Water And Power Development Authority Wapda Commerce Essay Example

Wing, and Finance Department - WAPDA is one of the largest employers in the country. Skilled officers at various levels contribute to each section, classified based on their specific roles. WAPDA's primary objective is to achieve maximum efficiency, reliability, and responsiveness as a public service organization serving diverse clients. Safety for both the general public and employees remains paramount. Customer retention, business growth, and staff development are highly valued by WAPDA as they recognize the importance of building strong relationships within their local distribution area as well as beyond. Their aim is to provide uninterrupted electric supply and quality service at minimal cost while prioritizing quick restoration of any disruptions to ensure smooth flow of electricity for residents across Pakistan.To ensure accurate charging systems, timely readings and travel are prioritized by WAPDA. They also strive to promptly assist locals with new connection requests. With an open-door policy, WAPDA aims to maximize customer comfort and enjoyment by providing luxurious amenities. Additionally, special grants for on-time payments are offered. Franchises and WAPDA offices throughout Lahore are available to address any public issues or emergencies faced by the public and find solutions. Customer service centers operate 24/7 to gather feedback from clients.

WAPDA also places a priority on the safety and well-being of their employees through proper training for working on electrical lines. By promoting a sense of belonging among employees, they contribute to the overall welfare of the country. Public service messages are used to raise awareness among consumers about conserving energy resources and promoting energy-saving campaigns.

The main goal of these campaigns is to maintain a positive image of the Pakistan Water and Power Development Authority (WAPDA) by

ensuring a smooth flow of electricity in Lahore and other cities in Pakistan. Established in 1958, WAPDA was created with the aim of coordinating and providing a unified approach to water and power development strategies.

In the past, different departments managed electricity and irrigation sectors but since October 2007, WAPDA has been divided into two separate entities: WAPDA and the Pakistan Electric Power Company (PEPCO).WAPDA focuses on water and hydropower development, while PEPCO manages WAPDA's 14 publicly-traded companies involved in thermal power production, transmission, distribution, and billing. These companies include GENCO-1 operated by Southern Production Power Company Limited near Hyderabad in Sindh; GENCO-2 operated by Central Power Production Company Limited operating in Jacobabad territory Guddu in Sindh; GENCO-3, operated by Northern Power Production Company Limited in the Muzaffargarh territory of TPS Muzaffargarh Punjab, and GENCO-4 located at WAPDA House in Lahore and run by Lakhra Power Production Company Limited. They operate alongside 1 National Transmission and Power Dispatch Company (NTDC). Additionally, there are 9 Distribution Companies (DISCOs) including Lahore Electric Supply Company Limited (LESCO), Gujranwala Electric Power Company (GEPCO), Faisalabad Electric Supply Company (FESCO), Islamabad Electric Supply Company (IESCO), Multan Electric Power Company (MEPCO), Peshawar Electric Supply Company (PESCO), Hyderabad Electric Supply Company Limited (HESCO), and Quetta Electric Supply Company(QESCO). Currently, Pakistan is facing a severe energy crisis with frequent power outages indicating a supply shortage compared to the demand.Pakistan currently needs around 14,000-15,000 MW of electricity per day, but this is expected to increase to about 20,000 MW per day in the future. However, the current production capability is only approximately 11,500 MW per day, resulting in a shortfall of about 3,000-4,000 MW per day.

This lack of energy has a significant impact on various sectors and people's daily lives in Pakistan. Therefore, it is crucial to take immediate action to increase overall energy production capacity. Pakistan utilizes various energy sources such as hydel power, coal, waste, wind and solar power. They are also considering importing energy from Iran and Central Asian Republics while exploring alternative and renewable energy options instead of solely relying on nuclear power plants. Having a rational energy policy is essential for the country's economic development and improvement in citizens' quality of life. Since 2007, Pakistan has been facing an energy crisis which has led to a substantial increase in electricity demand. According to data from the Pakistan Economic Survey, electricity usage grew by 8.6% during the first three quarters of the last fiscal year; however,WAPDA management claims it rose by 13% in just the last quarter alone.The study reveals that the largest share of electricity consumption, currently at 44.2%, is attributed to the family sector. Following this, industries consume 31.1%, agribusiness consumes 14.3%, authorities consume 7.4%, the commercial sector consumes 5.5%, and street lights consume 0.7%. In order to address this trend and anticipated future advancements in electricity demand, WAPDA has increased its burden appraisal by 8% per year compared to the previous average projection of 5%.

Electricity Production in Pakistan

Hydrothermal and atomic power plants play a crucial role in electricity production in Pakistan. Hydel systems generate approximately 31% of the power, while thermal plants contribute 66.8%, with nuclear power plants accounting for the remaining 2.2%. The capacity for hydel production has grown over time through various projects.

