http://hdl.handle.net/123456789/10312 2026-10-17T03:42:08Z http://hdl.handle.net/123456789/21871 The Impact of Weak Top Management Policies on Employee Motivation and Organizational Performance: The Case of SOS Pakistan Pvt. Ltd Araam Azeem, 01-321251-041 This study discusses how weak policies by top management have impacted the motivation of the employees and organizational performance of SOS Pakistan. Unclear, inconsistent or improperly executed policies may cause confusion of roles, lack of morale, engagement, and efficiency in operations in different departments. The study focuses on the relationship between management policies and employee behavior as well as decision-making and the overall organizations performance. The method of qualitative phenomenology was used, data were gathered by semi-structured interviews and workplace observations, unstructured talks and document analysis, which included company policy, company memos, and company performance records. This method enabled the investigator to get the lived experiences of employees and an in-depth insight into the impact of weak policies on working day to day, motivation, and productivity. The results indicate that the lack of clarity of reporting lines, inadequate recognition, limited career growth opportunities, and poor leadership support have a detrimental effect on both the intrinsic and extrinsic motivation resulting in the increased absenteeism, elevated turnover, and decreased productivity. The project finds that by reinforcing management policies with effective communication, regular application, organized reward systems, and enabling leadership, employee motivation, coordination, and corporate performance can be enhanced in a great manner. These lessons provide useful advice to SOS Pakistan and other organizations that aim to increase their workforce engagement and drive the organization to long-term growth. Supervised by Ms. Maleeha Mansoor 2026-01-01T00:00:00Z http://hdl.handle.net/123456789/20120 Enhancing Employee Retention Strategies at Pakistan Telecommunication Company Limited (PTCL): An Analysis of HR Practices Muhammad Umar Shahid, 01-322232-019; Owais Ahmed Qureshi, 01-322232-037; Muhammad Taha Shamim, 01-322232-017 This research presents a focused quantitative analysis of employee turnover at Pakistan Telecommunication Company Limited (PTCL), a major player in Pakistan’s rapidly evolving telecom sector. Recognizing that employee retention is central to organizational performance and strategic growth, the research aims to identify the key drivers of staff turnover and assess the effectiveness of current retention strategies at PTCL. Using a descriptive research design, primary data were collected via structured questionnaires from a representative sample of 150 PTCL employees. The survey measured perceptions regarding promotion prospects, compensation, work-hour flexibility, supervisor support, and overall job satisfaction. Secondary data from PTCL’s annual reports and industry publications provided additional context, situating the findings within broader sectoral trends such as rising operational costs, technological innovation, and increased competition. Statistical analysis revealed that satisfaction with salary, opportunities for advancement, flexible work arrangements, and supportive supervision are significant predictors of employee retention at PTCL. While most employees report feeling valued and fairly compensated, a notable proportion still consider leaving the company highlighting the complex, multifaceted nature of turnover. Based on these insights, the study recommends targeted HR interventions, including market-aligned compensation packages, clearer communication about career progression, and structured training programs. These recommendations are designed to address immediate retention challenges and align PTCL’s human resource practices with its long-term strategic objectives, particularly its digital transformation and market expansion. In summary, this research provides actionable guidance for PTCL’s leadership, emphasizing the importance of data-driven HR strategies to build a stable, engaged, and high-performing workforce. By implementing these recommendations, PTCL can reduce turnover costs, strengthen its competitive position, and support sustainable growth in Pakistan’s digital economy. Keywords: Employee Retention, Turnover, PTCL, Quantitative Analysis, Human Resource Management, Compensation, Promotion, Flexible Working, Supervisor Support, Job Satisfaction, Telecom Sector, Pakistan, HR Interventions, Digital Transformation Supervised by Dr. Firdous Ahmed Shehri 2025-01-01T00:00:00Z http://hdl.handle.net/123456789/20119 Exploring the Connection between MBTI Personality Traits and Employee Retention in STech.AI Zainab Khan, 01-322232-034; Insha Fatima, 01-322232-039 There continues to be no shortage of concern over employee retention in the technology sector, as rapid innovation and competitive opportunity, can spur turnover at a staggering rate. For organizations across the board — especially those that operate in highly technical domain like STech.ai — losing out on skilled talent (especially when it comes to young, promising freshers who are a rich resource) is a vulnerable situation. This thesis seeks to find a relationship between MBTI (Myers-Briggs Type Indicator) personality types and the predictability of tenure patterns as well as to offer some predictive statistical information to human resource activities within STech.ai. To manage this study a standardized MBTI questionnaire was given to 18 employees across various roles to be taken through for analysis. Their results were cross referenced closely with demographic variables, including age, gender, role seniority, work location (remote/on site) and employment duration. Employees who displayed structured thinking and social interaction or had an ESTJ and ESFJ type, tended to stay much longer in the company (over three years). On the flip side, people under age 26 and working remotely have a much higher likelihood of INFP / INTP employee to leave within year one for unmet psychological needs such as creative autonomy, company values alignment or team connection (Myers & Briggs Foundation, 2023; Robinson, 2019). Accomplishments of this research are actionable insights for HR professionals who are interested in changing organizational culture in such a way that it better aligns with employee personality preferences and thus is more likely to lead to increased employee satisfaction, commitment and subsequent long term retention (Gunkel et al., 2016). Supervised by Ms. Madiha Ali 2025-01-01T00:00:00Z http://hdl.handle.net/123456789/20121 Optimizing Performance Excellence: Tailored Review Cycles for Engineers, Designers, QA and HR at Tekrowe Digital Muhammad Awais Saleem, 01-321241-009; Muhammad Bilal Aslam, 01-321241-028; Ameer Hamza Malik, 01-321241-004 This project focuses on the development, differentiation, and implementation of Key Performance Indicators (KPIs) for various departments within Tekrowe Digital, a technology and innovation agency committed to delivering high-quality digital solutions. The departments covered include Human Resources, User Interface (UI) and User Experience (UX), Software Engineering and Test Automation, and Quality Assurance. Prior to this initiative, Tekrowe lacked a standardized system to accurately track and measure departmental performance. Through the integration of customized KPIs into a Human Resource Information System (HRIS), the project aims to establish a structured performance measurement framework tailored to the unique functions of each department. The objective extends beyond mere performance tracking; it is about fostering a culture of continuous improvement, enhancing accountability, and ensuring that departmental efforts remain aligned with broader organizational goals. By implementing this KPI-driven system, the project contributes to Tekrowe Digital’s strategic growth and operational excellence. Supervised by Ms. Qurat Ul Ain Waqar 2025-01-01T00:00:00Z