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About Mobilink

Mobilink, a subsidiary of the Orascom Telecom Holding, is Pakistan’s


leading cellular and Blackberry service provider. With more than 31.6
million subscribers, Mobilink maintains market leadership through
cutting-edge, integrated technology, the strongest brands and the
largest portfolio of value added services in the industry, a broadband
carrier division providing next generation internet technology as well
as the country’s largest voice and data network with over 8,000 cell
sites. Housing Pakistan’s largest distribution and contact centre
networks and an unparalleled 6,500 kilometers fiber optic backbone,
Mobilink has already invested over US $3.3 billion in the country to
date and provides uninterrupted countrywide connectivity, unmatched
customer services and international roaming in over 140 countries. The
company is also the official cellular partner of the Pakistan Cricket
Board. As a responsible corporate citizen, Mobilink also offers a range
of socially inclusive products and services dedicated to enhance access
to information. Through Mobilink Foundation, the company supports
education, health and environmental initiatives and promotes
sustainable business practices.

Mobilink offers exclusively designed tariff plans that cater to the


communication needs of a diverse group of people, from individuals to
businessmen to corporate and multinationals. To achieve this
objective, we offer both postpaid (Indigo) and prepaid (JAZZ) solutions
to our customers. Compared to our competitors, both the postpaid
(Indigo) and prepaid (JAZZ) brands are the largest brands of their kind
in the Pakistan cellular industry.

In addition to providing advanced voice communication services that


makes the lives of millions that much easy, we also offer a host of
value-added-services to our prized customers. At the same time,
Mobilink places high importance to its coverage, which is why we cover
you in 10,000+ cities and towns nationwide as well as over 140
countries on international roaming service. In other words, we speak
your language, everywhere.

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About Orascom Telecom

Orascom Telecom Holding S.A.E. ("Orascom Telecom") or ("OTH") was


established in 1998 and has grown to become a major player in the
telecommunication market.

OTH is considered among the largest and most diversified network


operators in the Middle East, Africa, and South Asia, and has acquired
in early 2008 a license to operate mobile services in North Korea.
Orascom Telecom is a leading mobile telecommunications company
operating in six emerging markets having a population under license of
430 million with an average penetration of mobile telephony across all
markets of approximately 40%. OTH operates GSM networks in Algeria
(Djezzy), Pakistan (Mobilink), Egypt (Mobinil), Tunisia (Tunisiana),
Bangladesh (Banglalink) and Zimbabwe (Telecel Zimbabwe). OTH had
exceeded 74 million subscribers as of March 2008.

In Pakistan, the Pakistan Mobile communications Ltd (“Mobilink”)


started its operations in 1994 and, until early 2001, had a market
share of 40%. In April 2001, OTH took over management control of the
company. As the market leader, Mobilink serves more than 31.6 million
subscribers, representing a market share of 38.5% (as of March 2008).

OTH has positioned itself as a leader in the region for its diverse GSM
operations with various GSM support and Internet operations. One of
OTH's main strategies is to create its own non- GSM subsidiaries to act
as a backbone of support for its regional GSM operations. OTH has
achieved this by dedicating financial, technical and management
resources for supporting its subsidiaries. This includes network support
and installation of GSM operations, equipment procurement, handset
procurement and distribution companies, Value Added Services, and
Internet operations. OTH is dedicated to providing the best quality
services to its customers, value to shareholders and a dynamic working
environment for its more than 15,000 employees.

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OTH established a strong presence in the GSM Association (the world's
leading wireless industry representative body) only five years after its
inception. OTH's Chairman and CEO, Mr. Naguib Sawiris, was selected
to join the GSM Association's CEO Board in 2002. OTH's stocks are
traded on the Cairo and Alexandria Stock Exchange (CASE), (under the
symbol ORTE.CA, ORAT EY) and on the London Stock Exchange (where
its GDR is traded under the symbol ORTEq.L, OTLD LI).

OTH is dedicated to provide the best quality services to its customers,


value to shareholders, and a dynamic working environment for its
more than 15,000 employees.

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Vision Statement

“To be the leading Telecommunication Services Provider in Pakistan by


offering innovative Communication solutions for our Customers while
exceeding Shareholder value & Employee Expectations”.

