Finale Project

Comparison of Recruitment & Selection Practice of Z-Jans

Pharmaceuticals Pvt. Ltd. and Ferro Pharma Pvt Ltd, Peshawar

A REPORT

SUBMITTED TO THE DEPARTMENT OF MANAGEMENT SCIENCE,

VIRTUAL UNIVERSITY OF PAKISTAN

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF

MASTER IN BUSINESS ADMINISTRATION

Submitted By

MC110202190

ZABIH ULLAH

Department of Management Science,

Virtual University of Pakistan

 Acknowledgement
It is worth mentioning to thanks all those who extended their significant support and help, which
contributed in the successfully completion of this work. The first person is my instructor who
guided me in each and every step in the right direction. I would also like to thanks my younger
who generously shared his MBA‟s knowledge with me.
 Abstract
This report is about the recruitment and selection practice of the two organizations. Both the
organizations are from pharmaceutical industry. There are about 600 pharmaceutical companies in
Pakistan. Those which are counted as multinational companies have their HR in good managerial
practices, but as far as the local pharmaceutical industry is concerned, HR departments are not
given due importance. Thus they are missing concepts like good recruitment and selection,
employees training and development, performance appraisal system, and accordingly rewarding
and compensating employees, which are essential for today‟s organizational development and
growth. Pakistani pharmaceutical industry also has very good chance of future growth, which
could ultimately contribute to oval economic development.

The purpose of report is to study the recruitment and selection practices of the given two
organizations. After having been thoroughly studied the prevailed practice, a comparison is made
of these two organizations, and then suggestions for improvement have been made. For the data
collection, questionnaire is chosen, that was administered on both the organization‟s employees,
and the collected data has been statistically analyzed to make a comparison. The results of this
comparison have then been evaluated and suggestion for improvements has been made.

The study revealed that these two organizations are not giving due importance and value to the HR
practices, but as the focus of this study was only recruitment and selection, only this practice has
been analyzed, which is also found need improvement. Most of these local pharmaceutical
companies in Peshawar, are mainly focusing on the production and marketing of their products,
but failing to inculcate the fact that these goals can be achieved only if there is competent human
resource force. It has also been noticed most of these companies are personally owned, and the
owner are mostly concentrated with the financial benefits. This assumption has them to cut those
costs which they feel not contributing to their financial benefits. Now the value and importance of
HR practices is not recognized by these owners, hence think HR department as not of much
importance and considers it‟s spending as unnecessary costs.

The various steps involved in the recruitment and selection process like, HR forecasting of future
vacancies, advertisement of jobs, different methods of recruitment, screening process, selection
tests, interview, and different criterion for selection etc. have been found to be improved.

The study has recommended made recommendations at two levels. First at the organizational
level, and secondly, specific to the topic, i.e. in the recruitment and selection practice. Suggestion
at the organizational level has been made for the purpose because with these change, having a
good recruitment and selection will be very difficult. Like if they really want to have good
recruitment and selection, some authority, the will to take initiative must be delegated / given.
Similarly stressed has been laid down on the due role of HR to be played with its core
responsibilities.
 Table of Contents
Table of Contents ............................................................................................................................................ 5
Chapter 1: ........................................................................................................................................................ 1
1.1 Introduction of the Project: ............................................................................................................. 1
1.2 Background: .................................................................................................................................... 2
1.3 Introduction of the Organizations: .................................................................................................. 2
1.4 Objectives: ...................................................................................................................................... 3
1.4 Significance:.......................................................................................................................................... 3
Chapter No 2: Literature Review .................................................................................................................... 5
2. Literature Review ................................................................................................................................ 5
Chapter No 3: Research Methodology ............................................................................................................ 6
3.1 Data Collection Sources: ................................................................................................................. 6
3.2 Data Collection Tools/Instruments: ................................................................................................ 6
3.3 Subjects / Participants: .................................................................................................................... 6
3.4 Data Processing, Analysis Techniques and Interpretation: ............................................................. 6
Chapter No 4: Data Analysis ............................................................................................................................ 7
4.1 Summary ............................................................................................................................................. 12
Chapter No 5: Conclusion, Recommendations & Limitations ...................................................................... 15
5.1 Conclusion ........................................................................................................................................ 15
5.2 Recommendations ............................................................................................................................. 15
5.3 Limitations ........................................................................................................................................ 17
References: .................................................................................................................................................... 18
Appendix/Appendixes ................................................................................................................................... 19
 List of Illustrations