Starting with just 10.7 MW in 1947, hydel production

expanded to around 267 MW by 1963 thanks to major dams such as Mangla Dam and Tarbela Dam. There are thirteen hydel stations with varying capacities.

Power demand fluctuates throughout different seasons, particularly peaking during summers when electricity production is highly demanded.

The Ministry of Water and Power holds responsibility for policy matters regarding water and power resource growth in Pakistan. They analyze strategic and financial plans for large-scale projects across both public and private sectors to ensure technical feasibility.

Despite efforts made towards revising burden forecasts, load shedding has become necessary due to unsuccessful projectionsThere is a growing number of hours per day when electricity supply is intentionally reduced, negatively affecting the economy in various ways. The projected or estimated demand for electricity from 2015 to 2030 can be found here: [Consumption details]. It is urgent to increase electricity production to prevent further burden caused by a decrease in the gap between electricity demand and supply during peak hours.

In their research paper titled "A survey of the relationships between compensation bundle, work motive and occupation satisfaction," Jacques Igalens & Patrice Roussel propose a theoretical model based on anticipation and disagreement theories. This model helps us understand how complete compensation given to employees can impact their work motivation and job satisfaction. The study involved two groups of employees: 269 relieved employees and 297 non-relieved employees, aiming to identify differences in their perceptions of total compensation, work motivation, and job satisfaction. To assess the connections between total compensation, work motivation, and job satisfaction, a structural equations model with LISREL VII was utilized. Additionally, the researchers explored how compensation effectiveness in traditional employment models in France affected work motivation and

job satisfaction.The study's main findings indicate that personalized compensation for exempt employees can serve as a motivator in certain situations, while comprehensive incentive plans have a positive impact on employee feedback. The theoretical model used in the study explores the relationships between total compensation, work motivation, and job satisfaction. Overall, this research underscores the importance of understanding how compensation influences employee motivation and job satisfaction in different contexts. Flexible wages for taxable employees do not incentivize or enhance job satisfaction, and incentives for both exempt and taxable employees also fail to motivate or increase job satisfaction. The accompanying figure provides a visual representation of the relationship between these two models.

This study presents three possibilities in different sequences: firstly, it highlights the significance of comprehending the correlation between wage satisfaction and work motivation; Greenberg (1987) and Kanfer (1992) propose that an integrated motivational model can be used to observe the connection between organizational justice and work motivation. Additionally, Mitchell (1997) suggests that organizational culture is one contextual variable that can be analyzed to categorize the focus population. Lastly, this article's third point focuses on cross-cultural research examining how perceptual variables impact motivation and satisfaction development.This article discusses the differences between this approach and mechanisms that involve employees from different countries. In their paper titled "Motivation Crowding Theory," Bruno S. Frey and Reto Jegen explore the concept of motive herding and its impact on intrinsic motivation when financial incentives or penalties are used. The research delves into the important topic of crowding-out and crowding-in effects, which has sparked conversations among economists. It employs various types of studies, including conditional indicators, laboratory studies conducted by psychologists and economists,

as well as econometric field research. The paper suggests that the economy and society are influenced differently by various countries and time periods. The occurrence of herding is considered to have a significant effect on outdated pricing in certain situations. While economists generally agree at a theoretical level that external interventions can crowd out intrinsic motivation in different circumstances, there is also skepticism among scholars. Empirical evidence obtained from a survey supports the presence of both crowding-out and crowding-in effects, which cannot be solely justified based on their significance.This conclusion is reached based on a range of evidence from various sources, including observations conducted by psychologists and economists in laboratory settings, as well as field verification carried out by society and the economy itself. The text discusses multiple examples and studies, such as children's learning behavior, parents' willingness to travel for medications, rewards for completing tasks, replication of work environments, trust issues in agreements, managers' responses to different administrations, provision of calculated jobs or positions, reviews of daycare schedules, on-time flight performance in the airline industry, and recognition of nuclear waste sources. Empirical evidence from numerous countries and time periods supports the universally observed phenomenon known as herding effects. However, it is not always clear what consequences result from choosing one option over another. Theoretical analysis and empirical applications aim to categorize factors that influence crowding-out and crowding-in results under regulated conditions. In North America, organizations make use of tangible incentives outlined in Scott A. Jeffrey and Victoria Shaffer's research paper "The Motivational Properties of Tangible Incentives." These incentives are physical items given based on performance instead of cash. Mary Kay Cosmetics providing pink Cadillacs

