
organizations to understand the problems of their workers.
4. It will also highlight those factors which cause less
productivity of employees under contract jobs and permanent
jobs.
1. This research will identify those challenges and barriers
which an employee faces during their jobs, and provide solutions
for these challenges.
REFERENCE:
http://www.sps.edu.pk/bsd/conf/contract jobs.htm
PROJECT TEAMM. Mubeen
He is the student of M.com 2nd semester. He is very hard working
student. He is also very co-operative student in the class.
Rao Ali Zaman
He is the student of M.com 2nd semester. He has very attractive
personality. He is very co-operative
M. Ammar
He has done his B.com from Government College of commerce
Bahawalpur. Now he is the student of M.com 2nd semester.
Sajjad NawazHe has done his B.com from Punjab College Multan.
Now he is the student of M.com 2nd semester.
Memoona Arshad
She is graduated from Millat College of commerce Bahawalpur. She
is very intelligent student in the class. Now she is in M.com 2nd
semester
Eram Ghafoor
She is graduated from Millat College of commerce Bahawalpur. She
is very co-operative and intelligent student. Now she is in M.com
2nd semester
Fareeha Farooq
She is graduated from Jinah College of commerce Bahawalpur. She
is very sincere with others. Now she is in M.com 2nd semester.
Shazia Suleman
She is graduated from soft vision college Bahawalpur. She is the
most hardworking and intelligent student in the class. Now she is
in M.com 2nd semester.
Research Questionnaires
Department Of Commerce
The Islamia University Of Bahawalpur
Questionnaire
Name
Gender
Organization
Research Questionnaire
Q No.1: You are a .
a) Contract b) Permanent
Q No.2: What is your job experience?
------------------------------------------
Q No.3: What is peoples behavior about your job.
a) Good b) Appreciative
c) Bad d) Dislike
Q No.4: Do you think that absenteeism ratio is higher in
permanent employees.
a) Yes b) No
Q No.5: Do you think that salary package effects
absenteeism?
a) Yes b) No
Q No.6: Do you think that level of experience effects
absenteeism ratio?
a) Yes b) No
Q No.7: If you are granted job protection, the level of
absenteeism will
a) Increase b) Decrease
Q No.8: In which job turnover rate is higher?
a) Permanent b) Contract
Q No.9: In which type of job performance level is higher?
a) Permanent b) Contract
Q No.10: Are you satisfied with your job?
a) Yes b) No
Q No.11 What kind of job you prefer?
a) Contract b) Permanent
Q No.12 Wage incentives affect the efficiency of employee, do
you agree?
a) Yes b) No
Q No.13 Your Commitment with your job?
a) High b) Low
Q No.14 Why Peoples prefer permanent jobs?
-------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------
Purpose and instruction for Questionnaire
Dear Respondent
We are students of Department of Commerce, studying in M.com
(2nd) in
The Islamia University of Bahawalpur. We are researching on
topic
Comparison of Contract Based Jobs and Permanent Jobs.
Case Study of Bahawalpur City
For this purpose we are surveying in Bahawalpur city. It will
take approximately 10 minutes to fill the questionnaire and your
cooperation is very important for us.
Data Received by you will be used for study purpose only.
Note: Please tick only one option which is true presentation of
you and where need give short answer.
We will be highly pleased for your cooperation.
Thank You.
PAGE 1Prepared by Group #5 M.com 2nd semester (Mor)
