Executive summary
Bangladesh Unilever Ltd and Square bd. One is local another
multinational company. They have been a major player in Bangladesh FMCG market
with its strong brands like Kisaan, Knorr, Kwality walls, Brook bond, Lipton,
Bru etc. in Food & beverages division; Wheel, Rin, Surf Excel, Lifebuoy,
Dove, Sunsilk, Medicine, Tooth powder etc in Home & Personal care division.
Institutional Business and local as this market is termed
has Nestle and RAK ceramic Diversy as the major players in beverages and home
care categories respectively for the last few decades, HUL has entered in this
market segment in the last two years and is expected to gain a good market share
down the line in next few decades.
Employee motivation is an innate force shaped and maintained
by a set of highly individualistic factors that may change from time to time,
depending on the particular needs and motives of an employee. Environmental
factors do not have a causal link with motivation but do impact on the level of
motivation experienced by an employee and, together, innate and environmental
forces determine behavior at work. Points out that the factors that motivate
employees are the same ones that contribute towards their satisfaction in the
workplace and subsequently concludes that motivated employees are generally also
satisfied with their work. Motivation therefore manifests in job satisfaction
and performance and thus provides the link between employee job satisfaction
and employee performance.
Table of
Content
Title
|
Page No
|
Chapter 1
|
|
Introduction
|
|
Background of the study
|
|
Methodology
|
|
Limitation
of the study
|
|
Chapter 2
|
|
History
|
|
Chapter 3
|
|
Definition of Motivation
|
|
Motivated Employees by Job Design
|
|
Chapter 4
|
|
Using Reward to motivate employees
|
|
Chapter 5
|
|
Definition of Job Satisfaction
|
|
Definition
of Job Performance
|
|
Factors that
affect job performance
|
|
Link between motivation, job
satisfaction and job performance
|
|
Chapter 6
|
|
Analysis and result
|
|
Chapter 7
|
|
Conclusion
|
|
Recommendation
|
|
Reference
|
|
Appendices
|
Chapter-
01
Introduction
1.1
Introduction
Unilever
Unilever
Bangladesh is a company that has its own history intrinsically built with the
development of our nation and our culture. It has been part of the Bangladeshi household
since the 19th century with the same intention of bringing cleanliness and
convenience to households as we do today. Back then Sunlight soap was marketed
through Lever Brothers India limited throughout the undivided India. Later on,
Lever Brothers Pakistan limited started its operation in Bangladesh on a larger
scale. In 1964, our soap manufacturing facility was setup in Kalurghat,
Chittagong.
With time it gradually evolved and diversified into
manufacturing personal products like skin care creams, toothpastes, shampoos,
detergent powders, and so on. Accumulating manufacturing experience over 40
years, we have a legacy of leading the market with international brands offered
at affordable prices. Today, with 13 different brands in 8 different categories,
Unilever Bangladesh stands as one of the most progressive partner in
development for the Government of Bangladesh.
Square
SQUARE today symbolizes a name – a state of mind. But its
journey to the growth and prosperity has been no bed of roses. From the
inception in 1958, it has today burgeoned into one of the top line
conglomerates in Bangladesh. Square Pharmaceuticals Ltd., the flagship company,
is holding the strong leadership position in the pharmaceutical industry of
Bangladesh since 1985 and is now on its way to becoming a high performance
global player.
SQUARE today is more than just an organization, it is an
institute. In a career spanning across four and half decades it has pioneered
the development of the local business in fields as diverse as Pharmaceuticals,
Toiletries, Garments, Textile, Information Technology, Health Products, Food
Products, Hospital, etc. With an average Annual turnover of over US$ 200
million and a workforce of about 3500 the SQUARE Group is a true icon of the
Bangladesh business sector.
1.2 Background of the study
The main objective of the study to utilize my theoretical
knowledge in realm of marketing world to understand the complex/ competitive
market situations and gain experience with the organization, where I utilize four
weeks time to understand the difference between practical and theoretical
knowledge.
The study has been conducted to understand the detail study
of all the aspects of retailing concerned with the HUL’s vending machine. The
specific objective, which under taken in my study, is to understand the
corporate sale, the competitive brands of HUL’s vending machine and walk
through the product sale in corporate world which reflect my own personal views
and measures even the nearby areas with hidden opportunity.
1.3
Methodology
A variety of research
methods were employed to fully capture the performance of Unilever and Square
of their sustainable agriculture practice. Unilever was used as an in-depth
case study for the thesis. Given the nature of the data made available from
Unilever’s suppliers, both qualitative and quantitative assessments were
carried out. Descriptive statistical techniques were used to carry out a
quality assessment of the data. Furthermore interviews were also carried out
with key persons in the relevant departments in Unilever, and the businesses
that they are working in collaboration with to design the latest version of
their Sustainable Agriculture self-assessment (version 2.0).
Combining
current literature on sustainable agriculture indicators from academia and
industry, with the qualitative and quantitative data assessment carried out on
the results from Unilever’s and Square self-assessment tool provides an
effective means of determining the strength of Unilever’s and Square metrics.