Figure 1: Responses of Z-Jans pharmaceutical ............................................................................................... 8

Figure 2: Fedro Pharma ................................................................................................................................. 10

Figure 3: Comparison of Z-Jans & Fedro ....................................................................................................... 12

 Chapter 1:
1.1 Introduction of the Project:

All organizations need resources to meet their objective and goals. Individuals are one of the basic
and most important resources, along with other physical and financial resources. That‟s why
Human Resource Management department carries equal weight to other department of the
organization. From identification of the need for human resources to onboarding, training &
developing and accordingly compensating human resource are the key tasks of Human Resource
Department. A proper system to acquire, maintain and utilize this resource is essential for
organization. For this purpose organizations do hiring to acquire this resource. They keep adequate
human resource to fulfill their organizational requirements. Having competent and adequate
workforce enables organization to meet its goals and objectives. To onboard this workforce,
organizations adopts certain hiring procedures which is one of the key HR practice called as
„Recruitment & Selection‟.

This project is titled as “Comparison of Recruitment & Selection Practice of Z-Jans

Pharmaceuticals Pvt. Ltd. and Ferro Pharma Pvt Ltd Peshawar”. Z-Jans Pharmaceutical is a
medicine manufacturing and production company situated in Industrial estate, Peshawar, having
about 120 employees. Similar is the case with Fedro Pharma, having about 100 employees. Both
the organizations are from pharmaceutical industry. This work will study, analyzed and evaluate
the Recruitment and Selection practices in the above mentioned organizations.

Currently Pakistani pharmaceutical companies have employed about 100,000 people.

Pharmaceutical industry grows with satisfactory pace and can contribute to a good extent to the
overall economic development. So a healthy recruitment and selection worth‟s to be in practice,
for which this work will provide a base. As the main focus will be only on the Recruitment &
election practice of the above two organization, it would reflect and suggest for good practices in
these two organization in particular and overall pharmaceutical industry in general. Huselid
(1995), also mentioned that the inflow of best quality of skill set contribute a lot to the skills
inventory of the organization, so he stressed for adopting the best practices in the recruitment and
selections practice.

Pollitt and Bouckaert (2004) identified that although different countries requires different reforms,
but those found common in most of the countries include changes in the recruitment system, use
performance-related pay (PRP), individualization of employment contract/ performance contracts,
and promotion based on merit. From the above references it is obvious that there is need for

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improvement. Resultantly the prevailed practices need to be studied, compared for the purpose to
be improved.

1.2 Background:

Currently, about Six Hundred (600) pharmaceutical companies are being operated in Pakistan and
employed about 100,000 people with a market size of US$ 1.64 billion. It is also worth noted that
Pakistani pharmaceutical companies are recruiting both professionally educated and qualified
people as well as some simply literate people. It includes medicine professionals like pharmacists
to marketing professionals and sales people. The organization under-study are Z-Jans
pharmaceuticals (Pvt) Ltd, and Ferro Pharma (Pvt) Ltd, both situated in industrial estate,
Hayatabad, Peshawar.

A common phenomenon about the pharmaceutical industry in Pakistan, apart from multinational
pharmaceutical companies being operated in Pakistan, is that most of the companies are owned by
single owner which is only profit centered. This make the owner concern only about the profit,
which means that the main focus is paid on the production and marketing, without taking into
account the formal HR structure and practices while staffing their organization, thus lacking to
adopt proper recruitment and selection procedure.

Another fact which was noted during the work is that except multinational companies and a few
Pakistani companies, most of the local companies don‟t have formal HR Department. Staffing is
done either by the owner or by the concerned department manager, while an HR officer has just to
assist them. Because of the absence of HR department, Organizational Development, Employees
training and bringing in the exactly required people like concepts are unknown to these
companies.

It is beyond any doubt that recruitment and selection plays vital role in bringing good talent to the
organization, and HR authors have laid stress on it, but as far as Pakistani pharmaceutical
industry‟s recruitment and selection is concerned, the area lacks in its literature, and specific to
this topic, research work has not been carried out.

