The purpose of this report is to determine the motivation level of employees working in Pakistans corporate world and to find

out how much organizations put emphasis on the importance of employees satisfaction from their jobs. To conduct required research we used different tools such as questionnaire and interviews which we will discussed later in detail. As it was out of our scope to cover whole corporate structure, we needed to narrow down our study and select a single organization and consider it as a representative of whole corporate world. The organization we selected was Global Orascom Mobilink Pakistan. Mobilink is a perfect organization for our research as not only it has been functioning in Pakistan for more than a decade but it is also estimated that 20 million people are currently directly or indirectly associated with Mobilink. The person we contacted for our report is Mr. Syed Irtiza Najib (Manager Mobilink Call Centre Karachi). We personally interviewed Mr. Najib for this purpose. His responses to our questions are later analyzed in the report. We also surveyed employees to take their perspective and views into account regarding motivation and job satisfaction. We survey sample of 15 employees with the aid of questionnaires which results are also analyzed later in the report. Before going on further we will have a quick look at the history and functioning of Mobilink. A Brief Introduction of Mobilink Mobilink GSM (PMCL), a subsidiary of Orascom Telecom, started its operations in 1994, and has become the market leader both in terms of growth as well as having the largest customer subscriber base in Pakistan - a base of over 20 million and growing. We pride ourselves on being the first cellular service provider to operate on a 100% digital GSM technology in Pakistan that also provides state-of-the-art communication solutions to its customers. Mobilink offers exclusively designed tariff plans that cater to the communication needs of a diverse group of people, from individuals to businessmen to corporates 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 5000+ cities and towns nationwide as well as over 100 countries on international roaming service. In other words, we speak your language, everywhere.

Mobilink Vision To be the leading Telecommunication Services Provider in Pakistan by offering innovative Communication solutions for our Customers while exceeding Shareholder value & Employee Expectations. Mobilink...Reshaping lives! Nature of Research In order to complete our study we carried out primary research. Our research was carried out in two parts. We started our research with interview from Mr. Syed Iritza Najib. The purpose of this interview was to determine management approach towards motivation. The second part consisted of surveying employees to find their current motivation and job satisfaction and also to record their point of view. In conducting survey from employees we used questionnaire recording their views and motivation and two indirect exercises to determine their intrinsic motivation and their perceived interpersonal treatment.

ANALYSIS OF INTERVIEW I. What importance and how much effort are put on improving motivation? In response to this question, Mr. Syed Irtiza Najib outlined motivation as a core component of Mobilinks culture. According to him, Mobilink provides staff with good salaries, career paths, incentives, benefits, and recreational activities to keep them motivated. I. Do you motivate employees through Job Design or through intrinsic rewards? Mobilink emphasize on both of these approaches. Mobilink believes that the employees cannot work to their full potential unless they feel positively about their role and their job. They job is design in such a way that increase their satisfaction and improves their performance. II. If through Job Design what policies do you employ to improve job satisfaction and performance? Jobs are design keeping employees potential, their on-job productivity and their previous experience in mind. As this job is tailored according to employees competence, this results in increasing of job satisfaction and performance. II. Do you think employees are motivated through job rotation? According to Mr. Najib job rotation can platy vital role in motivating employees. Considering this, Mobilink frequently rotate their employees. Rotation is usually functional or departmental. As job rotation provides employees with opportunity of learning new skills and interacting with people of different departments, it diversifies their skill/qualification portfolio. III. How much teamwork affects employees motivational level? Mr. Najib gave example of his own unit. He mentioned that in his unit there are 24 teams for each different department for example Quality Insurance, Management Information Systems. He further stated that each employee in a team is given equal opportunity to participate and there is a friendly relationship between leader and other workers. Each employee is given an opportunity to rise as leader, which fulfills his ambition needs. He also mentioned that Mobilink make sure that while recruiting their employees are team players. He added that teams are not only functional but there are also project, action and advice teams present in Mobilink.