Moreover the qualitative information gathered from conversations and interviews
provided a deeper insight into the various issues the food sector faces in
understanding and answering key sustainability concerns.
This
research is prepared both with primary data and secondary data.
Data Collection
Both
primary data and secondary data were collected to organize this report. But the
report is basically emphasized on secondary data.
Primary
Datawere collected from the informal discussion with the manager of the
organization.
Secondary
Datawas collected from different sources e.g. annual report of the organization,
web sites, reports, prospectus, journals, newspaper etc.
1.4 Limitation of the study
Although
I have got co-operation from manager of Unilever and Square, the major
limitations that the study faced during the study period are spot lighted
below:
Ø The
major problem I have faced is lack of understanding.
Ø Unilever
& square one is international another one is local but they are so busy so,
it is very much tough for me to allocate time for collecting data and taking
interview of the manager.
Ø As
most of the data is collected from secondary sources, there was very little
opportunity to analysis data.
Ø Time
constraint is one of the problems, for which it has been difficult for us to
gather enough knowledge.
Chapter-
02
History
2.1 Unilever
Unilever Bangladesh is a company that has
its own history intrinsically built with the development of our nation and our
culture. It has been part of the Bangladeshi household since the 19th century
with the same intention of bringing cleanliness and convenience to households
as we do today. Back then Sunlight soap was marketed through Lever Brothers
India limited throughout the undivided India. Later on, Lever Brothers Pakistan
limited started its operation in Bangladesh on a larger scale. In 1964, our
soap manufacturing facility was setup in Kalurghat, Chittagong.
With time it gradually evolved and diversified into
manufacturing personal products like skin care creams, toothpastes, shampoos,
detergent powders, and so on. Accumulating manufacturing experience over 40
years, we have a legacy of leading the market with international brands offered
at affordable prices. Today, with 13 different brands in 8 different
categories, Unilever Bangladesh stands as one of the most progressive partner
in development for the Government of Bangladesh.
1964-1972
Productions started off with Sunlight soap and Lifebuoy
soap. After the war of independence in 1971, Bangladesh became an independent
country. At this time, Lever Brothers Bangladesh Ltd. was constituted with
Unilever owning 60.75% shares and the Government of Bangladesh owning the
remaining 39.25% shares.
1972-1980
Post liberation period evidenced accelerated growth for the
company. Demand started rising and the company continued its mission to meet
consumer needs by producing quality soaps, introducing Lux - the beauty soap
and Wheel. Launched in 1972 Wheel entered the merchandised laundry category,
traditionally dominated by cottage soaps. It appealed to the consumers with
unique care benefits for hand and fabric, a generic weakness in cottage soaps.
It gradually became the secret ally of Bangladeshi women by extending the
caring hand to ease her daily laundry chores.
1980-1990
The early eighties witnessed expansion of the company
through diversification. Calibrating direction, the mission now included
enhancing quality of life through other personal products aspiring aestheticism
like sparkling white teeth, fresh breath, beautiful hair, and glowing skin. A
Personal Product Plant was established to manufacture shampoo, toothpaste, and
skin care creams. Sunsilk Shampoo, Closeup Tooth paste, Fair and Lovely for
skin care and Vim for dish washing was produced and marketed to bring great
international and regional formulations to Bangladeshi households at affordable
prices. 1989 heralded the beginning of a fairy tale story – the initiation of
LUX photogenic contest that brought the real life experience of glamour, fame
and fortune to the doorsteps of young girls throughout the country.
1990-1998
In the early 90's Unilever Bangladesh entered the tea-based
beverage market introducing Lipton Taaza, Lever's flagship packet tea brand,
with the objective to be the most preferred tea of the Bangladeshi consumers.
World renowned Pond’s cream and Pepsodent – the dental hygiene expert began to
be manufactured from our Kalurghat factory. Washing drudgeries of the busy
homemakers were washed away with the introduction of Wheel washing powder and
Surf Excel for premium wash. In 1996-1997, our manufacturing facility owned and
run by a third party was set up outside Dhaka for wheel washing powder. With
formulations suitable for local conditions, the washing powder concept brought
about a huge revolution in fabric washing habits in the country.
1998-2004
These are the golden years in the history of Unilever
Bangladesh as the company turned around from severe losses due to competitive
backlash - to a company with 6 years of consecutive growth. Around the end of
November 2001, our new personal products factory “Sankalp” in Kalurghat started
production which helped us meet the market needs from a shift on our dependence
on soaps to diverse personal grooming categories.
This is also the era when Unilever Bangladesh introduced
many exciting new products such as Pond’s face wash to end soap related facial
skin woes or Lipton double chamber tea bags for more zest in our tea cups and
the markets responded enthusiastically. In 2001, we brought about a new
excitement in the kitchen care sector with the introduction of Vim bar, the
dish cleaning soap – a concept of convenience and common household habits
combined together.
In 2002 Rexona deodorant entered the market building in
awareness about body odour problems and creating a new personal grooming habit
in the country. The company’s soap formulations changed radically during this
time to bring in world class standards – without any price rises. Lifebuoy, the
health brand has moved from just the hard-working men’s soap to reminding one,
of the bond of love that binds a family in a healthy circle, free of germs and
sickness. In 2004, as a new variant, bringing in the goodness of Neem – an
Ayurvedic medical marvel, Lifebuoy has reinstated its earnest endeavour to be
ahead of consumer’s needs.