1.3 Introduction of the Organizations:

As stated earlier, Z-Jans Pharmaceutical is a medicine manufacturing and production company

situated in Industrial estate, Peshawar, having about 120 employees. It is owned by a single owner
and under the Managing Director, Marketing, Production, Quality Control, and Accounts
departments work. Similar is the case with Fedro Pharma, having about 100 employees. Both the
organizations are from pharmaceutical industry.
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The compiling reason behind undertaking this project was the fact that Pharmaceutical Industry
has great potential to contribute to a large extent in the economic development. So the area of
Human Resource as well, like marketing, and production sides, needs to be studied and improved.
This work will help realize the owner of small pharmaceutical companies to formally structure
their organizations and to equip their companies with contemporary working environment and
practices.

Another reason I choose these organizations, is the easy, less expensive and timely access to these
organizations, because I am being studying as well as doing job, lakes resource.

This study is intended to collect the ground realities being practiced in the Recruitment &
Selection process of both the organizations and will reflect a contemporary view of this practice in
both the organizations. So it can provide references to future work related to the topic.

1.4 Objectives:

The main purpose of the work is to bring improve the prevailed system of these organizations.
Objective of the study are listed below:

1. To study the Recruitment & Selection practice of Z-Jans Pharmaceuticals and Fedro
Pharma.
2. To compare the Recruitment & Selection practice of these two organizations.
3. To give suggestion for improving the current Recruitment & Selection practice of these
two organizations.

The above objective are assessed at the end in the finding and recommendations sections/

1.4 Significance:

Human are the most crucial resource for an organization, and selecting the right person for a job is
critical as well as essential. Literature has also revealed that in Pakistan the overall focus on
Human Resource Development is insufficient Abbasi, M.U, Sohail, M. Cheema, F.A, Syed, N.A.
(2010). and because of high unemployment, these small private sector organizations don‟t feel that
there is need for formal HR practices. So this work which could help shift this old paradigm
signifies its worth.

As Pakistani pharmaceutical industry is growing with significant pace from the last few years, it
needs to have in practice the best possible practices of recruitment and selection; one for the
purpose to keep the same growing pace by recruiting the suitable human resource, and secondly,

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looking to the future, adopt to the contemporary HR practices. This means that, as there are great
chances for pharmaceutical companies in the future to have successful business, that‟s why
already, equipped with the best HR practices, will lead them to perform better. Where there will be
best Recruitment and Selection practice, potential employees will be evaluated according to the
exact requirements of the job, and this will also lead to better performance.

Comparing the Recruitment & Selection process of the organizations, analyzing the results, and
sharing the findings with the management of both the organizations, and the management has
really inculcated some vital and recommended HR practices into both the organizations, and has
stressed the necessities to implement and incorporate these practices.

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 Chapter No 2: Literature Review
2. Literature Review

Bratton (2001), while pointing to Recruitment and Selection practice says, staffing the
organization means to find those people who possess the appropriate skills, abilities, knowledge
and experience. Knowing and analyzing the vacant positions to be filled and how to be filled are
the major activities of employment planning process (Dessler, 2002). Announcing vacancy,
generating pool of applicants, assessing these applicants and at the end making a decision for the
selection out of these applicants are the key phases of recruitment and selection process
(Beardwell and Claydon, 2007).

Analyzing pharmaceutical industry as a whole, Jacobs et al (1995) and Nancy (1997) argued that,
these companies spend millions of pounds, to very carefully recruit & select human resource,
though they also added that the questions of outcome yet to be answered. Recruitment and
selection involve attracting people to be employed, where compensation plays a very important
role as a tool to attract people (Zobal, 1998; Chiu et al., 2002; Moncarz et al., 2009). This
indicates that those organizations which have high wage system have better chances to attract and
recruit better people. While emphasizing to minimize expenditure and conserve time (Atif A,
Rehman K, Rehman I, Khan, M.A, Humayoun, A.A, (2011), pointed out that employee get
socialized with and become accustomed with the organizational environment. If there is greater
employee turnover, it will cost higher for recruitment and selection. On the other hand it is also
time consuming to recruit new staff and get accustomed with the prevailed organizational
environment and culture. This very fact is further highlighted by Holland et al., (2007), identified
that organizations have two choices in such matters, whether to hire new employees, train them
and make them accustomed to the working conditions and the environment of the firm, or they can
retain their existing employees. The above notion; despite reflecting that it is better to retain
employees than new hiring, also suggest that recruitment and selection should be based on
properly evaluating the required skills, knowledge and behavioral aspect in shortlisted candidates.

