ORGANIZATIONAL BEHAVIOR

TERM PROJECT

WORK FORCE DIVERSITY- A FORCE MULTIPLIER IN THE

ORGANIZATIONAL EFFICIENCY OF TELENOR PAKISTAN

Submitted To: - Mr.Muzzamal Aftab

Submitted By: - Rehan Firdous

Roll No: 1500118
MBA 15 (C)
Dated: 21 December 2010
2
 WORK FORCE DIVERSITY- A FORCE MULTIPIER IN THE
ORGANIZATIONAL EFFICIENCY OF TELENOR PAKISTAN

ABSTRACT
1. Purpose –This empirical paper has been developed to “identify the effects of
work force diversity on the over all efficiency of Telenor Pakistan” and planned
changes required at macro as well micro level to further improve the work environment
in the Organization to cater for the latest trends in the global prospective.
2. Design/methodology/approach – A combination of quantitative and qualitative
research methods was employed to gather information. Specifically, data were
collected from middle and lower level mangers dealing with the HR related aspects in
Telenor Pakistan. Descriptive data analysis is presented with respect to the effects of
the diversified work force.
3. Findings – This study provides significant current information on existing
working environments, which have been regarded as one of the best in Pakistan. The
findings reveal that a liberal, independent and most conducive work environment prevail
in the organization. However, infusion of latest trends can further improve the
existing situation.
4. Research limitations/implications – The study was limited to Head Offices of
Telenor Pakistan situated in Islamabad. A broader organizational sampling would better
reflect the national profile. Another limitation could stem from the procedure used in
data collection method (drop off and pick up). However, extreme measures were taken
to protect the identity of the respondents.
5. Practical implications – The study identified over all effects of employing a
diversified work force to improve the efficiency and work environments in the
Organization. Emphasizing that, the model could be adopted by other public as well as
private organizations to achieve excellent organizational performance. Furthermore,
the Government may create policies to promote the above practices, since, in the long
term, achieving organizational excellence will reflect positively on the over all economy
of the country. All these may be facilitated through proactive organizational and
national human resource development initiatives.
6. Originality/value – The significance of the present study stems from the fact
that very few studies have explored the impact of modern technologies and latest
trends in using diversified work force. The results provide additional insights into
latest trends the world over. The sphere of study has been neglected by management
researchers and has therefore been less researched. Also, the insights gained from
this study contribute to the future development of this line of research.
7. Keywords - Asia, Pakistan, Telenor Pakistan, Work force diversity,
Organizational Efficiency, Developing countries

3
INTRODUCTION
8. Today, at the beginning of the 21st century, the world is submerged in a wide
range of demographic trends called “Work Force Diversity”, which have the potential
to radically change the demographic, cultural and ethical mixture of the population in
many countries within just a few decades. Diversity refers to any perceived difference
among people: age, race, religion, functional specialty, profession, gender orientation,
geographic origin, and lifestyle. Top managers often say that their company's people
are its most important asset. In a tight job market and a global economy a company
that puts people first - regardless of their race, religion, gender, age, or physical
disability - wins.
9. Diversity management is ensuring that factors are in place to provide for and
encourage the continued development of a diverse workforce by melding these actual
and perceived differences among workers to achieve maximum productivity. Diversity
is more than being politically correct; it is about fostering a culture that values
individuals and their wide array of needs and contributions. A study by the Hudson
Institute for the U.S. Department of Labor found that 85% of the new entrants into
the workforce in the next decade will be women, minorities, and immigrants. If one
wants his business to be successful and competitive in the future, he will have to
utilize these human resources and participate in these diversity trends. It requires an
ever-increasing awareness of how people from different backgrounds deal with
authority, communication, overall business etiquette, and relate to their communities
of affiliation.
10. Telenor Pakistan-A wholly owned subsidiary of Telenor ASA, launched its
operations in March 2005. One of the leading telecom operators providing prepaid,
postpaid and value-added services to seven million customers, it is spread across the
country with a network of 15 company-owned sales and service centers, more than 200
franchisees and some 100,000 retail outlets selling subscriptions and refills. Telenor
Pakistan is keen to promote diversity and has achieved good results in this area.
Telenor has developed requirements for diversity in both recruitment and management
development programs. There is an appropriate blend of less seasoned and experienced
employees. No quota has been assigned; the best-fit candidate (according to the job
requirements) is employed. At the office level or call centers, even fresh graduates
are apt but the director level requires a masters degree and preferably some work
experience. Telenor Pakistan has a large proportion of females who are recruited for
internal leadership development programs and executive positions on the basis of past
performance. The organization is working on Day Care Centers to help female
employees manage their responsibilities after settling down. Relocation issues are
dealt cooperatively when female individuals move out of the city after marriage and
wish to continue working. They are relocated and facilitated in the new city. Work
force diversity has proved to be one of the key factors in the organizational efficiency
of the Organization.
4
RESEARCH METHODOLOGY
11. The Problem Statement. Effective utilization of the diversified work force
plays a significant role in enhancing the financial performance of the organization. This
study tries to address the following key statement;
“Does work force diversity if managed properly have any effect on the
financial performance of the organization?”
12. Significance of the Study. The study will help in the identification of the
effective utilization of diversified work force by Telenor Pakistan and how it has
affected the overall work environment of the Organization. In today’s environment
where the employees are so much enlightened and have a wide range of options to
switch, it is very difficult to retain good employees’ loyalty along with the increase in
the financial aspect of an organization when economic recession has touched all the