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Mission Statement

“The company is committed to provide its stakeholders maximum level


of satisfaction through excellent services and demonstrate that we as
a company meeting our commercial as well as ethical goals, in ways
that a consistent reasonable societal expectations of responsible
cellular companies.”

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STRATEGIC GOALS

With increasing usage of the Internet and the convergence between


data and cellular technologies, Mobilink's focus is on the integration of
Internet with its cellular offering. With this objective in mind, it plans to
invest heavily in Value Added Services, which will result in increasing
the efficiency and effectiveness of cellular communications for their
customers.

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Mobilink's Values

Total Customer Satisfaction

Customers are at the heart of our success. They have placed their trust
and confidence in us. In return, we strive to anticipate their needs and
deliver service, quality and value beyond their expectations.

Business Excellence

We strive for excellence in all that we do. We aspire to the highest


standards and raise the bar for ourselves every day. This commitment
to delivering world-class quality translates into unmatched service and
value for our customers and all stakeholders.

Trust & Integrity

At Mobilink, we take pride in practicing the highest ethical standards in


an open and honest environment, and by honoring our commitments.
We take personal responsibility for our actions, and treat everyone
fairly, and with trust and respect.

Respect for People

Our relationships drive our business. We respect and esteem our


employees and all stakeholders. We believe in teamwork,
empowerment and honor.

Corporate Social Responsibility

As the market leader, we recognize and fulfill our responsibility


towards our country and the environment we operate in. We contribute
to worthy causes and are dedicated to the development and progress
of the society.

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Structure OF Mobilink

The structure of MOBILINK Co Ltd can be easily understood with the


help of the diagram.

Chief
Chief Executive
Executive
(CX)
(CX)

Regional Regional Regional


General General General
Manager Manager Manager
(South) (Central) (North)

RGM (S) RGM (C) RGM (N)

Area Area Area


Manager Manager Manager
Customer Customer Customer
Service Service Service
(AMCS) (AMCS) (AMCS)

Custome
Custome Custome
Custome Custome
Custome
rr Service
Service rr Service
Service rr Service
Service
(CS)
(CS) (CS)
(CS) (CS)
(CS)
Credit Credit
Credit
Credit
Credit
Credit Managemen Managemen
Managemen
Managemen
Managemen
Managemen tt tt
tt (CM)
(CM) (CM) (CM)
(CM)
(CM)

Director
Director
Director
Director Director
Director
Director
Director IT/MIS
IT/MIS HR/Administrati
HR/Administrati
Operations
Operations Finance
Finance on
on

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LEVELS OF HIERARCHY

Zohair
Khaliq
President &
CEO

Ali Raza
Mustafa Bilal Munir Marwan
Irfan Akram Ehab Rochdi Mehdi Tariq Rashid
Peracha Shaikh Hayek
VP-Sales VP-Finance VP-HR & VP-IT
VP-CS VP-Marketing VP-Technical
Admin

Directors Directors Directors Directors Directors Directors Directors


CS Sales Marketing Finance HR & Admin Technical IT

Managers

Specialists

Associates

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MANAGEMENT TEAM OF MOBILINK

President and CEO


Rashid Khan

Chief Strategy Officer


Tariq Rashid

Vice President Marketing


Bilal Munir Sheikh

Vice President Customer Care


Irfan Akram

Vice President Corporate Affairs


Agha Qasim

Chief Technical Officer


Ramy Reyad Kamel

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Vice President Sales
Jahanzeb Taj

Chief Information Officer


Irfan Farooq

Head of Human Resources & Administration


Sadia Ahmad

Chief Financial Officer


Andis Locmelis

Head of Business Analysis and Planning


Farid Ahmed

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MOBILINK AT A GLANCE

• Established in 1998

• One of the most diverse GSM network operators in the Middle


East, Africa and Pakistan

• 20 GSM operations in different countries

• The Parent Company was ORASCOM

• Started Operations In 1994

• Private Limited

• Affiliated With Orascom In 1998

• Customer Bank Of Over 20 Million

• Over 5k Destinations Covered Nationwide

• IR more than 250 Operators Worldwide

• 57 Million Minutes Per Day

• More than 600 Conversations Per Second

• 1.7 Billion Minutes Transected On Network Monthly

• Every 7th Pakistani Owns Mobilink Connection

INTERNAL ANALYSIS OF MOBILINK COMPANY

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INTERNAL STRENGHTS OF MOBILINK COMPANY