Turban et al and Dowling (1998) pointed out that most of the applicants are attracted by the image
and reputation of the company to get employment in that company. Lemmink (2003) also
discussed this point that candidates have perceptions about companies, and their intentions are
greatly influenced by that perception to go for employment in that particular company.

Proper recruitment and selection is very important to not only gain profit but also to get
competitive advantage in the industry (Boxall and Steeneveld, 1999). Similarly an organization
vision, strategies and HR planning provide bases for the recruitment.

An organization will hire either from its internal sources or external sources that depends on the
need of human resource and the objectives of the organization. (Ofori & Aryeetey, 2011).

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 Chapter No 3: Research Methodology
3.1 Data Collection Sources:
All most all of the data was collected through primary sources. This primary data was collected
through questionnaire.

3.2 Data Collection Tools/Instruments:

The data was collected through questionnaire. Though almost all the data required for analytical
purpose was collected through questionnaire, still at the time of administering questionnaire, some
discussions were held with the senior management in the form of interviews. The main reason for
questionnaire was to ask same questions from both the organizations to study and compare their
recruitment and selection.

3.3 Subjects / Participants:

The target population is the employees of afore mentioned organizations. Employees from
assistant to department‟s managers were included. Any ambiguity at the time of filling
questionnaire seen was clarified on the spot as the questionnaires were personally administered at
lower level staff.

A total of 60 questionnaires were distributed, and the response rate was 85% good enough to go
for analysis. Purposive sampling technique of non-probability sampling was used. The reason for
this was to lay down a criterion, and that criterion was to include those staff members who
actually know recruitment and selection. This was adopted because; it was observed that 25%-
30% staff was uneducated and their understanding to the questions was not sufficient. Later on
convenience sampling was also used after meeting the first criteria.

3.4 Data Processing, Analysis Techniques and Interpretation:

The data collected through questionnaires was converted to soft form by data entry into computer
system. The data was process through Computer program MS Excel. For comparison purposes
percentages has been used.

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 Chapter No 4: Data Analysis

Both the organization‟s data was entered into MS Excel in such manner that each column shows variable
and each row show responses regarding to that variable. Numeric values are assigned to each response
category i.e. 1= (Strongly Disagree), 2= (Disagree), 3= (Not agree, not disagree), 4= (Agree), 5= (Strongly
Agree). After that the numeric values for two response categories i.e. (Agree) & (Strongly Agree) are
counted and then summed up to get total figures of the agree side. This is done separately for each
organization. Up to this point we can get to know a lot about the recruitment and selection practice of these
two organizations. The following figure illustrates both in tabular and diagrammatic form, about the
recruitment and selection practice of Z-Jans Pharmaceutical.

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Figure 1: Responses of Z-Jans pharmaceutical

The above illustration of Z-Jans shows that predicting their human resource needs, is not
very much active. Similarely almost half of their staff believes that their company are not
always advertising the positions in the newspapaer and specialy they are not palaced online.

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Position objectives, requirements and candidates specifications are the things that can be
observed in the advertised positions. It is being observed in the above illustration that both
the source i.e internal and external are used, though some staff was not much sure about this.
The practice of job fairs is almost equal to nill. As far as recruiting from college to fill
executive positions, high ratio of employees don‟t agree with this assumption. They believe
that executive level position are filled with those who have enough experience and are not
taken from fresh greduates. Though a high ratio of employees are satisfied from their HR,
but still their HR found lacking in the pre-screening process. This is a positive sign towards
good recruitment and selection that candidates are personally interviewed in Z-Jans
Pharamceuticals. Recruitment and selection is believed to be scientific and rigorous because
they think their line as well as HR Managers both participate in the recruitment and election,
as obvious from the above illustration. 100% of the staff believe that they have come
through standardized tests and also all the empoyees believe that their organization beings in
the competent people.

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 Now lets take a look of Fedro Pharma that how are the responses.