markets. The present study will help the organization to identify the loopholes in the
optimum utilization of work force diversity, if any and the ways through which the
available work force can be made more productive to attain higher levels of
organizational goals.
13. Research Objectives. Following objectives are the subject of present study:-
a. To highlight the various aspects of work force diversity.
b. To identify the reasons which make the basis for enhanced organizational
efficiency in response to work force diversity in an organization.
c. To determine the impacts of work force diversity in the over all working
environment of Telenor Pakistan.
d. To draw a set of recommendations to further improve the organizational
efficiency of mobile telcomm Operators in Pakistan in general and Telenor
Pakistan in particular using diversified work force.
14. Research Question. The research question is a single sentence question
that ultimately generates an argumentative paper or defines the real focus of the
research process. The research question for this study is;
“Does Telenor adequately use effective practices for managing workforce
diversity in order to enhance its over all efficiency/ work environment”?
The Data for this study will be gathered from Telenor Pakistan and other sources of
general information on the subject.
15. Related research questions
a. Is Telenor Pakistan adequately using effective recruitment practices for
managing workforce diversity?
b. Is Telenor Pakistan adequately using effective training and development
practices for managing workforce diversity?
c. Is Telenor Pakistan adequately using effective performance appraisal
practices for managing workforce diversity?
d. Do multicultural employees perceive a difference in the remuneration and
rewards they receive compared to other employees in the Organisation?
5
 e. To what extent is workforce diversity considered a problem/challenge by
the Organisation?
f. To what extent is workforce diversity considered to be beneficial to the
Organisation?
THE RESEARCH DESIGN
16. This section includes a description of the research design, population, sample,
data collection procedures and instruments validation. In order to generate data of
appropriate range and depth, a mixed-method approach using both a questionnaire
survey and in-depth face-to-face interviews was adopted. The mixed method has been
used in a prior study of Work Force Diversity (Cassell et al., 2002).
17. Sampling Characteristics. The inclusion standard for the study was employees of
Telenor Pakistan in Islamabad/Rawalpindi.
18. Research Instrument: Questionnaire has been developed to cover all the
aspects of Literature.
19. Research design. Data for this study were collected, using an in depth
interview method (attached at annexure A) and a questionnaire survey (attached at
annexure B). These methods have been described by researchers as Human resource
Management practices methodological pluralism, and have been used in conducting
research related to Work force Diversity in developing countries (Cassell et al., 2002;
Ibeh and Young, 2001; Kamath et al., 1987; Bell and Young, 1998). Mixed methods help
to prevent some of the challenges faced in such type of studies and provide rich data.
20. Population and sample. The population consisted of HRM related people at
higher, middle and lower levels of Telenor Pakistan. They were selected because they
are mainly concerned with the related aspects of human resources in the Organization.
They were also chosen because they were convenient to reach by telephone, fax, and in
person. Moreover, they were in a better position to provide the research with the
necessary information regarding impact of work force diversity on the overall
efficiency/out put of the Organization.
21. Survey method. Stratified sampling was used to select the people surveyed.
Stratified sampling allows the researcher to obtain a greater degree of
representativeness thus reducing the probable sampling error and to ensure that
different groups in a population are adequately represented in the sample (Babbie,
1990, p. 94; Nachmias and Nachmias, 1992, p. 179). To avoid loss and delay due to the
weaknesses in the inherent problems of communication and postal system, a drop-off
and pick-up method was adopted (Ibeh et al., 2004; 2001; Okpara, 1996; Yavas, 1987).
This method ensured distribution and collection procedures, which were systematic
and controlled.
22. Interview method. In addition to collecting data through the questionnaire
survey, a qualitative data collection technique involving one-on-one interviews with
selected respondents will be conducted. This stage of research involved the selection
of a quota sub-sample of 20 individuals for in-depth interviews. Line managers will be
6
interviewed because they too are now involved in human resource activities
(Papalexandris and Panayotopoulou, 2005; Storey, 1992; Guest, 1987).
INSTRUMENTS
23. Survey measures. The survey questionnaire was developed based on previous
empirical international HRM/work force diversity research.
24. Prospects. Five major prospects were generated from prior studies (Webster
and Wood, 2005; Anakwe, 2002; Ghebregiorgis and Karsten, 2006; Ghebregiorgis,
2006). Examples of these prospects include recruitment and selection, training and
development, performance appraisal, challenges of work force diversity, benefits of
work force diversity. Respondents were asked to indicate the impact of work force
diversity on these important aspects on the future for their organization. The answers
ranged from ‘‘Strongly Disagree (1) to ‘‘Strongly Agree’’ (5). Respondents were then
asked to indicate any other prospects they see for the future that will enhance their
work efficiency. They were also asked to state what they considered to be the major
prospects they faced in accomplishing their work.
25. In-depth face-to-face interviews. Semi-structured questions based
interview was developed based on the literature (Delery and Huselid, 1996; Arthur et
al., 1995; Cassell et al., 2002; Webster and Wood, 2005). The questions are given at
annexure A. Selected interviewees were: top level managers, middle level HR officials,
lower level HR Officials and other concerned staff. The interviews lasted on average
about 45 min and were tape recorded where permitted and later transcribed.
26. Survey data collection. The survey was administered to 150 HR professionals
and line managers in various Departments of Telenor Pakistan in and around the capital
city. Of the 150 questionnaires distributed, it was expected that 70-80%
questionnaires may be received back, but encouragingly 121 were received back.
27. Ethical Consideration. The respondents were approached at their workplace
and voluntary participation has been done in order to have honest responses. Briefing
about the nature of the study being carried out has been provided and assurance for
the confidentiality has been provided regarding the results of the respondents.

7
 THE MODEL

INCORPORATING
SELECTION &
RECRUITING
PROCESS

INCORPORATING
TRAINING &
DEVELOPMENT EFFECTIVE
PROCESS MANAGEMENT OF
RECRUITERS WORK FORCE
DIVERSITY

INCORPORATING
PERFORMANCE
APPRAISAL

INCORPORATING
REMUNERATION &
REWARD SYSTEM

8
LITERATURE REVIEW
28. What is diversity? Diversity to us means all aspects in which people differ from
one another. This includes both the visible and relatively easily demonstrable personal
characteristics such as gender, age and ethnicity, as well as the less visible personal
characteristics, such as competencies, needs and wants, work styles and character
traits. Each employee has his or her own, unique combination of such characteristics.
Another definition describes diversity as creating high performing organizations
through valuing and using all the talents of employees of different groups. Regardless
of how diversity is defined, it is an issue that is sweeping the nation. If the corporate
society does not address the issue by learning how to manage diversity, they will fail.
“It is very helpful to suggest that diversity is not so much an end in itself as it
is a condition of our society and the condition of the World in which we live.”
Frank Wong
Vice President for Academic Affairs
University of Redlan Diversity Management
29. Managing diversity is one of the most important challenges faced by managers
and their organizations. In today’s work environment, co-workers are likely to be of
different gender, age, religion, cultural background, race and ethnicity. They also
differ in terms of lifestyle, choices available, perspectives, attitudes, value system,
beliefs, behaviors, expectations, skills and experiences. These issues are not just
about discriminatory practices but they modify the nature and demands placed on
leadership and management and bring into prominence the concept of diversity. How
well or how prepared managers are able to invest in the concept of diversity will
impact not just on work issues but also on sensitivity to customer’s needs, legal
compliance, business’ ethical issues, profitability and even social cohesion. Diversity
management is a strategic process to manage a diverse work force including the fight
against stereotypes, prejudice and all kind of discrimination due to the individual
perceptions and assumptions- in the manner to maximize the benefit and minimize
barriers of different opinions, behavior and attitudes of human beings within a
company.
30. Principles of Diversity Management Diversity management can be divided into
two categories-
a. The internal effect has an influence on organizational structural changes
within the company.
b. The external effect concerns the environment of the company e.g.
customers, stakeholders, suppliers etc.
31. The concept of diversity management is extensive; there are various
components of diversity as follows:
a. Diversity of ethnicity, nationality and cultures
b. Diversity of demography (gender, age and experience)
c. Diversity of competencies (educational and professional backgrounds)
9
 d. Diversity of organizational functions and processes
e. Diversity of networks (i.e. relationships and communications channels
and/or patterns etc.)
f. Miscellaneous diversity (sexual preferences, occupational disabilities,
i.e. handicap or physical mobility, etc.)
32. Work Force as a challenge First, there is an increase in the cost of
training. This increase comes from costs associated with seminars, programs and
lectures given to promote diversity in the corporation. These types of training are
given to all levels of staff within the organization. They teach employees others. These
programs also teach one how to deal with conflicts and prejudice in a professional and
civil manner. A disadvantage of diversity in the workplace is an increase in conflicts.
Conflicts arise when two or more individuals or groups do not see eye to eye on a
particular situation. In regard to diversity, conflicts arise largely due to ignorance.
Prejudice feelings or derogatory comments cause a lack of acceptance. “This can
produce negative dynamics such as ethnocentrism, stereotyping and culture clashes”.
The most common conflict comes from one feeling superior. If management ignores
such conflicts, the company's performance may suffer. If conflicts can be managed
and controlled creativity and performance can be increased. Employers will work
harder to gain acceptance by creating a solution or invention first. Increases in labor
turnover and absenteeism are another disadvantage in having a diverse workplace.
Research has shown that the turnover rate for African Ameri-Ongori and Agollacans in
the US workforce is 40 percent greater than whites. Another study by Corning Glass
stated that between the years 1980 - 1987, the turnover rate for women in a
professional job was two times higher than males. Women also have a 58 percent
higher absentee rate than men.
33. Yet, another study shows that a person, who is not a member of the “inner
group”, will be one of the first to leave a company (White, 1999). Some research
contradicts the idea that flextime reduces these rates; however absenteeism and
turnover can cost a company up to and over $3 million annually. Workforce diversity
increases labor turnover and absenteeism in organizations on employee satisfaction and
productivity. Employees who perceive themselves as valued members of their
organization are harder working, involved, and innovative. Unfortunately, minority-
group members often feel less valued than do majority-group members due to
stereotyping, ethnocentrism, and prejudice. Mismanagement of diversity in the form of
denied access or unfavorable treatment can have negative consequences, such as
inhibiting workers' abilities and motivation.
34. Work Force as an Opportunity Managing diversity can create a
competitive advantage. Potential benefits of this diversity include better decision
making, higher creativity and innovation, greater success in marketing to foreign and
domestic ethnic minority communities, and a better distribution of economic
opportunity. Organizations with a diverse workforce can provide superior services
10
because they can better understand customers’ needs. Diversity enhances creativity
and innovation (Adler, 1997; Jackson et al., 1992), and produces competitive
advantages.
35. Why should we strive for diversity in personnel? An often heard
argument to avoid having to put energy into diversity is that it only leads to
misunderstanding, undesired formation of groups, communication problems and
conflicts in the work force. When put like this, paying attention to diversity seems a
useless investment.
But demographic developments cannot be ignored. In situations like labor shortage,
organizations cannot permit themselves to exclude a substantial part of the labor
force. Diversity in personnel has different advantages pertaining to business
economics: -
a. Attraction for a wider group of customers: more people can identify with
the organization. This could increase your turnover;
b. More creativity within the organization: diversity leads to innovative
products and services, which is necessary to compete with other
businesses;
c. An improved business image: more people see you as an ’employer of
choice’.
36. Diversity covers a wide variety of issues, including communicating with
employees, whose first language is not English, helping a diverse team cope with
conflict, learning which rewards are valued by different groups, and dealing with
discrimination.
37. Importance of Diverse Workforce Our Nation is made up of people from
diverse backgrounds, cultures, customs and beliefs. It is those differences that
contribute to the richness and strength of our society. Like our Nation, the workforce
Is also becoming more and more diverse. As a result, in order to recruit, hire and
retain the best people from every background and community, we must foster diversity
in our workforce, manage it effectively, and value what it has to offer. A diverse
workforce is critical for any organization that seeks to improve and maintain a
competitive advantage. Focusing on diversity and looking for ways to achieve an
inclusive environment is not just a “nice to have objective,” it makes a good business
sense. A diverse workforce offers greater productivity and a competitive edge.
Diversity improves the quality of our workforce and offers a higher return on our
investment in human capital. Our agency’s future depends on the quality of employees
we recruit today. New employees often consider an organization’s diversity efforts
when deciding whether to accept or reject an employment offer. Potential candidates
are usually more attracted to employers that are committed to sustaining a diverse
workforce. Moreover, diverse perspectives increase creativity as they offer different
perspectives, ideas and solutions.

11
38. Benefits of Diversity People have a lot of viewpoints and having people from
many backgrounds and places in life brings a lot of those viewpoints into the mix. In
some situations, a lot of viewpoints give us a lot of options. Plus, since there are many
different viewpoints and environments in the workers, there are many opportunities
for these different viewpoints to come into the planning of strategic initiatives,
allowing the firm to serve a wider group of consumers and interests. The
Various advantages of having a diverse workforce are the following;
a. It helps motivating employees.
b. It enhances the innovation and creativity of employees.
c. It helps in reducing cost.
d. It creates flexibility in the organization.
e. Immediate access to problem solving.
f. Easy transfer of knowledge.
g. Better marketing structure.
h. Innovative work environment.
j. Immediate outcomes.
k. Fulfillment of social responsibility.
l. It helps attract and retain employees.

TELENOR
39. Telenor is the fastest growing telecommunication company in Pakistan. It has a
great market share in Pakistan telecom sector. Now it is leading with services it is
providing other than any company of that sector. Telenor position their company by
mainly targeting on the rural areas. He captures the market of the rural areas and
started by capturing the vacant market of the Pakistan. And now it is growing on
a large scale. Lets have a look on the development of the Organization through time: -

a. History of Telenor For over 150 years, telecommunications has played a

vital part in the development of modern Norwegian society. As the
incumbent provider, Telenor has been the driving force in the
development of a highly sophisticated home market and is now one of the
largest mobile operators worldwide.
b. The introduction of the telephone The years of 1855 to 1920 was a
pioneering period in the history of Norwegian telecommunications. During
two generations, the Norwegian society experienced the introduction of
three new means of communications: the telegraph in the years of 1850,
the telephone around 1880 and wireless telegraphy – radiotelegraphy – at
12
 the turn of the century The spread and use of telecommunication was
modest compared to later periods, but as entirely new features they
received a fair amount of attention.
c. Pioneer in mobile communications Telenor is a pioneer in mobile
communications. Manual mobile telephony services were introduced in
Norway in 1966, as a forerunner to the automatic NMT system, which
appeared in 1981. Its digital successor, GSM, was introduced in 1993, and
third generation mobile network, UMTS, was launched for commercial use
in 2004.

d. Norwegian telecom becomes a public corporation In 1994, Norwegian

Telecom was established as a public corporation. One year later, it
changed its name to Telenor. In December 2000, Telenor was partly
privatized and listed on the stock exchange. Telenor has undergone
momentous change as a group – from being a strong national operator with
significant international holdings to be coming an international, world-class
provider of mobile communications services. Telenor now has mobile
operations in 12 markets around the world, many of which are seeing high
growth. In each of these markets we will drive towards greater
competitiveness, building on the much strength we have forged during our
more than 150 years of history and on our international experience.
Telenor is emerging as one of the fastest growing providers of mobile
communications services worldwide. Telenor is also the largest provider of
TV services in the Nordic region.
e. Telenor is organized into three business areas; Mobile operations covering
12 countries, and Fixed-line and Broadcast services covering the Nordic
region. It has: -
1) Mpore than 174 million mobile subscribers worldwide
2) Strong subscription growth, particularly in our Asian operations
13
 3) Listed as No.1 on Dow Jones Sustainability Index 2008
4) Ranked as the world’s seventh largest mobile operator
5) Revenues 2009: NOK 97.7 billion
6) Workforce 2009: 35 800 man-years
7) Listed on the Oslo Stock Exchange, with headquarters in
Norway
GLOBAL PRESENCE.
40. Telenor has ownership interests in 12 mobile operators across Europe and Asia.
Their international mobile footprint covers more than 650 million people. It is taking
its business on large scale and their business level starts growing at a very fast speed.
They are the pioneers of new technology providers. Now they have set their business
on a large scale.

Europe
Norway
Telenor’s wholly owned Norwegian mobile operation is the country’s leading
telecommunications operator
· Services: Broadband, Mobile, Telephone, TV
· Companies: Telenor Norway, Canal Digital, Conax, Norkring, Telenor
Satellite Broadcasting
Denmark
Sonofon is the second largest mobile operator in Denmark
· Services: Broadband, Mobile, TV
· Companies: Sonofon, Cybercity, CBB, Canal Digital
Sweden
Telenor is the third largest mobile operator in Sweden
14
· Services: Broadband, Mobile, Telephone, TV
· Companies: Telenor Sweden, Bredbandsbolaget, Glocalnet, Canal
Digital
Finland
Canal Digital is Finland’s leading television distributor
· Services: Broadband, TV
· Companies: Canal Digital
Hungary
Pannon is the second largest mobile operator in Hungary
· Services: Broadband, Mobile
· Companies: Pannon
Montenegro
Promonte has more than 450 000 mobile subscriptions in Montenegro
· Services: Mobile
· Companies: Promonte
Serbia
Telenor is the second largest mobile operator in Serbia
· Services: Broadband, Mobile
· Companies: Telenor Serbia
Ukraine
Kyivstar is the largest mobile operator in Ukraine
· Services: Mobile
· Companies: Kyivstar
Russia
VimpelCom is the second largest mobile operator in Russia
· Services: Mobile
· Companies: VimpelCom
Asia
Pakistan
Telenor is the second largest mobile operator in Pakistan
· Services: Mobile
· Companies: Telenor Pakistan
Bangladesh
Grameenphone is the largest mobile provider in Bangladesh
· Services: Mobile
· Companies: Grameenphone
Thailand
dtac is the second largest mobile operator in Thailand
· Services: Mobile
· Companies: dtac
Malaysia
15
DiGi is the fastest growing mobile operator in Malaysia
· Services: Mobile
. Companies: DiGi

41. Telenor in Pakistan

After Telenor Pakistan
launched its GSM mobile
network in 2005, it quickly
became the fastest
growing mobile network in
the country. As the
number of mobile phone
users is growing, from
around 15 per cent in
2005 to close to 50 per
cent in 2007, the number
of Telenor subscribers is growing even faster. Telenor Pakistan is now acquiring more
than 20,000 new subscribers every day! With coverage reaching deep into many of the
remotest areas of Pakistan, Telenor Pakistan is, in some places, the only operator
connecting the previously unconnected.

42. Licenses and network Telenor

Pakistan currently holds nationwide
GSM 900/1800 licenses. In addition the
company holds a license to build and
operate a mobile network in Azad
Jammu and Kashmir (AJK) and the
Northern Areas. Telenor Pakistan also
holds a Long Distance and International
(LDI) license under which it provides
nationwide and international call
services. After launching EDGE in
August 2006, Telenor Pakistan has the
country's widest EDGE coverage, allowing access to high-speed Internet and data
services.

16
43. Services and innovation Telenor Pakistan offers a wide array of private and
corporate services, prepaid and contract mobile telephony. Some examples of the
services are: -
a. The Telenor Cricket Companion, a GPRS based application allowing you to
get updates and watch
games directly on your
phone.
b. The Tele Doctor Service
answers medical questions
from customers via SMS.
c. Food recipe services,
Bollywood downloads, etc.
d. Apna PCO ("Our Public Call
Office"), allowing people in
rural areas to share a
mobile phone.
e. In 2008 Telenor Pakistan launched solar-powered base stations to
increase network coverage. Solar-powered base stations are energy
efficient and eco-friendly.
44. Market share of Telenor Pakistan The market share of Telenor Pakistan is
22.15%. And it is a great achievement for Telenor because it started its operations in
2005, whereas, Ufone started its operations in 2001 but Telenor became second in the
cellular market. By adopting better strategies Telenor Pakistan is becoming the cellular
market leader in Pakistan in next few years.
45. TELENOR’S MANAGEMENT
TORE JOHNSEN CEO & President
With over 30 years experience working at Telenor, Tore has spent
a considerable amount of time on international assignments for the
company including Europe, Central Asia and Asia. His most recent
position in Asia was heading Digi (as CEO), Telenor’s Malaysian
mobile company. Tore took over as CEO of Telenor Pakistan in
August 2004. He has Masters in Electronics from the University of
Technology, Trondheim, Norway.
FRODE ASMUL VP HR, Admin & Security
Frode has 14 years experience with Human Resource and
Organizational Development. He has been associated with Telenor
for the last four years. A Masters in Philosophy, Logic and Ethics,
Frode was also a commissioned officer in the Norwegian Army.

17
HELGE DIETRICHSON VP Communication
Helge supervises external relations, PR and media affairs for
Telenor Pakistan. Having spent 12 years with Telenor, Helge brings
tremendous experience to Pakistan associated with the Mobile
division for the last five, with previous assignments in Bangladesh,
Singapore and Telenor Asia. A PhD in Theology from the University
of Oslo, Helge’s diverse career spans seven years as a TV
anchorman in addition to serving as a Pastor at the Church of Norway.
BJORN TAALE SANDBERG VP/CMO Commercial Division
Bjorn has spent a decade in the Telecom sector, five of which were
dedicated specifically to mobile. Before joining Telenor Pakistan, he
was heading the Group Products and Marketing function at the Telenor
headquarters in Oslo. He is a double Masters, having degrees in Science
(University of Oslo) and Management from Oslo Business School.
IRFAN WAHAB KHAN EVP Corporate & Regulatory Affairs
Irfan heads the Corporate & Regulatory Affair Division at Telenor
Pakistan. He has extensive international experience in mobile cellular
industry and has worked at Orange UK, T-Mobile USA, Telecordia
Technologies in USA & Saudi Arabia, Nortel Networks in Pakistan,
Ericsson in the Philippines, and the Ministry of IT & Telecom, Pakistan. He holds the
distinctions of having served as a Director on PTCL’s Board and Vice Chairman of GSM
Alliance, North America. Irfan holds a Bachelors degree in Electrical Engineering from
University of Engineering and Technology, Lahore, and a Masters degree in Mobile
Communications from University of Westminster where he was also awarded “Student
of the Year”. In his spare time, he enjoys golf, tennis and traveling.
STEFAN CARLSSON VP/CFO Finance Division
Stefan comes from the CFO position in Telenor’s Swedish mobile
operation in addition to spending four years in Banking and three in
Mobile. He is a Master of Finance & Accounting from Uppsala
University, Sweden.
KHALID SHEHZAD VP/CIO IT Division
Khalid has worked extensively with the international telecom sector
including stints with Motorola, Millicom, AT&T Wireless, Western
Wireless, Ufone and Celtel Int. He has the distinction of being noted
as IT Director of the Year for Western Wireless International in
2000 and Employee of the Year within Millicom International in 1996.
Khalid has done his Bachelors at UCLA and has a BS in Computer Science and an MBA
from IBA, Karachi.

18
KJELL NORDBO VP/CTO Technical Division
Kjell has more than 25 years telecommunications experience in technical
expert positions as well as in management positions within the Telenor
Group. Kjell joins Telenor Pakistan after a 4.5 year assignment as CTO in
Kyivstar, one of the major mobile operators in Ukraine. He has also
gained experience from mobile operations in Greece, Ireland, and Russia.
Kjell is a Master of Science from the Technical University of Trondheim, Norway.
KURT SEVERINSEN VP/CPO Procurement
Kurt has been associated with the international logistics and purchasing
Industry for the past 24 years, 15 at the managerial level. He joined
Telenor Pakistan after serving as VP of Purchasing and Logistics in
Sonofon, Telenor’s Danish mobile operation, where he built the unit from
the ground up and headed a number of successful international
procurement projects for the group. He has also worked as Director of Logistics in the
Nordic Region of UK-based United Biscuits. He has shipping education from The East
Asiatic Company, Copenhagen, a diploma from the Copenhagen Business Academy in
Purchasing and Logistics, and many individual courses from European Institute of
Purchasing Management from France.
46. The Brand At the heart of Telenor brand
is their logo -- a symbol of balance, movement and
change. It represents the philosophy of
innovation and democratic process, and takes its
inspiration from Scandinavia’s long history of
design inspired by nature. Of course a brand is
much more than just a logo – it is a set of ideas, a
way of doing things and a measure of behavior. In
many ways, Telenor already stands out. They have shown impressive growth and an
increasingly international focus, particularly in new growing markets.
Aim is to be the most trusted mobile service provider in Pakistan
Telenor brand is truly customer centric. They believe in understanding their
customers’ needs -- which are changing constantly -- driving to continuously innovate in
the products and services.

DATA ANALYSIS
19
47. Data analysis has been done to determine how the sections covered in the research
project respond to the items under investigation. Descriptive statistics, Pearson product
moment correlation and multiple regression methods have been employed to analyze the
collected data. Figures obtained from SPSS statistical part was interpreted to come at
conclusion and implications.
DATA COLLECTION
48. Distribution and Responses. As stated above, Thirty (30) copies of the
questionnaire were given to various sections of HR Department making the figure 150
for all the five (5) Sections. One hundred and twenty one (121) were received back for
final analysis. Details are as under:
Table-1 Distribution and Responses
Section Questionnaires Responses % age
Distributed received Responses
Selection & Recruitment 30 25 83 %
Training & Development 30 23 76 %
Performance Appraisal 30 27 90 %
Budget & Accounts 30 22 73 %
Miscellaneous 30 24 80 %

49. Demographic Characteristics of Respondents: First section of the

Questionnaire collected demographic data of respondents and it has six (6) questions.
This section helped in understanding about the type and quality of manpower of these
sections. While majority of employees are Male, result shows that the Organization
has inducted reasonable representation of Female employees. The organizations’
employees are mostly of
Age < 30 24 % very productive age group.
31-35 46 %
Only a small fraction is in
36-40 17 %
41-45
higher age and those
9%
45-50 3% might be in higher
> 50 1% management. The outcome
Gender Male 69 % of survey is detailed in
Female 31 % below table: -
Section Selection & 37 %
Recruitment
Training & 24 %
Development
20
Performance 32 %
Appraisal
Others 7%
Status Top Level 5%
Middle Level 46 %
Lower Level 33 %
Staff 16 %
Total < 10 23 %
Experience 11-15 18 %
(Years) 16-20 36 %
21-25 20 %
> 26 3%

Education Intermediate 14 %
Graduate 45 %
Masters & above 34 %

HR related 7%
Others -

Table 2. Demographic Statistics

50. Results. The study included 150 employees of Telenor Pakistan. The sample
was selected at random from various sections of the HR Department. Data was
collected using a structured questionnaire. The total length of the questionnaire was
two pages and took about 25 minutes to complete. The questionnaire used in this study
consisted of three major sections: biographical data, challenges and benefits, and
diversity management practices in the four human resources areas under study. The
second and third sections of the questionnaire used five-point Likert scales (1 =
strongly disagree to 5 = strongly agree). Remuneration practices were measured using a
12-item scale (D'Netto, 1994; Newman and Krzystofiak, 1990). Cronbach's (1951) alpha
coefficient was computed to test the internal consistency of the scales. The results
were as follows: (challenges: eight-item scale a = 0.87, benefits of diversity: 11-item
scale a = 0.93, recruitment: eight-item scale a = 0.77, training and development: 10-
21
item scale a = 0.84, performance appraisal: eight-item scale a = 0.70, remuneration: 12-
item scale a = 0.97). The questionnaires were mailed as well as personally handed over
to “the concerned officials of Telenor Pakistan” included in the sample. Each
questionnaire was accompanied by a covering letter which briefly explained the purpose
of the study. A self-addressed prepaid envelope accompanied the questionnaire.
Respondents were asked to complete the questionnaire and mail it directly. A reminder
letter was sent to all respondents one week after the original mail out.

51. Main research question. The results of the study indicated that diversity
management practices in Telenor Pakistan are “outstanding”. The overall variable (all
HR diversity practices) had a mean of 4.53 (see Table I). The overall performance of
the Organisation in each of the four human resources areas is also indicated in Table I.

Variable Mean
Recruitment 4.03
Performance appraisal 4.57
Training and development 4.20
Remuneration 4.53
All HR diversity practices 4.33

Table I- Mean scores of Human Resource Combine Values

4.6
Recruitment
4.4
Performance appraisal
4.2
Training and
development
4
Remuneration
3.8
All HR diversity practices
3.6

52. Related research questions

22
 a. Research question No. 1In order to assess whether the Organisation
has effective diversity practices in the area of recruitment, the mean score
for the combined recruitment variable was calculated (see Table I). The
mean scores for the individual diversity practices in recruitment were also
calculated. The results are presented in Table II. The results of the mean
scores in Table I for the overall recruitment function and in Table II for
the individual diversity practices in recruitment revealed that the
overall use of diversity practices for the recruitment function in the
Organizations is above average. The mean score for the overall
recruitment variable was 4.03. This indicates that the current
recruitment practices adequately meet the needs of a more diverse
population.

Variable Mean

Top management supports local recruitment 4.77

Current job descriptions and selection processes reflect 3.71

the local needs
Local employees are present on selection committees 3.05

The company has policies aimed at attracting local 3.91

employees to deal with local customers

Presence of local employees in HRM department 4.36

Special programs that aim to recruit local each year 4.01

Table-II-Selection & Recruitment

23
 Top m anagem ent supports
m igrant recruitm ent

Current job descriptions and

selection processes reflect
5 m igrants' needs
M igrant em ployees are present
on selection com m ittees
4
The com pany has policies aim ed
3 at attracting m igrant em ployees
to deal w ith m igrant custom ers
Presence of m igrant em ployees
2 in HRM departm ent

Special program s that aim to

1 recruit m igrants each year

Special program m es that aim to

0 recruit m igrants each year

b. Research question No. 2. The mean score in Table I for the overall
training and development function was 4.20, indicating that the overall
response is once again above the mid-point of the scale. The Organization
does appear to have adequate diversity policies and programs in the area
of training and development. The results in Table III indicate that career
management programs for the locals, cultural sensitivity courses and
education programs to reduce stereotyping are adequate.