Following are the vital strengths of Mobilink:

 Mobilink is an acknowledged market leader of all the companies


of its kind.
 Only cellular service in Pakistan to provide coverage on the M2
motorway.
 Pioneer in GSM service in Pakistan.
 Number of customers is more as compare to any other mobile
service provider in Pakistan.
 Highest market share not only in terms of number of subscribers
but also in terms of revenue.
 Mobilink’s short message service center allows Vehicle Tracking
and Fleet (VTF) Management services.
 Large number of corporate customers.
 Economy of scale.
 Mobilink and Muslim Commercial Bank have made a combined
effort in order to maximize the ease and the satisfaction of their
respective customers by offering them all banking services from
their very own mobile handset.
 The network service of Mobilink is distributed over a wide area.
 Mobilink provides good service to its customers.
 The customers of Mobilink are very much satisfied, therefore it is
the biggest strength
 Mobilink has a distinctive competence.
 It has adequate financial resources.
 The company has good competitive skills.
 Mobilink has effective product innovation abilities.
 Increased brand equity
 Premium brand image
 The company has hired well-qualified and able employees in all
its departments.
 The services of Mobilink are wide spread such that you can see
many small outlets in every market area.

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INTERNAL WEAKNESSES OF MOBILINK:

 Currently providing not good quality service because of changing


their network from 900 MHz to 1800 MHz.
 Fewer advertisements now day
 Mobilink provides costly services to customers as compared to
other mobile companies.
 Sometimes the network is busy and over loaded which results in
poor connectivity.
 The product line is too narrow.
 Call disconnectivity is too much.
 Customer services centre is not providing good quality services.

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Achievements

 ISO 9002 Quality Management System Certification for Billing,


Engineering Departments and CS Contact Center
 Implementation of a full Intelligent Network (IN) platform from
Siemens for the Prepaid platform
 Largest Call Center in Pakistan, which is there to assist the
customers 24 hours
 Only cellular service in Pakistan to provide coverage on the M2
motorway
 Bilateral roaming in over 120 countries around the world with
true international roaming with over 300 operators across the
globe
 First mobile operator in Pakistan to offer extensive GPRS
Roaming and Blackberry Roaming services
 MOBILINK GSM's Short Message Service Center allows Vehicle
Tracking and Fleet Management services that are being provided
by Tracker (Pvt.) Ltd., under the brand name of C-Track, a
company licensed by Pakistan Telecom Authority (PTA). Tracker
currently operates from Karachi but can provide these facilities
at all those locations where GSM coverage is available

Regulatory Authority

The government of Pakistan controls the telecommunication sector


through regulatory powers via the ministry of communication and
through Pakistan Telecommunication Authority (PTA) which was
formed under PTC Reorganization Act 1996. One of the key aspects of
Telecom Act 1996 was to stress the independence of PTA, which is now
the main regulatory body in Pakistan.

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Employees

MOBILINK has more than 5000 employees. Most of the employees are
permanent. However MOBILINK also hires employees on contract and
temporary basis according to the demand of tasks. The pay scales of
the employees are about the same as of private sector except some
special allowances, which are given to MOBILINK employees. As
MOBILINK is a private limited company all of its personnel are same as
for non government institutions.

Employee Unions

There are no employees unions registered with MOBILINK and there


are the team leaders who play as a Collective Bargaining Agent (CBA)
which bargains the employee's problems with the management. In
past due to the efforts of CBA the management has provided many
facilities to the employees.