Figure 2: Ferro Pharma

There is no HR forcasting, whereas advertisement of the postions is concerned, almost half

of the staff think that their organization does not post vacant position in the newspapers, and
same is the case with posting the jobs on company‟s website. Out of 25, only 10 agrees that
their organization clearly defines jobs objectives, requirements and candidate‟s
specification, this also supports that jobs are not advertised in the newspapers or on website.
Providing adequate pool of candidates, and using internal as well external sources is
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however believed to be true, but still a good number of respondents remaind silent to
respond this question as their answer was niether agree and disagree. Fedreo Pharma never
goes for job fairs. College graduates are not hire to fill executive level positions, as they
required experienced people of the field. Only 7 out of 25 agree that their HR act as
consultant in the pre-screening process. However a good percantage agrees that candidates
are personally interviewed. The percentage of respondents the recruitment and selection is
scientific and regorous is 50-50. Most of the interviews are carried out only by the line
manager, while HR manager does not take part in the interviewing, as the responses shows.
Another important point noted in Fedro‟s recruitment and selection practice is that test
which is an important part, are not believed to be conducted. Overall they think that people
with required skill and knowlede are recruited.

For comparing the recruitment and selection pratice of Z-Jans and Fedro, now let take
percentage of those respondents who either agree or strongly agrees to certain questions.
This will reveal that how many are on the agree side and how many are on the disagree side.
This is illustrated both in tabular and graphical form. See below illustration.

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Figure 3: Comparison of Z-Jans & Ferro

If we make a comparision between the two organizations, it is obvious, as show in the above
illustration, that recruitment and selection of Z-Jans pharmaceutical is better than Fedro‟s. If
we take an average of the figures of Z-Jans and Fedro the figure are:

Z-Jans Pharmaceuticals = 64

Fedro Pharma = 37

4.1 Summary

The recruitment and selection practice of both the organizations are studied carefully, and it
was found that both the organizations lacks in good recruitment and selections practices.
The main finding is that both the organizations lack formal HR structure and hierarchy. HR
is not taken as a full fledge department responsible for recruitment and selection, employees

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training and development, their compensation and employees performance is not appraised.
This has led HR concern officer to play a role only to help/assist in filling a vacant position
in a reactive manner.

Both the organization don‟t predict their future human resource needs. Advertising vacant
positions in well know newspapers or either publishing on their company‟s website which
could beome a base for generating enough quality applicant‟s are followed to a very less
extent. Z-Jan‟s figure about clearly stating the job objective, requirements and candidates
specifications is good enough, but Fedro‟s figure is disapointing. The practice of taking part
in job fairs is obviously not followed in both the organizations. Z-jan‟s figure show that to a
little extent they rarely hire fresh college greduates, while Fedro seems to be not involved in
such recruitment. Normaly both the organization‟s HR don‟t take lead in the pre-screening
process. A good thing about the recruitment and selection of both the organizations is found
and that is they atleast interfiew applicants personally. Z-Jans seems to have their
recruitment and selection scientific and regrous to an acceptable figure, but Fedro lack in
this quality, and that is reflected in the responses of Fedro‟s employees. Z-Jan‟s HR
official(s) also take part and let the line manager as well to take part in the selection process,
but here again, Fedro‟s figure is not satisfactory. Conducting written test are very important
step in the process of selection, and Z-Jans seems to have good adherence to this practics,
while Fedro most employees seems to have come through without been undergone through
written test. Z-Jans seems in the fashion of giving due consideration to required knowledge,
skills and attitude of applicants, while staffing their organization, while in Fedro a 1/3 of the
staff does not agree to this phenomen.

The objectives of this project were to study, compare and suggest improvements in the
recruitment and selection practics of the organizations under-research. The results are quite
consistant to the objectives of this work. The recruitment and selection system of both the
organizations is studiesd throgh a questionnaire in which questions related to forecasting of
jobs, advertisement of job , different methods of recruitment , screening process, how
interviews are conducted, what criteria for selection is used, and selection tests are asked.
Getting responses to these questions provide enogh data to study their prevailed recruitment
and selection practic.

After studying, a comparision is made between the recruitment and selection of both the
organizations. Comparision is made using summestion of percentages. Responses to the
correspounding questions in 5 categoris are count and summed up. After couting responses
on the agree side their percentage is taken in respect to the total respondents, this lead to the
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figure that how much out of a totla agree / stongly agree to a certain question. This
comparision clearly reflects that which organization figure is higher than the other one. In
our case Z-Jan‟s figures are better than Fedro. Though both the organizations needs their
reqruitment and selection practic to be improved, but the comparision show for Z-jans a
higher figure.

Comparision lead to figure out the deficiencies, and after identification of deficiencies,
remedies can can be suggested. This is obvious from the study and comparision, that both
the organizations needs to improve their current recruitment and selection system. A detailed
discussion on suggestions for improvements is given in the recommendation section.

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 Chapter No 5: Conclusion, Recommendations & Limitations

5.1 Conclusion

The study has revealed that the recruitment and selection practic followed in these two
organizations need significant improvement. HR department can perform all of its related
functions in a better way when there is a proper environment and the higher management
recongnaized the necessisty and support the incorporation of these functions. Unfortunaltly
lake of modren business and managerial skills, that are a pre-requisit of organizational
development, are being lacking in these two organizations. The following list depects the
conclusion / findings:

 HR departments are not formaly structured. There is a single HR officer who just
assist in recruiting when another department manager, or the owner feel so.
 The main focus of these organization are on production, and marketing, without
giving due attention to HR practices.
 HR forecasting and identifying future needs for human resource, is not even exist.
 Because either of the lack of will or authority, almost half of the positions are not
advertised / published, thus following an informal way of recruiting.
 HR not taking the screeing process on its own, rather most of the applicants are
referred by other staff members.
 The interviews conducted in an informal way, though it is conducted personally but
no or less involvement of HR personnal cause lack of interviewing skills in the
process.
 Abscience of standarized and valid test in the selection process, hampered the way
to scientific and regorous recruitment and selection.
 Because of absence of strategic management and organizational development like
concepts, HR role is not valued, and is considered as unnecessary addetional cost.
 Importance of recruiting candidates with required qualification and experience, thus
matching competencies with the requirements is not valued.

5.2 Recommendations

For improving the current recruitment and selection, some specific suggestion are given, but
for enabling HR to perform well, some strategic changes on the organizational level have

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also been given at the start. Both the organizations are recommended the following points:

Strategic and Organizational level recommendations:

 HRM should be given due importance and the importance of its scope of work
should be valued.
 HR concern personal i.e. manager or office should be delegated due authority so as
to make him/her responsible to perform all HR related tasks / functions.
 The scope of work of HR department must be clarified to all the departments.
 A standardized performance appraisal system should be established for the purpose
of ensure proper recruitment and selection, as there is an interrelationship between
these two HR functions.

Specific to recruitment and selection recommendations:

 Vacant position must be advertised in a well know daily newspaper or any other
media as deemed appropriate so as to ensure attracting sufficient and quality
applicants. This could ensure the selection of a more suitable candidate for the
position.
 During the recruitment process, HR must do job analysis for the purpose to identify
objective, requirements of the job and candidates specifications.
 HR must play its leading role from forecasting to final selection and job
confirmation, which will let the whole recruitment and selection process to under the
supervision of a specialized department.
 During the interview along with line manager, HR manager must be present, because
HR personal being; professional and have more knowledge about the candidate,
which is acquired before, during and after the screening process, having more
interviewing skills, and having more knowledge about the attitudes and behaviors,
can evaluate better the applicants.
 A very scientific and standardized step by step selection, observing all the
precautionary measures, should be adopted. The will ensure onboarding the right
personnel.
 In the case of Ferro Pharma, keeping in view the nature of the job, if required, a
standardized test must be conducted.

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 5.3 Limitations

As far as the limitations of this project are concerned, much of the work was done easily,
except the following two impediments.

a) Accessing to the required participants, gathering them around was a bit tricky task.
As both the organizations remain busy in their daily operation, especially managers,
so taking their time was a bit challenging task, as I had to convince them.
b) Another factor which was related to the reluctance of the participants, making them
understand what actually the question asks, and then telling them to record your
choice in an environment of gathering was quite sensitive work, because this could
risk the quality of data collections. This obstacle was overcome by placing chairs in
such manner that no one could see what answer the other participant has chosen.

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References:
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Appendix/Appendixes

Questionnaire:

Figure 4: Questionnaires

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Data File(s):

Figure 5: Data File of Z-Jans

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Figure 6: Data File of Ferro

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Section II
a) Name: Zabih Ullah (mc110202190)
a. M.A Political Science, 2006, University of Peshawar
b. Norwegian Refugees Council
c. Distribution Assistant
d. 6 years

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