Table-III- Training & Development

Variables Mean
Employees' needs are assessed irrespective of their origin, to 4.05
enable full participation
Individual Training plans are developed 4.68
Present skills of staff are identified through an audit process 4.03
Developing managerial skills for working in a multicultural 3.95
environment
Literacy, numeracy and language skills are evaluated 3.64
Education programs to reduce stereotyping 3.73
Managers having the title of diversity managers 3.09
Local career management programs 4.06
24
 Note: 1 = strongly disagree through 5 = strongly agree

Employees' needs are

assessed irrespective of their
5 origin, to enable full
4.5 participation
Individual Training plans are
4 developed

3.5
3 Present skills of staff are
identified through an audit
2.5 process

2 Developing managerial skills

1.5 for working in a multicultural
environment
1
Literacy, numeracy and
0.5 language skills are evaluated

0
Education programs to
reduce stereotyping

c. Research question No. 3. In the area ofManagers performance appraisal,

having the title of the
Organization appears to have good diversity management practices. The overall
diversity managers

mean score for performance appraisal was 4.57. Respondents stated that
appraisal ratings were focused on the individual's performance and that
objective criterion and fair practices were used for everyone. Yet, the same
respondents stated that there was inadequate inclusion of culturally diverse
employees on appraisal panels and that more consideration for local needed to be
introduced (Tables IV and V).
Table-III- Performance Appraisal
Variable Mean
Appraisal ratings are focused on the individual's 4.19
performance, not personality
Local employees do not have to be higher 3.91
performers than Norwegians to get promoted
Objective criteria and fair practices for everyone 4.86
The cultural background of the appraiser does not 3.71
influence the performance ratings of the appraisee
Several multicultural employees are at the top of 3.56
the organisation
Culturally diverse employees are included on 4.31
appraisal panels
25
 More consideration for the locals has been 4.29
introduced
Top management directly intervenes to ensure 3.73
cultural diversity goals are met

Note: 1 = strongly disagree through 5 = strongly agree

Appraisal ratings are focused

5 on the individual's
performance, not personality
4.5
4 Local employees do not have
to be higher performers than
3.5 Norwegians to get promoted
3
Objective criteria and fair
2.5 practices for everyone
2
1.5 The cultural background of
the appraiser does not
1 influence the performance
0.5 ratings of the appraisee
Several multicultural
0 employees are at the top of
the organisation

d. Research question No. 4 The mean score inCulturally

Table diverse
I for employees
the overall
remuneration function was 4.53, indicating that the are
useincluded
of diversity practices in
on appraisal
panels
this function is good. Respondent organizations were satisfied that the salary
and benefits of multicultural employees was quite good, when compared to other
employees in the organization.
Table-IV – Overall Remuneration Function
Variable Mean
Compensation 4.79
Working conditions 4.65
Work load 4.58
Work importance 4.56
Status/recognition 4.56
Job security 4.55
Advancement opportunity 4.49
Feedback 4.49
Social interaction 4.44
Benefits 4.43
Work variety 4.41
Authority/control/autonomy 4.41
26
Note: 1 = well below average through 5 = well above average

4.8
Compensation
4.7 Working conditions
Work load

4.6 Work importance

Status/recognition
Job security
4.5 Advancement opportunity
Feedback
4.4 Social interaction
Benefits
4.3 Work variety
Authority/control/autonomy

4.2

e. Research question No. 5. The results shown in Tables V and VI revealed

that the mean score for the combined problems/challenges variable was 4.11
(see Table V). The mean scores in Table VI indicate that workforce diversity is
not seen as posing major problems/challenges to the Organization. In fact, local
employees do not have higher absenteeism rates and appear to work well within
the Organisation.
Table V- Mean score for combined problems/challenges
No increased absenteeism or higher turnover 4.65
Local employees are given opportunities to improve technical and 4.34
managerial skills
Local employees adapt well to the Organization's culture 4.20
No significant increase in conflicts 4.10
No significant communication problems 4.08
No significant cross-cultural problems 4.04
Complying with equal opportunity legislation 3.82

Note: 1 = well below average through 5 = well above average

27
 No increased absenteeism or
higher turnover
5
4.5
Local employees are given
4 opportunities to improve
technical and managerial
3.5 skills
3 Local employees adapt well
to the Organization's culture
2.5
2
No significant increase in
1.5 conflicts

1
0.5 No significant communication
problems
0
No significant cross-cultural
problems

Complying with equal

opportunity legislation
f. Research question No. 6. The mean score for
the benefits combined variable was 4.46. The results in Table V and Table VI
indicate that the Organization seeks several benefits from a multicultural workforce.
In particular, the Organization believes that managing diversity can create
competitive advantage and provide better customer service. They also believe
that good management of diversity would result in highly motivated employees
and increased productivity.
Table VI – Benefits of diversity
Variables Mean
Managing cultural diversity can create 4.85
competitive advantage
Full participation of all individuals 4.72
More innovative solutions 4.62
Better customer service 4.56
Highly motivated employees 4.54
Higher productivity 4.46
More diverse opinions in decision 4.40
making
Higher morale 4.35

28
 Managing cultural diversity can create
5 competitive advantage
Full participation of all individuals
More satisfied employees 4.33
More innovative solutions
4 Less internal conflict 4.17
Lower turnover 4.03 Better customer service

Highly motivated employees

3
Higher productivity

2 More diverse opinions in decision

making
Higher morale

1 More satisfied employees

Less internal conflict

0 Lower turnover
Note: 1 = well below average
through 5 = well above average

53. Descriptive Statistics; Descriptive statistics were used to examine Mean,

Median, Mode, Standard Deviation and other information. Since all the items were
measured using five point likert scale starting from “strongly disagree” to “strongly
agree” therefore mean values greater than 3.00 for all five variables show positive
trend. The outcome explains the overall effects of work force diversity on the
organizational efficiency, incorporation of selection & recruitment process,
incorporation of training & development process, performance appraisal and
remuneration & reward system which are positively skewed. In nutshell, most of the
respondents favored the organizational policies in terms of the aforementioned
variables. Table below contains data about central tendency for the predicting and
criterion variables
Table 3. (Descriptive Analysis Result)
Measurement Effs on the selection & training & performance remuneration &
organizational recruitment development appraisal reward system
efficiency process process
Mean 4.3324 4.0320 4.2070 4.5704 4.5345
Standard 0.07 0.06 0.06 0.05 0.04
Error
Median 3.3 3.4 3.3 3.2 3.3
Mode 3.3 3.40 3.35 3.20 3.25
Standard 1.1759 1.1321 1.1194 1.2201 1.357
Deviation
Count 121 121 121 121 121
29
Confidence 0.14 0.13 0.13 0.15 0.14
Level (95.0 %)

Figure 4 (Aggregate Mean Value)

4.7
4.6
4.5
4.4
4.3
4.2
4.1
4
3.9
3.8
3.7
Effs on the selection & training & perform ance rem uneration &
organizational recruitment process development appraisal rew ard system
efficiency process

54. Standard deviation varies from 1.11 to 1.35 for different variables which
reflects the pattern of scatter diagram. The standard deviation is also important as it
depicts an indication of the average distance from the mean. As calculated, low
standard deviation shows that most observations cluster around the mean for all
variables.
55. Correlation Analysis: Correlation analysis determines the relationship as well
as the extent of association between variables. Result of correlation analysis show
that incorporation of selection & recruitment process is found significantly correlated
with effectively utilizing diversified work force. Correlation value between selection &
recruitment process is found as 0.653 at 95% confidence level. Second highest
correlation value is calculated as 0.542 between incorporation of training &
development process and effectively utilizing diversified work force explaining slightly
low relationship as compare to selection & recruitment process and effectively utilizing
diversified work force but still significantly high.
Item Remuneratio Performance Incorporation Incorporation Effects on
n & reward appraisal of training & of selection the
development & organizational
process recruitment efficiency
process
remuneration & 1
30
reward system
performance 0.453 1
appraisal
incorporation of 0.324 0.563 1
training &
development process
incorporation of 0.526 0.482 0.712 1
selection &
recruitment process
Effects of work 0.387 0.409 0.542 0.653 1
force diversity on
the organizational
efficiency
Table 5 (Correlation Matrix)

56. Correlation value between remuneration & reward remained as 0.387 which is
also significantly high but not like other three independent variables. The results are
slightly different from earlier studies due to changing socio-economic environments of
Pakistan.

57. Regression Analysis. Regression analysis was applied to know the

interdependence of two variables. Results show that a total 58 % of the variation in
effects of work force diversity on the organizational efficiency is explained by the four
predicting variables of this study. The values of coefficient of determinations are found
as 0.080, 0.057, 0.509 and 0.607 for remuneration & reward, performance appraisal,
incorporation of training & development process and incorporation of selection &
recruitment process respectively. While the t values for all the independent variables
remained more than 0.9 showing significant relatedness and predicting qualities of the
coefficients. In nutshell, regression analysis shows that 58% of the effects of work force
diversity on the organizational efficiency depends upon remuneration & reward,
performance appraisal, incorporation of training & development process and incorporation
of selection & recruitment process while rest of 42% dependence is unexplained or
explained by other variables which are not taken in this study.
Regression Statistics
Multiple R 0.659
R square 0.584
Adjusted R 0.425
Square
Coefficient Standard Error t stat
Intercept 1.215 0.195 6.222

31
 Remuneration & 0.080 0.087 0.916
reward
Performance 0.057 0.054 1.064
appraisal
Incorporation of 0.509 0.071 7.172
T & D process
Incorporation of 0.607 0.064 2.054
S & R process
Table 6 (Regression Table)

DISCUSSION
58. Conclusions. Research on management of workforce diversity in Telenor Pakistan
has been sparse and has not adequately assessed the extent to which diversity
practices identified in the literature are being used by the Organisation. Hence this
study sought to examine how effectively Telenor Pakistan is using good human resource
management practices to manage workforce diversity. The study also investigated the
challenges and benefits of workforce diversity.
59. The main research question sought to assess the use of diversity practices at
the overall level by combining the four human resources functional areas together. The
results revealed that, overall; the use of diversity practices in Telenor Pakistan is
“excellent”. This was indicated by the fact that the human resources combined
variable had scored a mean of 4.33, sufficiently higher than the mid-point of the scale.
There are a number of explanations for the presence of good diversity management
practices in Telenor Pakistan. Firstly, workforce diversity has assumed the status of a
key success factor in business and society since the mid-1980s. This concept is not new
for the organizations in telecom sector of Pakistan. Acceptance and integration of
workforce diversity practices take a considerable amount of time (Council for EEO,
1990; Industry Task Force, 1995). Secondly, it appears that in managers Telenor
Pakistan pay particular attention to workforce diversity because local employees do not
create many problems and appear to comply willingly with organizational rules and
regulations.
60. Research question 1 examined the adequate use of effective recruitment
practices for managing workforce diversity. The analysis of data revealed that
32
diversity practices in recruitment had a mean of 4.03, indicating that diversity
practices in this function has been fully applied by the Organisation. Recruitment
provides the entry point for this diverse pool of talent. The absence of good diversity
practices in the recruitment process may result in the failure to benefit from a
multicultural workforce in the future. The results of this study indicate that there is
strong top management support for recruitment (mean = 4.77), this support translates
into effective policies and practices at lower levels. There is adequate inclusion of
locals on selection panels and in human resource departments. In addition, there are
adequate policies and programs for the recruitment of local employees. Telenor
Pakistan appears to be capitalizing on the abundance of skills that exist in Pakistan.
The findings of this study indicate that adequate attention is being paid for
development and use of proactive recruitment policies and practices to manage
Workforce diversity effectively.
61. Research question 2 dealt with the adequacy of diversity practices in the
training and development function. Past research has indicated that the increase in the
shortage of skilled labour, the increasing competitive environment and the rapid rate
of change puts an organisation under pressure to adapt to these changes, through
effective training programs and courses to empower its diverse workforce (Jackson et
al., 1992; Loveman and Gabarro, 1991). Thus, it is heartening to find that in the wake of
the growing need for training and development, the findings of this study indicated
“well above average” performance by the Organisation in training and development for
diverse employees (mean = 4.20). Organisation seems to be willing to adopt appropriate
diversity practices to manage the training and development function more effectively.
While training and development improves an employee's knowledge and skills, it also
serves to reduce turnover. Programs for training and developing local employees can
help to reduce the feeling of alienation and provide career paths for these employees.
The results indicated that while identification and assessment of training needs is
good and relevant training programs to deal with diversity are also adequate. For
example, there are adequate programs to deal with issues such as cultural sensitivity,
stereotyping and managerial skills for working in a multicultural environment. In
addition, the Organisation appears to be paying enough attention to developing the
English language skills of multicultural employees.
62. Research question 3 addressed the issue of diversity practices in relation to
performance appraisal. Good diversity practices in the area performance appraisal are
essential to reduce discrimination in recognition of merit and break the glass ceiling
(Powell and Butterfield, 1994). The findings indicated that Telenor Pakistan has good
diversity management practices in the area of performance appraisal (mean = 4.57).
Respondents were emphatic that appraisal ratings focused on the individual's
performance and not personality (mean = 4.19). In addition, respondents stated that
objective criteria were used and that local employees did not have to be higher
performers than others to get promoted. These findings are encouraging and indicate
33
that managers do not discriminate against multicultural employees when assessing
employee performance. In addition, there is direct intervention by top management to
ensure that diversity goals are met (mean = 3.73). In addition, the practice of including
local employees on promotion panels is common.
63. Research question 4 sought to compare the remuneration of multicultural
employees. Past research has indicated that a lack of career planning and
organizational discrimination in promotional opportunities against diverse employees
creates mistrust, deteriorates morale and results in wage disparities (Loveman and
Gabarro, 1991; Morrison, 1992; Schreiber et al., 1993). Contrary to the fears of the
researchers, the results of this study indicated that Telenor Pakistan do not
discriminate against diverse employees in the area of remuneration (mean = 4.53).
Overall, diversity practices in the area of remuneration and benefits appear to be
quite adequate. In all 12 areas of remuneration, respondents indicated that there was
no significant difference between multicultural employees and others.
64. Research question 5 aimed to assess the extent to which workforce diversity
was considered a problem/challenge by the Organisation. Researchers consider
workforce diversity as an enormous challenge which requires cross cultural
understanding in a constructive and creative manner, through establishing a
cooperative, harmonious and productive working environment (Council for EEO, 1990;
Office of Multicultural Affairs, 1989; Industry Task Force, 1995). However, the
results of this study appear to indicate that Telenor Pakistan do not see workforce
diversity as presenting major problems/challenges to their organisation (mean = 4.11).
Local employees do not have higher absenteeism or turnover rates. The Organization
did not experience any cross-cultural problems, communication problems or increase in
training costs. In fact, local employees appear to be adapting well into the organisation
culture. These positive perceptions about local employees are good.
65. Research question 6 sought to assess the extent to which Telenor Pakistan
seeks to benefit from workforce diversity. Past research has indicated that workforce
diversity can create opportunities not achievable in the traditional workforce (Cox and
Blake, 1991; Hall and Parker, 1993). The findings of this study indicated that the
Organisation strongly believe that workforce diversity can provide substantial benefits
(mean=4.46). Respondents sought benefits such as improved competitive advantage,
higher productivity, greater participation and increased motivation from local
employees.
66. In summary, the findings indicate that Telenor Pakistan believes they can
increase productivity considerably through effective management of diversity in the
workforce. The overall performance in management of workforce diversity is excellent.
However, room for positive changes exists in the areas of recruitment and selection
and training and development.
RECOMMENDATIONS

34
67. We as students of HRM can just recommend the international/multi national
organizations (in this case Telenor) within the sphere of our knowledge, exposure and
literature survey. It is recommended that Managers at Telenor Pakistan can improve
handling of diversity issues by following these eight behaviors: -
a. Embrace diversity: Successfully valuing diversity starts with accepting
the principle of multiculturalism. Accept the value of diversity for its own
sake —not simply because you have to. You need to reflect your
acceptance in all you say and do.
b. Recruit broadly: When you have job openings, work to get a diverse
applicant pool. Avoid relying on referrals from current employees, since
this tends to produce candidates similar to your present workforce.
c. Select fairly: Make sure your selection process doesn’t discriminate.
Particularly, ensure that selection tests are job-related.
d. Provide orientation and training for minorities: Making the transition
from outsider to insider can be particularly difficult for nontraditional
employees.
e. Sensitize all employees: Encourage all employees to embrace diversity.
Provide diversity training to help all employees see the value in diversity.
f. Strive to be flexible: Part of valuing diversity is recognizing that
different groups have different needs and values. Be flexible in
accommodating employee requests
g. Seek to motivate individually: You need to be aware of the background,
cultures, and values of employees. What motivates a single mother with
two young children and who is working full time to support her family is
likely to be different from the needs of a young, single, part-time
employee or an older employee who is working to supplement his or her
retirement income.
h. Encourage employees to embrace and value diverse views: Create
traditions and ceremonies that promote diversity. Celebrate diversity by
accentuating its positive aspects. But also be prepared to deal with the
challenges of diversity such as mistrust, miscommunication, and lack of
cohesiveness, attitudinal differences, and stress.
68. Limitations of the study. This study has some limitations. First, this study
focused only on multiculturalism. Other dimensions of diversity, such as age and
gender, were not included in this study. Second, the research design combined local
employees. The aim was to assess the general use of diversity practices within the
Organisation irrespective of employees' country of origin. Third, the respondents in
this study were mostly part of the ``management'' team. Hence, it is likely that their
responses to the adoption and efficacy of diversity management practices have a
positive bias.

35
69. Implications for future research. The findings of this study have several
implications for future research. First, this study focused only on four human
resources areas. Future research can assess the use of diversity management
practices in other areas such as leadership, teamwork, decision making, etc. Second,
the respondents of this study were human resources managers in various departments
related to HR. This study can be replicated using ``employees'' as a sample. This will
facilitate a comparison of ``employer'' and ``employee'' perceptions of the extent of
diversity management practices in Telenor Pakistan. Third, this study used a
questionnaire for collection of data. Researchers can adopt “triangulation” (collecting
data using three different methods), so as to enhance the reliability of the results of
the study. For example, focus groups and interviews may actually capture other
diversity issues. Finally, this study can be replicated in other Organizations to assess
diversity management performance in the in the telecommunication market of Pakistan.

36
 Annexure A
INTERVIEW QUESTIONS

Q-1: Describe briefly a typical day at your work?

Q-2: Why did you join the Telenor Group?

Q-3: What are the best parts of your work?

Q-4: How would you describe Telenor’s work environment?

Q-5: If you should choose one word to describe Telenor, what would it be?

Q-6: Can you describe a special event that you especially enjoyed?

Q-7: Describe your career in Telenor so far

Q-8: What are your professional goals?

Q-9: What do you enjoy doing in your spare time?

Q-10: In your opinion your organisation adequately use effective recruitment

practices for managing workforce diversity?

Q-11: Is your organisation adequately uses effective training and development

practices for managing workforce diversity?

Q-12: Do you think your organisation adequately use effective performance

appraisal practices for managing workforce diversity?

Q-13: Do multicultural employees perceive a difference in the remuneration

and rewards they receive compared to other employees in the organisation?

Q-14: To what extent is workforce diversity considered a problem/challenge

by your organisation?

Q-15: To what extent is workforce diversity considered to be beneficial to

your organizations?

37
 WORK FORCE DIVE

Dear Respondent!
I am a student of MBA and have d
all efficiency and out put of Telen
below to the best of your knowled
this regard shall be highly apprecia
Thanking you in anticipation.

(Please tick the appropriate checkbox b

1. Age □
(30 & Be
2. Gender

3. Qualification
38 □
(Interme
Challenges of Work Force Diversity
Q: 24 No increased absenteeism or higher turnover 1 2 3 4 5

Q: 25 Local employees are given opportunities to improve technical 1 2 3 4 5

and
Q: 26 managerial skills 1 2 3 4 5
Q: 27 Local employees adapt well to the organization’s culture 1 2 3 4 5
Q: 28 No significant increase in conflicts 1 2 3 4 5
Q: 29 No significant communication problems 1 2 3 4 5
Q: 30 No significant cross-cultural problems 1 2 3 4 5
Q: 31 Complying with equal opportunity legislation 1 2 3 4 5
Q: 32 No significant increase in training costs 1 2 3 4 5
Benefits of Work Force Diversity
Q: 33 Managing cultural diversity can create competitive advantage 1 2 3 4 5

Q: 34 Full participation of all individuals 1 2 3 4 5

Q: 35 More innovative solutions 1 2 3 4 5
Q: 36 Better customer service 1 2 3 4 5
Q: 37 Highly motivated employees 1 2 3 4 5
Q: 38 Higher productivity 1 2 3 4 5
Q: 39 More diverse opinions in decision making 1 2 3 4 5
Q: 40 Higher morale 1 2 3 4 5
Q: 41 More satisfied employees 1 2 3 4 5
Q: 42 Less internal conflict 1 2 3 4 5
Q: 43 Lower turnover 1 2 3 4 5

Do you have additional comments or recommendations?

_________________________________________________________________________________
_________________________________________________________________________________
_________________________________

Thank you very much for your assistance. If you have question or need clarification about the survey,
please contact me at rfirdous23450@yahoo.com/cell : 0321-6619535.

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