III. If employees are motivated through job rotation, what kind of job rotation do you follow? In Mobilink we usually rotate employees in different departments. Job rotation not only helps employees learn new skills and interact with different people but it also eliminates monotony of daily job. IV. Do you see your employees more motivated than your competitors? Answering to this question, Mr. Najib responded that the employees prefer going Mobilink because it provides good salary as compared to its competitors. Other organization pays their employees an average salary of Rs. 8000/- whereas Mobilink pays Rs. 17000/- to its employees. Besides salary Mobilink recruit all of their employees on permanent basis whereas contractual employment is still practiced in other organization. V. Does manager-worker conflict occur in your organization? Mr. Najib replied that the primary aim regarding the rights of employees is to allow the employees to work freely. He further added that the manager-worker conflict is very minimal in Mobilink because they have a very transparent evaluation and rewarding system that does not allow favoritism among the managers and the employees. VI. What is your labor turnover? The labor turnover in Mobilink is less than 5%, which shows that the employees are fully satisfied with their jobs. This jobs satisfaction motivates them to work at their best for the organization and results in better performance of Mobilink. However, he added that the labor burnout of call agent in his business unit is quite high as the average burnout of an employee is 2 years. IV. How much role does work environment play in motivating an employee? According to Mr. Najib, salary and other tangible benefits are the least important factors in motivating employees. For him, factors such as work environment, learning opportunities, leadership opportunities and career path are the most important in motivating the employees, and Mobilink tries its best to provide its employees with the best work environment. For example, every month we have social gathering of the employees where celebrate the birthday parties of our employees. Not only this, different functions are organized on different occasions such as Eid to keep employees motivated. He further added that ambience of office is kept pleasant by colorful designing of working cabins. He also stated that employees are allowed to decorate their cabins according to their taste.

VII. Is affiliation with organization is a motivating factor for employees? In response to this answer Mr. Najib said that affiliation of employees with organization is very important factor for any business. He said as Mobilink is market leader in Telecom industry and has customers more than 5 million, its every employee feel proud in being associated with it. VIII. How much salary and fringe benefits play role in motivating the employees? As stated earlier, Mr. Najib personally believes that salary and other fringe benefits are not as motivating factors as work environment etc, but Mobilink also emphasis on paying good salaries to its employees. As far as fringe benefits are concerned, Mobilink provides benefits such as free pick and drop for female employees, provide its employees with Mobilink SIM cards with monthly credit of Rs 2500/-, Medical insurance for employee and his/her family, employees are provided lunch at a cheap rate of Rs 25/- per meal which is deducted from their salary. Lunch includes variety of dishes including sweat and the caterer is Amir Rajput. As this is 24/7 hours job, employees sometimes need to work for extra hours but are provided extra allowance for it. They are provided with special allowances such as Eid allowance and gifts. V. Do you think the nature of employment whether it is permanent or contractual provides incentive for employees? Me. Najib replied that Mobilink believes in recruiting employees on permanent basis. They feel much more secured in performing their work and are not worried about their expiring of job. VI. Which approach is the most effective at Mobilink from the following: Mr. Najib ranked the following: 1. Job Enrichment 2. Job Enlargement 3. Job Rotation VII. What are your Core Job Characteristics? Mr. Najib ranked the following: 1. 2. 3. 4. 5. Skill Variety Task Significance Task Identity Autonomy Feedback from Job

Analysis of survey from employees at Mobilink Following are the analysis of the questionnaire used to survey Mobilink employees. I. How do you feel about your current job?

Moderate 13%

Not Satisfied 0% Very good 54%

Good 33%

II. Rate your satisfaction level of job?( 1 for high satisfaction and 5 for low satisfaction) In response to this question most employees rate their satisfaction high. III. Do you consider your job just as source of earning?
12 10 8 6 4 2 0 Yes No 5 10

IV. If no, then does your job provide opportunities to grow and fulfill your potential?

No 20%

Yes No

Yes 80%

V. Is work environment of Mobilink motivating factor for you?

16 14 12 10 8 6 4 2 0 Series1 Yes 15 No 0

VI. Are you satisfied with your organizations evaluation and rewarding system?

No 47%

Yes 53%

VII. Is positive competition encouraged in Mobilink?

No

Yes

15

10

15

20

VIII. Rate your satisfaction with your supervisor?( 1 for high satisfaction and 5 for low satisfaction) Moderate or high.

Result of survey checking the extent of employees intrinsic motivation. This survey was used to determine how much employees at Mobilink are intrinsically motivated. From the questions it was deduced that most of the employees working at Mobilink are moderately or highly intrinsically motivated. Thus supporting Mr. Najib claim that Mobilink management keeps its employees intrinsic need into account. Result of survey measuring perceived fair interpersonal treatment. The main focus of this survey was to check that to how much extent employees at Mobilink perceive interpersonal treatment fair and without any biases or discrimination. The respective scores from the exercise indicated that employees at Mobilink consider their organization quite fair when it comes to interpersonal treatment. Conclusion: