Interdiction of BDA

1) Balochistan Development Authority (B.D.A) was established in 1974 under

Balochistan Act No. X of 1974, and works under the administrative control of Planning
& Development Department Government of Baluchistan. The following duties are
assigned under the Act: to Promote Economic and Industrial DevelopmentinBalochistan.

2) Preparation and execution of comprehensive development programs including projects

and schemes relating to land and water development, power agriculture, industry,
minerals exploration and development including establishment of minerals based
industries and other industries andGovernment may direct along-with other duties to be
assigned by the Government from time to time.

3) The B.D.A. can sponsor companies with the approval of Government.

4) The B.D.A. can participate in joint ventures with private sector.

5)The B.D.A. can raise funds to carryout its functions by issuing Bonds and Debentures.

The B.D.A. can also borrow foreign currency from IBRD, Asian Bank or any other
source under the above Act.
 Organization & Staff
he B.D.A. is headed by a full time Chairman who is also Chairman of Board of Directors
(BOD) assisted by Director, General Managers, Additional General Managers, Managers,
XENs/ AGMs, Assistant Engineers, Architects/Town Planners, Sub- Engineers etc.

SUMMARY OF STAFF (Regular) Click here to view Organizational chart

S.No. Designation Grade/Scale No. of Posts
1 Chairman 21/20 1
2 Director 20 1
3 General Managers 19 4
4 Addl: General Managers 18 3
5 Managers 17 5
6 Secretary to Chairman 17 1
7 Private Secretary 16 1
8 Deputy Manager 16 5
9 Computer Assistant 11 2
10 Assistant 11 2
11 Supervisor 14 1
12 Transport Supervisor 9 1
13 Senior Clerk 7 5
14 Junior Clerk 5 1
15 Mechanic 5 1
16 Carpenter 5 1
17 Plumber 5 1
18 Driver 4 11
19 Daftari 3 2
20 Helper/Electrician 2 1
21 Photo state Machine Operator 2 1
22 Naib Qasid 1 21
23 Chowkidar 1 10
24 Guard 1 1
25 Mali 1 1
26 Sweeper 1 2
Total 86

ummary of Technical Staff Click here to view Organizational Chart

S.No Designation No. of Posts
 1 General Manager (Technical) 1
2 General Manager (Civil Works) 1
3 General Manager (Housing) 1
4 Add: General Managers/XEN 5
5 Project Director (Sewerage System) 1
6 Assistant Engineer 46
7 Material Engineer 1
8 S.D.O. 3
9 Geologist 2
10 Senior Lab. Technician 1
11 Architect 1
12 Sub-Engineers 51
13 Quantity Surveyor 1
14 Surveyor 1
15 Consultants for Survey, design and top 6
supervision
16 Drafts man/Quantity Surveyor 1
17 Laboratory Technician 2
Total 125

SUMMARY OF EMPLOYEES Contract / Daily Wages

Head Quarter Regular Staff 66
Project Staff Regular 120
Engineers Civil Works 48
Civil works Project Staff 160
Daily Wages 205
Total 599
 Development Project

Rs. In Million
TOTAL NO OF PSDP PROJECTS 92 Projects
ALLOCATION 2007-08 1456.985
TOTAL COST 13594.461
TOTAL EXPENDITURE 5563.768

UBLIC SECTOR DEVELOPMENT PROGRAMME (PSDP) – 2007- 2008

(SUMMARY)
S.No Name of Projects Total Cost Expenditure Allocation Expenditure
upto 2007-08 Upto date
30.06.2007
1 Road Sector
On going (76) 10940.749 3254.002 1220.250 4474.252
Mining Sector (3) 904.176 412.623 75.00 487.623
2 Total Road Sector: 79 11844.925 3666.625 1295.25 4961.875
3 Building Sector
Circuit House Zhob (2) 28.130 18.474 9.656 28.130
4 Ground Water Sector (1) 309.684 199.684 38.000 237.684
5 Industrial Sector (3) 1362.643 200.000 87.000 287.000
6 Social Welfare and Woman 15.510 3.500 12.010 15.510
Development Sector (3)
7 Sports, Culture, Tourism, Youth 6.217 0.500 5.717 6.217
Culture Sector (1)
8 Health Sector (3) 27.352 18.000 9.352 27.352
9 Grand Total: (92) 13594.461 4106.783 1456.985 5563.768
Non Development Expenditure

NON – DEVELOPMENT EXPENDITURE

(RS. IN
Monthly Expenditure
MILLION)
Monthly Salary 4.60
Other Expenditure / Contingency per month 0.50
TOTAL 5.10
Annual Expenditure 61.200
Balochistan Development Authority Location Map of Offices
 Job rotation
Job rotation is an approach to management development where an individual is moved
through a schedule of assignments designed to give him or her a breadth of exposure to
the entire operation. Job rotation is also practiced to allow qualified employees to gain
more insights into the processes of a company, and to reduce boredom and increase job
satisfaction through job variation. The term job rotation can also mean the scheduled
exchange of persons in offices, especially in public offices, prior to the end of
incumbency or the legislative period. This has been practiced by the German green
party for some time but has been discontinued. At the senior management levels, job
rotation - frequently referred to as management rotation, is tightly linked with succession
planning - developing a pool of people capable of stepping into an existing job. Here the
goal is to provide learning experiences which facilitate changes in thinking and
perspective equivalent to the "horizon" of the level of the succession planning. For lower
management levels job rotation has normally one of two purposes: promo ability or skill
enhancement.

In many cases senior managers seem unwilling to risk instability in their units by moving
qualified people from jobs where the lower level manager is being successful and
reflecting positively on the actions of the senior manager. Many military jobs use the job
rotation strategy to allow the soldiers to develop a wider range of experiences, and an
exposure to the different jobs of an occupation. Whilst there is relatively little research
undertaken in this area a prospective emancipator action research study has been on-
going in north west London health services for several years, the research papers can be
found on - www.nurserotation.com. The work has been undertaken by Patrick Coyne, Dr.
Ricky Leacock, Prof. Buchan and Jane Ball, with the local health communities. A meta-
evaluation of the research and the development of a global model of job rotation is being
completed at this point by Patrick Coyne.

Background of the Study:

This study was made to demonstrate the effects of

massive staff and job rotation of BDA employs which
also causes of deficit of the government of
Balochistan Budget.

Due to this reason government thinking to that decrease the

employs of the BDA.and reduces the salary Budget and increase
the surplus of the BDA officer. Which directly effect on the
employs disaffection of the BDA employs…………….
Statement of the Problem
The study on job satisfaction helps to know their preference and problem of the
employees. Mainly five factors influenced job satisfaction opportunity, leadership pay,
promotion and fair rewards. When these five factors were high. Job satisfaction was high
in all organization. When these five factors were low. Job satisfaction is low. So the
needs of the employees are carefully studied by conducting survey on job satisfaction
towards highways department. Salem (Division) This study is very useful and helpful to
know the problem faced by the employees and also know the employee requirements.
 JOB ROTATION
Primary objective:-

1. To find the effect of job rotation on job satisfaction of woman workers.

2. To identify the factors of the job rotation that can affect women workers and helps
in improving working conditions in workplace.
3. What plan and steps are taken by organization to make possible improvements in
job rotation which made women workers more satisfied?
4. To asses what change will be come after organization take an actions and after
implementation of those plans.

Secondary objective:-

1. To identify the factors effecting current position of women workers.

2. To identify the factors effecting work place through diversity i.e. age gender or
ethnicity.
3. To highlights the step taken by organization in the past.
4. To identify the gaps occurring due to lack strategic policies of organization
between women & male workers.

Significance. We will come to know about the important factors of job orientation that
affects women workers and will come to know what improvements we should make for
the satisfaction of women workers. But before proceeding to know what techniques we
used for job rotation in organization we must know what job rotation basically is.

Job rotation. Job rotation involves systematically moving employees from one job to
another.

Example. A head of an educational institute give an order to take to every class to the
administrator of institute, then administrator make date sheet and give to clerk to print out
and clerk print it and give to peon to put the notice board. That the job so not change but
instead workers move from job to job.

Instrument used in Job Rotation.

◊ Questionnaires.
◊ Interviewing.
◊ Observation.

Questionnaires.

The third instrument is questionnaires which helps organization which strategy is

used in job rotation of women workers. The questionnaire would be based on the
objective of study. There are two types of questionnaires.
a. Open Ended.
b. Closed Ended.
Open Ended.
Open ended would be used for exploratory and investigative responses.

Closed Ended.
Closed ended or structural questionnaire would consist of a lost of predetermined
concrete questions and a choice of possible answers indicating the respondent’s replies
with yes or no or multiple choice. This would be helpful in having a standardized
response which is quantities i.e. verifiable and comparable.
Interviewing
Face to face interview with women workers would be conducted to collect data which
helps organization to find out which position is suitable for women workers.

Observation.
The second important step is to observe women workers while working in
workplace find out the problems which helps organization to remove deficiencies in
women workers.
Interviewing
Face to face interview with women workers would be conducted to collect data which
helps organization to find out which position is suitable for women workers.

Observation.
The second important step is to observe women workers while working in
workplace find out the problems which helps organization to remove deficiencies in
women workers.

Validation.
A panel of professional judges would help in validation of instrumental aspects of
questionnaire on the basis of which the research and data collection would take place.
 2. Theoretical Framework:

After analyzing the Pakistan’s energy shortages and their different reasons for these
shortages the following variables were identified.