to top sales agents serves as an example reward using tangible incentives. The prevalence of these incentives within organizations is not widely known.
According to a study conducted by an industry, 78% of organizations provide tangible incentives for their sales forces, while 67% offer similar incentives for non-sales employees. In April 2006, Tim Houlihan's survey estimated that approximately US $1 billion was spent on tangible incentives in 2004, with an expected annual growth rate of about 7%. However, despite the significant investment in these incentives, little research has been done on what makes them motivating for employees. It is important to note that non-monetary tangible incentives are considered extrinsic because they depend on performance and are provided by someone other than the individual. This paper aims to explore the characteristics of tangible benefits and why employees find them motivating using psychological concepts such as justification, social support, autonomy, and evaluation. The goal is to evaluate how these factors impact the motivational aspect of tangible benefits while excluding intrinsic benefits and their outcomes associated with extrinsic benefits. The article emphasizes the significance of the $1 billion spent on tangible benefits in relation to overall employee benefits. Although this amount may seem small, it is still a considerable sum of money that warrants attention due to the lack of research in this area. Furthermore, some theories discussed here may be applicable to organizations that do not fully utilize this type of incentive.The article examines how companies are investing money in incentives without sufficient knowledge to support these decisions. It investigates the effectiveness of tangible incentives, such as cash incentives, and explores psychological mechanisms like justifiability, social support, and

separability that explain their motivational aspect. However, there is no suggestion that cash incentives should be replaced with tangibles. Research in this field can determine the optimal timing for implementing incentives, identify employees who would benefit most from them, and provide guidance on applying incentive strategies.

The text also mentions the potential advantages of using "Entire Reward" as a strategic tool to motivate and enhance workforce performance. The usefulness of "Entire Reward" in stimulating staff and its impact on performance are evaluated in Charlotte Clark's paper referenced here. Hiles (2009) considers "Entire Reward" a significant breakthrough similar to healthcare plans in compensation and benefits.

Furthermore, this text discusses Herzberg's two-factor theory which classifies factors into tangible (hygiene) and intangible (motivators) types. Tangible factors include pay, benefits, learning and development opportunities, and work environment. These hygiene factors prevent job dissatisfaction while motivators influence satisfaction.Employees who receive the "Entire Reward" experience increased contentment as they receive both hygiene factors and motivators. A survey titled "Impact of Reward and Recognition on Job Satisfaction and Motivation" conducted by Rizwan Qaiser Danish and Ali Usman emphasizes the significant role of human resources in an organization's financial context. Retaining skilled staff is crucial for overall performance as motivated employees contribute to a competitive advantage and increased profitability. The survey aims to explore key motivating factors such as wages, recognition, and job satisfaction across different sectors. Findings offer a comprehensive industry consensus representation.Statistical analysis reveals a meaningful correlation between work motivation aspects and satisfaction with wages and recognition playing a significant role in employee motivation. Furthermore, the survey addresses implications for decision-makers and human resource policymakers concerning effective motivational factors. Its main objective is

to determine how wages and recognition impact employee motivation and job satisfaction.The research findings uncovered a lack of appreciation from supervisors in Pakistan's model.However, this issue can be resolved by higher-ups displaying concern for employees' family matters and involving them in decision-making processes.In addition, consistent salary increases, allowances, bonuses, and other benefits are essential for maintaining high morale and motivation levels within an organization. This study highlights the importance of the motivational process and fostering relationships between employers and employees.

When it comes to Human Resource management at WAPDA, key areas include hiring, promotion, disciplinary actions, training, complaint handling processes. It is also crucial to ensure that HR personnel are competent and accurate job descriptions are provided.

The accessed maps followed WAPDA policies to ensure the employment of qualified staff responsible for managing finances received from donor bureaus. The review of Human Resources Management indicates that overall systems are established and the internal control system is effective.

Furthermore, WAPDA currently implements various human resource Policies and Procedure Manuals such as the Pakistan WAPDA service of Electrical Rules 1965, the Pakistan WAPDA Common Cadre Administrative Posts Service Rules 1965, and the WAPDA Manuals of General regulations. These regulations have been compiled by the Directorate of Rules (Services and General Administration) at WAPDA incorporating all authority instructions until December 31st, 2008.

It is important to note that all WAPDA employees strictly adhere to these regulations regardless of their service or subject as they are still in effect.The organizational structure of WAPDA is divided into three sectors/wings, each with subdivisions. The highest position in the organization is held by the Chairman, who has a BPS (Basic Pay Scale) of 21. At the

same rank as the Chairman is the Secretary Power, who does not interact with other employees but serves as the representative/spokesperson for the government within WAPDA. Below the Secretary Power are three Members/Senior GMs representing different wings - H2O, power, and finance - along with two PSOs and a Managing Director of Administration.