COMPETITORS

Although MOBILINK has been given complete monopoly in the field of


telecommunication up to year 2, still there are some competitors from
other sources of communication. They include:

Other Mobile Phone Companies


Courier Services
E-mail service providers
Pay Card Phone Companies
Internet Service Providers

Mobile Phone Companies

Mobile or cellular phone has earned greater popularity among the


people, especially businessmen. It is now easy for a businessperson to
be in contact with his business, customers and suppliers at any time

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being at any place away from his office. The mobile phone companies
working in Pakistan are the subsidiaries of world leading
telecommunication companies and they offer new packages for their
customers. MOBILINK is under great threat after newly launched when
its monopoly will end and other companies will enter the market.
MOBILINK has now planned to enter the mobile phone business with a
new set of facilities. The number of mobile phones in operation was
more than 10,00,0000 in the year 2007.

E-mail service providers

With the introduction of modern technology it is now possible to


transmit large amount of information from one computer to another
computer using the Email service. There are several e-mail service
providers serving locally and one can open is mail account with that
company. E-mail messages are transmitted very fast and it depends
upon the user to receive his mail from his mailbox. E-mail is becoming
very popular in Pakistan and it will also be a great threat to MOBILINK
as this service is cheaper than telephone.

Pay Card Phone Companies

The pay card phone service is also getting popularity among the
telephone users. It is both convenient and economical for the casual
users compared with private PCOs. The holder of the card may call
anywhere in the country using the card at the telephone booth of the
same company. Some of the pay card phone companies also install
their equipment on private PCOs. These companies include Tellips,
World Call, Tele Card and many others. The number of pay phones in
Pakistan at June 30, 1998 was only 12000.

Internet Service Providers

The modern technology has brought about many opportunities


accompanied by challenges for MOBILINK. One of such challenges is
the Internet. Using the Internet one can make long distance calls at
very cheap rate but it requires high-speed modems and
communication network. PTA (Pakistan Telecommunication Authority)
has given licenses to 41 private Internet companies to operate in
Pakistan. It will definitely affect the traffic of MOBILINK especially

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international calls. There are some companies providing this service
illegally.

CUSTOMERS

MOBILINK has different types of customers. They include:


> Internet service providers (ISPs)
> PCOs
> Telephone subscribers
> Multinational companies
> Telegraph / Telex users

Internet Service Providers

There are about 41 private companies who provide the Internet


services to the subscribers of MOBILINK. They use the telephone lines
of MOBILINK and pay for it. MOBILINK itself also provides the Internet
facilities to its customers at a rate of Rs.10-/ hour.

PCOs

Private PCOs are also customers of MOBILINK. Rates for PCOs are lower
than that of ordinary telephone subscribers. However MOBILINK
requires a big security deposit for PCO connections.

Telephone Subscribers

There are more than three million telephone connections installed by


MOBILINK. MOBILINK offers different rates for all subscribers keeping in
view the package the customer is using. There are different packages
and value added services along with telephone services being offered
by MOBILINK. The detail of these services will be discussed in the later
on.

Mobile Phone Companies

There are three mobile telephone companies operating in Pakistan.


These companies (Paktel, UFONE and ZONG) are the direct competitors
of MOBILINK.

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Telegraph/ Telex Users

MOBILINK is providing telegraph, telex and fax services through


telegraph centers. The users of these services are usually banks, news
agencies and newspapers

Coverage Map

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CONTACT CENTRE STRUCTURE (LAHORE)

3 Emp# MANAGEMENT
Fareed Bajwa
1 439 (Director)
M. Sammad Bin
2 1890 Arshad
3 1605 Faisal Siddiqui

9 Emp# CC-LHE MANAGEMENT

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1 934 M. Bilal Saifi (CCM)
2 814 Nasir Rasheed (IRU M)
3 1013 Kashif Mahmood (FM)
4 1199 Farina Mir (FM)
5 952 Zeeshan Haider(FM)
6 7551 Aman Zia Raja (FM)
7 2444 M. Jamshed Azhar
Syed Khurram Atiq (M-
8 1058 QA)
Kamran Qureshi (M-
9 2914 OPS)

7 Emp# FLOOR SUPERVISORS


1191 Qasim Tufail
1194 Waseem Tahir
1209 Rashood Minhas
1211 Syed Zeeshan Athar
1410 Gohar Yunus
1634 Mian M. Saleh
1770 Yasir Naqvi

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Floor Team Details
23 Male Teams
16 Female Teams
13 CSRs / Male Team
12 CSRs / Female Team
SUMMARY