Inventory of Variables:

Dependent Variable:

 Office employs

Independent variables

Job rotation

Male

BDA office Job rotation

Female

5. Hypothesis:

1. Null Hypothesis:
H0: Massive employs of BDA office
1. Alternative Hypothesis:

H1: Massive employs of BDA office

2. Null Hypothesis:
H0: Huge Deficit in Budget causes of job rotation in BDA (Balochistan Development
Authority) office
2. Alternative Hypothesis:
H1: Huge Deficit in Budget causes of job rotation in BDA (Balochistan Development
Authority) office

METHOD Measurement

To measure the two dependent variables (i.e., job satisfaction and training
evaluation), this study used scales similar to the questionnaire originally
designed for a multinational research project of international human
resource management For the independent variable (i.e., job rotation), a
dichotomous variable was created to measure whether employees perceived
their companies as practicing job rotation. Seven control variables were
also used in this study: job interval, age, gender, education, seniority,
position, and salary.
Job satisfaction. Respondents indicated the degree to which they were
satisfied with the following seven factors: the job itself, supervisor,
organization, pay, promotion, job security, and career opportunities at their
current job. A five point scale was used: 1(not at all), 2(to a small extent),
3(to a moderate extent), 4(to a large extent) and 5(to a great extent). Item
responses were added up for a composite satisfaction score. Actual scores
ranged from 7 to 35. Cronbach alpha for these seven items was 0.86.
Training Evaluation. There were ten items used to evaluate training; they
were: “to provide a reward to employees,” “to improve technical job
abilities,” “to improve employees’ interpersonal abilities,” “to remedy
employees’ past poor performance,” “to prepare employees for future job
assignments,” “to build teamwork within the company.” “to provide
substantial training when employees first start working in the company,”
“to help employees understand the business,” “to provide employees with
the skills needed to do a number of different jobs,” “to teach employees
about the company’s values and ways of doing things.” A five-point scale
used: 1(not at all), 2(to a small extent), 3(to a moderate extent), 4(to a large
extent) and 5(to a great extent). Item responses were totaled for a composite
training evaluation score. Actual scores ranged from 10 to 50. Cronbach
alpha for these ten items was 0.92.
Job rotation. After given the definition of job rotation as the lateral
transfer of employees among a number of different positions without
changes in hierarchy and salary, respondents were asked: “Does your
company practice job rotation?” A positive answer was coded as 1 and a
negative answer was coded as 0.
Job interval. Respondents were asked: “On average how long you would
stay in one position before possibly transferred to another position in your
company?” The answers were coded in terms of number of year.
Age. Coded as 1(less than 30), 2(30-39), 3(40-49), 4(50-59), 5(over 60).
Gender. Females were coded as 0 and males as 1.
Education. Coded in terms of the number of year the respondents had spent
in school(s).
Seniority. The number of year employees has worked for the companies.
The answers ranged from 1 to 34.
Position. Non-managerial positions were coded as 0 while managerial
positions coded as 1.

Data Collection
From the list of the Balochistan development authority largest offices of
Quetta which as more then 600 employs this office were selected based on
not only the useful connection the author has with them so that someone
can help distribute and collect the questionnaires, but also the balanced
profile of the companies in terms of location and industry. A total of 20
anonymous questionnaires were randomly distributed within those
organizations. Respondents were assured that their participation would be
kept confidential. A total of 600 employees responded, representing a
response rate of 52.2 percent. Out of the 600 questionnaires returned, 48%
were usable
 Characteristics and Attributes of Respondents
Variable Number Percentage
Job rotation
Yes 231 51.9
No 214 48.1
(Frequency
missing=26)
Gender
Man 320 69.9
Woman 138 30.1
(Frequency
missing=13)
Position
Managerial 129 27.6
Non-managerial 339 72.4
(Frequency missing=3)

Data Analysis
Multiple regression analyses were performed to assess the influences of job
rotation practices on employees’ job satisfaction and training evaluation.
Specifically, hierarchical regression was used to evaluate the extent to
which job rotation adds in terms of variance explained.. job satisfaction
 and training evaluation models, all the control variables entered and then
the variable of job rotation was added.

Research Design:
Classification of research:
In my research the purpose of study would be descriptive and also quantitative because
substantial information is known about situation and hand on how this particular issue
have been solved in past.

Data Gathering.
◊ Primary data.
◊ Secondary data.

Primary Data.
The form of data that is original in nature and collected by researcher first time
for research.
Secondary Data.
The form of data that is already available in the form of books article and
researchers.
 Other Techniques for Job Rotation
Job Characteristic Approach.
An alternative that suggest that jobs of women should diagnosed and improved
along five care dimensions taking into accounts and both the works system and employee
preferences.
a. Skill variety.
b. Tasks identity.
c. Task significance.
d. Autonomy.
e. Feedback.
Data Analysis.
a. Presentation.
Finally the data can be analyzed by experts through presentation.
b. Statistical Analysis.
Statistical Analysis would be done by using the indices of memories of central
tendency, dispersion and other as desired by the data.

Delimitations.
The study is delimited to improve the working condition of women workers in
work place through job rotations.

Time Frame

Questionnaire - 10 days
Validation - 10 days
Field Work - 1 month
Analysis - 20 days
Report Writing - 25 days