The Members/Senior GMs have a BPS rank of 21, while the PSOs have a BPS rank of 18 and the Managing Director of Administration has a BPS rank of 19. Under the Member Power are five General Managers (BPS 20) in various sections: Finance, Hydel, Training, Principal (WSC) IBD, and Principal (WEA) FSD. Under the Member Water are fourteen General Managers (BPS 20) in different sections. The Member Finance has authority over five ranks including one BPS 20 rank, two BPS 19 ranks, and two BPS 17 ranks. The Managing Director of Administration (BPS 20) supervises two officers with a BPS 19 rank.

Further details about WAPDA's organizational structure can be found in the provided chart. The table below presents

in different categories within WAPDA's Power Wing and Water Wing including sanctioned,, re-employed,, deputation daily wages,,and total strength.The table provided displays the number of vacant officer and staff positions in the Power Wing and Water Wing. In the Power Wing, there are a total of 5721 employees, consisting of 483 officers and 5238 staff members. Out of these employees, 4401 are regular, with 312 officers and 4089 staff members. There is only one officer and one staff member who have been re-employed, bringing the total to two for this category. Additionally, there are 83 contract-based officers and 312 contract-based staff

members, totaling to 395 employees in this category. There are no individuals on deputation or daily wages for both officers and staff.

In the Water Wing, there is a total of 18403 employees comprising of 2413 officers and15990 staff members. Among them, there are1665 regular officers along with11430 regular staff members making it a sum totalof13095 entire regular team.In addition to this ,there are seven re-employed officers ,eleven re-employedstaffmembers which makes it eighteenemployees in entirety.There also exists150contract basedofficersand1475contract basedstaffmembersmaking1625peoplein entirety.Thereareeightdeputatedofficersandeightdeputatedstaffmemberswhich bringsittoasumtotalofsixteen individualson deputation .There is only one person serving on daily wages amongtheentire staff; however,no such case exists for military officer positions.

Currently,wewitness583vacantmilitaryofficerpositions in WAPDA's Common Services.Outofthese vacancies ,2471staffbelongtoRegularcategorywhile3054fallundervarious other categories including Re-Employed ,Contract , Deputation,and Daily Wages.Furthermore,the military offcers consists of1373previously employedofficerswho currently hold regular positions.Additionally,onemay note that970military offciershavebeenreemployedafter leaving their previous military posts.Finally,there arefourmilitaryofficerson contract basis with no individuals serving on deputation.The total number of officer vacancies in WAPDA is 353. In the staff category, there are sanctioned positions for a total of 8471 staff members. Out of this number, 5604 employees have regular appointments and nine individuals have been rehired. Additionally, there have been conventional hirings through contracting processes or tendering based on established rules. These staff members are appointed according to their job descriptions and corresponding salary packages.

In the deputed category, there are currently 518 employees from different departments working in WAPDA who were specifically hired for this purpose.

Considering all employees within WAPDA's jurisdiction including both military officers and staff members combined, there is a grand total of 9844 sanctioned positions. This includes regular employments (6574), rehired members (13), and contract-based hirings (990) carried out by different contractors adhering to the tendering process

set forth by WAPDA.

It should be noted that out of the total sanctioned posts in WAPDA which amounts to 8106 posts, there are currently 1738 vacant positions that need to be filled.

In 2012, WAPDA's Common Services conducted a pre-award survey to assess their staff.The survey conducted on staff employed by WAPDA revealed that there were different categories and grades of employees. These included sanctioned regular employees, re-employed personnel, contract workers, deputation staff, and daily wage workers. Specifically, there were 557 regular military officers, 383 regular civilian officers, and 2 rehired military officers. Additionally, there were 25 military officers working on a contract basis with WAPDA. There were no reported deputation staff from other institutions or organizations in this survey.

The total number of authorized positions for all categories and grades was found to be 2281 vacancies. This includes both permanent employees as well as workers hired on contracts that may be renewable or terminated based on their job description. Furthermore, the survey indicated that there were also 37 daily wage staff members employed by WAPDA.

Overall, the organization had a total of 2838 authorized seats and positions. Out of these positions, currently 2120 are regularly employed staff members with some exceptions being either reemployed personnel or contract-based workers serving on deputation duty. The number of vacant positions within WAPDA was reported to be at 434.

To summarize the data regarding the total number of employees in various wings within WAPDA in the year 2012: Management (Chairman And Secretary Power) - Strength:2 Members Senior GM - Strength:4