Agents Available on Calls


CSO/PPG Agents
486 Total Agents on 111
486 CSRs
Agents on Other Helplined
25 Retailers' H/L (1344)
24 CSRs & TCs on calls
9 Blackberry H/L (120)
8 CSRs & TCs on calls
3 MobiMAX H/L (369)
3 CSRs & TCs on calls

LEGEND

4 Floor Managers
7 Floor Supervisors
39 Team Leaders
39 Team Coordinators
23 Male Teams
16 Female Teams
Male Members in
12 Female Teams
3 On Notice Period
12 On IRU Rotation
On Rotation to other
5 than CC
17 New Hires

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What is Job Stress?

Job stress is something we all face as workers and we all handle it


differently. There is no getting around it. But, not all stress is bad, and
learning how to deal with and manage stress is critical to our
maximizing our job performance, staying safe on the job, and
maintaining our physical and mental health

Stress and types of jobs

Some jobs, by definition, tend to be higher stress, such as ones that


are in dangerous settings (fire, police), that deal with demanding
customers (service providers), that have demanding time pressures
(healthcare), and that have repetitive detailed work (manufacturing) --
but stress is not limited to any one particular job or industry.
Symptoms & Warning Signs of Job Stress:

While the causes can be something other than job stress, here are the
most common symptoms and early warning signs of job stress and
burnout:

 Apathy
 Negativism/cynicism
 Low morale
 Boredom
 Anxiety
 Frustration
 Fatigue
 Depression
 Alienation
 Anger/irritability
 Physical problems (headaches, stomach problems)
 Absenteeism

Causes of Job Stress

There are two schools of thought on the causes of job stress.

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According to one theory, differences in individual characteristics, such
as personality and coping style, are best at predicting what will stress
one person but not another. The focus then becomes on developing
prevention strategies that help workers find ways to cope with
demanding job conditions.

The other theory proposes that certain working conditions are


inherently stress-inducing, such as fear of job loss, excessive workload
demands, lack of control or clear direction, poor or dangerous physical
working conditions, inflexible work hours, and conflicting job
expectations. The focus then becomes on eliminating or reducing those
work environments as the way to reducing job stress.

Strategies for Managing Job Stress

While many of the methods of preventing job stress need to be


developed and supported by the organization, there are things that
workers can do to help you better manage job stress.

Here are 10 tips for dealing with the stress from job:

1. Put it in perspective. Jobs are disposable. Your friends, families,


and health are not. If your employer expects too much of you,
and it's starting to take its toll on you, start looking for a new
job/new employer.
2. Modify your job situation. If you really like your employer, but the
job has become too stressful (or too boring), ask about tailoring
your job to your skills. And if you got promoted into a more
stressful position that you just are not able to handle, ask about
a lateral transfer -- or even a transfer back to your old job (if
that's what you want).
3. Get time away. If you feel the stress building, take a break. Walk
away from the situation, perhaps walking around the block,
sitting on a park bench, taking in a little meditative time.
Exercise does wonders for the psyche. But even just finding a
quiet place and listening to your iPod can reduce stress.
4. Fight through the clutter. Taking the time to organization your
desk or workspace can help ease the sense of losing control that
comes from too much clutter. Keeping a to-do list and then
crossing things off it also helps.

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5. Talk it out. Sometimes the best stress-reducer is simply sharing
your stress with someone close to you. The act of talking it out –
and getting support and empathy from someone else -- is often
an excellent way of blowing of steam and reducing stress. Have
a support system of trusted people.
6. Cultivate allies at work. Just knowing you have one or more co-
workers who are willing to assist you in times of stress will
reduce your stress level. Just remember to reciprocate and help
them when they are in need.
7. Find humor in the situation. When you – or the people around
you -- start taking things too seriously, find a way to break
through with laughter. Share a joke or funny story.
8. Have realistic expectations. While Americans are working longer
hours, we can still only fit so much work into one day. Having
unrealistic expectations for what you can accomplish sets you up
for failure -- and increased stress.
9. Nobody is perfect. If you are one of those types that obsess over
every detail and micromanage to make sure "everything is
perfect," you need to stop. Change your motto to performing
your best, and leave perfection to the gods.
10. Maintain a positive attitude (and avoid those without one).
Negativism sucks the energy and motivation out of any situation,
so avoid it whenever possible. Instead, develop a positive
attitude -- and learn to reward yourself for little accomplishments
(even if no one else does).

Research about job stress:

40% of workers reported their job was very or extremely stressful.

25% view their jobs as the number one stressor in their lives.

Three fourths of employees believe that workers have more on-the-job


stress than a generation ago.

29% of workers felt quite a bit or extremely stressed at work.

26 percent of workers said they were "often or very often burned out
or stressed by their work.

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Job stress is more strongly associated with health complaints than
financial or family problems.

(This information was obtained in the 1990's in large surveys by


Northwestern National Life Insurance Co, Princeton Survey Research
Associates, St. Paul Fire and Marine Insurance Co., Yale University and
The Families and Work Institute.)

Job Stress at Mobilink

The employees at Mobilink are doing well and working environment is


also conducive. But there are some symptoms of job stress among the
employees. We conclude it on following basis:

Lack of communication

Sometimes the goals and strategies are not communicated to the


employees properly that leads to frustration and stress at jobs

Role of leaders

Leaders are effective but sometimes they are not in a position to


implement strategies properly due to some internal and external
constraints

Long and inflexible working hours

Working hours are from 9- 6 in Mobilink. Some employees feel stress


due to long and inflexible working hours.

Lack of participation in decision making

There is centralized decision making at Mobilink. Employees are not


participated into decision making process which causes job stress.

Physical working environment

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The working environment is very good and employees are satisfied
with it.

Job uncertainty

Jobs are relatively on permanent basis. So employees do not feel stress


due to jobs uncertainty.

Compensation

Employees feel that are fairly compensated. So they do not face job
stress due to this particular factor.

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JOB SATISFACTION

Job satisfaction:

Describes how content an individual is with his or her job. It is a


relatively recent term since in previous centuries the jobs available to
a particular person were often predetermined by the occupation of that
person's parent. There are a variety of factors that can influence a
person's level of job satisfaction; some of these factors include:
 the level of pay and benefits
 the perceived fairness of the promotion system within a
company
 the quality of the working conditions
 leadership and social relationships
 the job itself (the variety of tasks involved, the interest and
challenge the job generates, and the clarity of the job
description/requirements).

Motivation and job satisfaction

The happier people are within their job, the more satisfied they are
said to be. Job satisfaction is not the same as motivation, although it is
clearly linked. Job design aims to enhance job satisfaction and
performance, methods include job rotation, job enlargement and job
enrichment. Other influences on satisfaction include the management
style and culture, employee involvement, empowerment and
autonomous work groups. Job satisfaction is a very important attribute
which is frequently measured by organizations.

Measuring job satisfaction

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There are many methods for measuring job satisfaction. By far, the
most common method for collecting data regarding job satisfaction is
the Likert scale (named after Rensis Likert). Other less common
methods of for gauging job satisfaction include: Yes/No questions,
True/False questions, point systems, checklists, and forced choice
answers.

Job Descriptive Index (JDI)

Created by Smith, Kendall, & Hulin (1969), is a specific questionnaire


of job satisfaction that has been widely used. It measures one’s
satisfaction in five facets: pay, promotions and promotion
opportunities, coworkers, supervision, and the work itself. The scale is
simple, participants answer either yes, no, or can’t decide (indicated
by ‘?’) in response to whether given statements accurately describe
one’s job.

Job in General Index

Is an overall measurement of job satisfaction? It is an improvement to


the Job Descriptive Index because the JDI focuses too much on
individual facets and not enough on work satisfaction in general.

Others

Other job satisfaction questionnaires include: the Minnesota


Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and
the Faces Scale. The MSQ measures job satisfaction in 20 facets and
has a long form with 100 questions (five items from each facet) and a
short form with 20 questions (one item from each facet). The JSS is a
36 item questionnaire that measures nine facets of job satisfaction.
Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which
participants respond to by choosing a face.

Practical implications

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Job Satisfaction can be an important indicator of how employees feel
about their jobs and a predictor of work behaviors such as
organizational citizenship, absenteeism and turnover.

Further, job satisfaction can partially mediate the relationship of


personality variables and deviant work behaviors One common
research finding is that job satisfaction is correlated with life
satisfaction This correlation is reciprocal, meaning people who are
satisfied with life tend to be satisfied with their job and people who are
satisfied with their job tend to be satisfied with life. However, some
research has found that job satisfaction is not significantly related to
life satisfaction when other variables such as nonwork satisfaction and
core self-evaluations are taken into account

An important finding for organizations to note is that job satisfaction


has a rather tenuous correlation to productivity on the job. This is a
vital piece of information to researchers and businesses, as the idea
that satisfaction and job performance are directly related to one
another is often cited in the media and in some non-academic
management literature

ATTITUDES

What is an “attitude”?

“A psychological tendency that is expressed by evaluating a particular


entity with some degree of favour or disfavour.”

“Attitude is a little thing that makes a big difference.”


(Winston
Churchill)

FUNCTIONS OF ATTITUDES

Value-Expressive function

Enable us to express who we are and what we believe in

Ego-defensive function

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Enable us to project internally-held conflicts onto others (e.g.,
homophobia)

Knowledge function

Enable us to know the world

Utilitarian Function

Enable us to gain rewards and avoid punishment

ATTITUDE IN THE WORK PLACE

Every workplace is different, and accordingly, each has unique


challenges. Simple solutions do not apply to every business, especially
if managers and employees are constrained by rigid labor agreements
or ill-conceived business models.

Ways to improve Attitudes at workplace

Nevertheless, the following time-tested principles should serve as a


checklist designed to assist leader/managers in the never-ending
challenge of maintaining a positive overall attitude in the workplace.

The leader/manager should, first and foremost, demonstrate a


commitment to the organization through hard work and responsible
behavior.

The leader must be competent and worthy of leadership.

HAJVERY UNIVERSITY LAHORE 31


The leader should have a clear vision of the goals of the organization;
the leader should clearly communicate those goals to the appropriate
parties.
The leader should translate the organization’s goals into clearly
definable work.

The leader should establish clear expectations and provide frequent


feedback so that employees will know when they have been successful
in their work and when they have failed.

The leader should create an atmosphere of success, one in which


employees confidently believe that they can be successful if they apply
themselves.

The leader should reward success and praise behavior that meets or
exceeds expectations while dealing forthrightly with behavior that fails
to meet expectations.

The leader should demonstrate appropriate respect for his or her


employees.

The manager should understand that attitudes are contagious and that
a manager’s outlook, either positive or negative, will play a major role
in the overall attitude of the workplace.

The leader must understand that chronically negative individuals will,


inevitably, have a profound negative impact on the morale of the
workplace.

Attitudes and Job satisfaction at Mobilink

Overall employees are somewhat satisfied with their jobs but not
completely. There is need of improvement to make employees more
satisfied so that they can perform well. We derive these results on
following basis:

Training

Mobilink is providing to its employees. The employees have access to


company sponsored training programs and seminars.

HAJVERY UNIVERSITY LAHORE 32


Career Advancement

Mobilink is providing clear path for career advancement to its


employees. Company gives full support to its employees in this
context.

Discrimination

According to the employees, they face or experience not any form of


discrimination in Mobilink. They are fairly treated by their boss.

Communication

Organization properly communicates its strategies to its employees to


carry good results but sometimes it is not up to the mark. Only few
people have ready access to important information

Salary

Employees are somewhat satisfied with their salaries, bonuses and


other incentives given by Mobilink. But we also got some responses
that showed that employees think that their salaries are not matching
with their responsibilities.

Working environment

Almost all the employees are satisfied with physical working


environment of employees.

Relationship with supervisors

Mostly employees somewhat agree that their supervisors


communicates with them properly and also provide counseling. They
believe that their mangers effectively lead the departments.

HAJVERY UNIVERSITY LAHORE 33


Supportive colleagues and coworkers

The morale of the employees at Mobilink is satisfactory and they have


good team spirit in their work environment. They are satisfied wit their
professionalism of their coworkers.

Recognition

According to employees, their performance is individually recognized


and they are appreciated according to the performance.

(We have gathered some pictures showing the award for individual
and team recognition of Mobilink employees).

EMPLOYEES PERFORMANCE MANAGEMENT

Performance management is a process used within organization to


establish and evaluate an individual’s job performance to achieve
goals and objectives.

Performance Appraisal

A process of systematically evaluating performance and providing


feedback upon which performance adjustments can be made

Performance appraisal should be based on job analysis, job description,


and job specifications.

HAJVERY UNIVERSITY LAHORE 34


Types of Performance Appraisal

Informal Performance Appraisal

“The process of continually feeding back to subordinates information


regarding their work performance”

Formal Performance Appraisal

“A formalized appraisal process for rating work performance,


identifying deserving raises or promotions, and identifying those in
need of further training”

360 Degree
Written
Feedback
Essays

Performance Graphic
Multiperson
Appraisal Rating
Comparisons
Methods Scale

BARS
Behavioral Critical
Anchored Incidents
Rating Scales

Written essay

 A technique in which an evaluator writes out employee


strengths,weeknesses,past performance and potential.

HAJVERY UNIVERSITY LAHORE 35


 Advantages of this are simple to use.

 Disadvantages of this are more a measure of evaluators writing


ability than of employee actual performance.

Graphical rating scale

 A performance appraisal technique in which an employee is


rated on a set of performance factors.

 Advantages of this provide quantitative data, less time


consuming than other methods.

 Disadvantage of this do not provide depth of job behavior


assessed.

Critical incidents

A technique in which the evaluator focuses on the critical behaviors


that separate effective from ineffective job performance.

Advantage rich examples behaviorally based.

Disadvantage time consuming lack of quantification.

Behaviorally anchored rating scales (BARS)

A performance appraisal technique that appraises an employee on


example of actual job behavior.

Advantage focus on specific and measurable job behaviors.

Disadvantage time consuming difficult to develop.

Multiperson comparisons

Performance appraisal techniques that compare one individual’s


performance with that of one or more other individuals

HAJVERY UNIVERSITY LAHORE 36


 Group ranking

 Individual ranking

 Advantage compares with one another.

 Disadvantage unwieldy with large no of employees.

360 degree feedback

 A performance appraisal method that utilizes feedback from


supervisor’s employees and coworkers.

 Advantage of this is thorough.

 Disadvantage time consuming.

PERFOMANCE MANAGEMENT (CONCLUSION)

To be meaningful, an appraisal system must be:

 Reliable — provide consistent results across time.


 Valid — actually measure people on relevant job content.
 Measurement errors can threaten the reliability or validity of
performance appraisals.

Performance Management in Mobilink GSM

PMCL provide a formal review program to evaluate work performance


and to promote communication and discussion of job performance w.r.t
past performance at Mobilink

Mobilink asses the employee on:

 Leadership.
 Communication skills.
 Team work and Co-operation.
 Problem solving & decision making.
 Initiative and drive.

HAJVERY UNIVERSITY LAHORE 37


 Flexibility.
 Customer focus.

Performance appraisal is done on an annual basis (from January 1st to


December 31st)
To give a chance to subordinates to evaluate their seniors a 360
degree evaluation is conducted at the time of the performance
evaluation.
The immediate supervisor prepares an annual report in December of
each year of each employee.
Increments are also given at the end of the year, increments are
percentage of salaries.
Promotions are given on good performance after completing two years
in the current grade.
Bonuses are given but the employee must have to complete 6 months
in the company service.

BONUSES AND INCENTIVES

In contact center employees are given monthly incentives based on


the evaluations

Evaluations done of their calls

Randomly calls are listened and given marks based on information


given
or
On the basis of how efficiently complaint was cater

Quiz is taken from the daily updates and new products launched

And adherence is also counted as well as productivity

On all the above mention bases employee given grade A+, A, B+, B -,
and U

And they are given incentive on their performance every month

HAJVERY UNIVERSITY LAHORE 38


As contact center works 24 hours .employee had to come on Eid days
and on holidays as well. Extra salary is given when employee is on shift
on any government holiday.

HAJVERY UNIVERSITY LAHORE 39

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