Mobilink OB

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.

About Orascom Telecom

HAJVERY UNIVERSITY LAHORE 1

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.

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.


http://www.orascomtelecom.com/


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”.


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.”


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.

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.

Structure OF Mobilink

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


Regional General Manager (South)

RGM (S)

Regional General Manager (South)

RGM (S)

Regional General Manager (Central)

RGM (C)

Regional General Manager (Central)

RGM (C)

Regional General Manager (North)

RGM (N)

Regional General Manager (North)

RGM (N)

Area Manager Customer Service(AMCS)






Chief Executive(CX)

Chief Executive(CX)

Customer Service

(CS)

Customer Service

(CS)

Customer Service

(CS)

Customer Service

(CS)

Customer Service

(CS)

Customer Service

(CS)

Credit Managemen

t (CM)

Credit Managemen

t (CM)

Credit Managemen

t(CM)

Credit Managemen

t(CM)

Credit Managemen

t(CM)

Credit Managemen

t(CM)

Director IT/MISDirector IT/MIS Director OperationsDirector

OperationsDirector FinanceDirector Finance

Director HR/Administrati

on

Director HR/Administrati

on

LEVELS OF HIERARCHY


Marwan Hayek

VP-Technical

Zohair Khaliq

President & CEO

Ehab RochdiVP-Finance

Ali Raza Mehdi

VP-HR & Admin

Irfan AkramVP-Sales

Bilal Munir Shaikh

VP-Marketing

Tariq RashidVP-IT

Mustafa PerachaVP-CS

DirectorsTechnical

DirectorsFinance

DirectorsHR & Admin

DirectorsSales

DirectorsMarketing

DirectorsIT

DirectorsCS

Managers

Specialists

Associates

MANAGEMENT TEAM OF MOBILINK

President and CEORashid Khan

Chief Strategy OfficerTariq Rashid


Vice President Marketing Bilal Munir Sheikh

Vice President Customer CareIrfan Akram

Vice President Corporate AffairsAgha Qasim

Chief Technical Officer Ramy Reyad Kamel

Vice President SalesJahanzeb Taj

Chief Information OfficerIrfan Farooq

Head of Human Resources & AdministrationSadia Ahmad


Chief Financial Officer Andis Locmelis

Head of Business Analysis and PlanningFarid Ahmed

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

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.

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.


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.

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 CompaniesCourier ServicesE-mail service providersPay Card Phone CompaniesInternet 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 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 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.

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


CONTACT CENTRE STRUCTURE (LAHORE)

3 Emp# MANAGEMENT1 439 Fareed Bajwa (Director)2 1890 M. Sammad Bin Arshad3 1605 Faisal Siddiqui

9 Emp# CC-LHE MANAGEMENT


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 Azhar8 1058 Syed Khurram Atiq (M-QA)9 2914 Kamran Qureshi (M-OPS)

7 Emp# FLOOR SUPERVISORS1191 Qasim Tufail1194 Waseem Tahir1209 Rashood Minhas1211 Syed Zeeshan Athar1410 Gohar Yunus1634 Mian M. Saleh1770 Yasir Naqvi

SUM

MAR

Y

Floor Team Details23 Male Teams16 Female Teams13 CSRs / Male Team12 CSRs / Female Team

Agents Available on CallsCSO/PPG Agents486 Total Agents on 111486 CSRsAgents on Other Helplined


25 Retailers' H/L (1344)24 CSRs & TCs on calls9 Blackberry H/L (120)8 CSRs & TCs on calls3 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

12Male Members in Female Teams

3 On Notice Period 12 On IRU Rotation

5On Rotation to other than CC

17 New Hires

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


http://www.quintcareers.com/managing_job_stress.html

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. 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.

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.

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

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.


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


http://en.wikipedia.org/wiki/Quality

http://en.wikipedia.org/wiki/Company_(law)

http://en.wikipedia.org/wiki/Individual

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

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


http://en.wikipedia.org/wiki/Rensis_Likert

http://en.wikipedia.org/wiki/Likert_scale

http://en.wikipedia.org/wiki/Social_relationship

http://en.wikipedia.org/wiki/Leadership

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

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)


http://en.wikipedia.org/wiki/Correlation

http://en.wikipedia.org/wiki/Turnover

http://en.wikipedia.org/wiki/Absenteeism

http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1

FUNCTIONS OF ATTITUDES

Value-Expressive function

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

Ego-defensive function

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.

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.

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.

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.

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”

Written essay

HAJVERY UNIVERSITY LAHORE

GraphicGraphicRatingRatingScaleScale

Written Written EssaysEssays

Critical Critical IncidentsIncidents

360 Degree360 DegreeFeedbackFeedback

MultipersonMultipersonComparisonsComparisons

BARSBARSBehavioralBehavioralAnchoredAnchored

Rating ScalesRating Scales

Performance AppraisalMethods

33

A technique in which an evaluator writes out employee strengths,weeknesses,past performance and potential.

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

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. 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 orOn 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

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.


Documents

Mobilink OB