In the span of these six years, we gathered many accolades
(link to awards page) to certify our fast paced move towards world class
performance. Unilever Bangladesh had a journey towards adding new impetus to
its trade marketing and today our products are available in 90% of the
households in Bangladesh.
In a companywide move to come out from behind the great
brands and be known as Unilever worldwide, Lever Brothers Bangladesh limited
officially changed its name to Unilever Bangladesh in December 2004.
2.2 Square Group
SQUARE today symbolizes a name – a state of mind. But its
journey to the growth and prosperity has been no bed of roses. From the
inception in 1958, it has today burgeoned into one of the top line
conglomerates in Bangladesh. Square Pharmaceuticals Ltd., the flagship company,
is holding the strong leadership position in the pharmaceutical industry of
Bangladesh since 1985 and is now on its way to becoming a high performance
global player.
SQUARE today is more than just an organization, it is an
institute. In a career spanning across four and half decades it has pioneered
the development of the local business in fields as diverse as Pharmaceuticals,
Toiletries, Garments, Textile, Information Technology, Health Products, Food
Products, Hospital, etc. With an average Annual turnover of over US$ 200
million and a workforce of about 3500 the SQUARE Group is a true icon of the
Bangladesh business sector.
1958
- 1973
Debut of Square Pharma as a Partnership Firm.Converted into
a Private Limited Company.
1973 - 1984
Technical Collaboration with Janssen Pharmaceutical,
Belgium, a subsidiary of Johnson and Johnson International, USA.Licensing
Agreement signed with F. Hoffmann-La Roche Ltd., Switzerland.
1984 - 1994
Achieved first position in the Pharmaceutical Market of
Bangladesh among all national and multinational companies.Pioneer in
pharmaceutical export from Bangladesh.Debut of SQUARE Toiletries Ltd. as
a separate division of SQUAREPharma.Initial Public Offering of SQUARE
Pharmaceutical Shares.SQUARE Toiletries Ltd. becomes a Private
Limited Company.
1994 - 1999
Chemical Division of SQUARE Pharmaceuticals Ltd.
starts production of pharmaceuticals bulk products (API).Won the National
Export trophy for exporting pharmaceuticals.Debut of SQUARE Textiles
Ltd.Second Unit of SQUARE Textile Ltd. is established.Agro-chemicals
& Veterinary Products Division on SQUAREPharma starts its operation.
1999 - 2003
SQUARE
Spinnings Ltd. Starts its Journey.SQUARE Knit Fabrics
Ltd. is established.SQUARE Fashions Ltd. starts its operation.US Fda/UK
MCA standard new pharmaceutical factory goes into operation built under the
supervision of Bovis Lend Lease, UK.SQUARE Consumer Products Ltd. started
its operation.SQUARE Informatics Established.SQUARE Hospitals
Ltd. Incorporated.Management Agreement with Bumrungrad Hospital International
of Thailand for the management of SQUARE Hospitals Ltd
2004 - 2006
Signing of agreement with ROVIPHARM, Vietnam to
manufacture and market Square products under license in Vietnam. Secured the
top position for the best published accounts and report for 2003 in the
manufacturing category for transparency and excellence in corporate reporting.
New State-of- the-Art Square Cephalosporin's Ltd. went into operation; built
under the supervision of TELSTAR S.A. of Spain as per US FDA/ UK MHRA
requirements.
2006 - 2010
Square Pharmaceuticals Ltd., Dhaka Unit achieved the UK
MHRA approval. Square pharmaceuticals Ltd. started the commercial production of
Insulin from the State- Of-The-Art Insulin manufacturing facility as per US FDA
and UK MHRA guideline
Chapter- 3
3.1
Definition of Motivation
Motivation is defined as the process that initiates, guides and
maintains goal-oriented behaviors. Motivation is what causes us to act, whether
it is getting a glass of water to reduce thirst or reading a book to gain
knowledge.It involves the biological, emotional, social and cognitive forces
that activate behavior. In everyday usage, the term motivation is frequently used to describe why a person does something. For example,
you might say that a student is so motivated to get into aclinical
psychology program that she spends every night studying.
Psychologists have proposed a number of different theories of
motivation. These are given below:
I.
Maslow’s hierarchy of needs theory
II.
Maslow’s hierarchy of needs theory
III.
McGregor’s Theory X and Theory Y
IV.
McClelland’s learned needs theory
V.
Equity theory
VI.
Goal-setting theory
VII.
Expectancy theory
VIII.
ERG Theory. Etc.
Motivated Employees by
Job Design
Job Design: The way the
elements in a job are organized. Job design provides stronger evidence that the
way the elements are organized can act to increase or decrease effort.
Job design is maintained by the Job Characteristics Model.
It is described below:
3.2:Skill Variety:Skill
variety is the degree to which a job requires a variety of different activities
so the worker can use a number of different skills and talent.
In Unilever Bangladesh skill variety is highly preferable
for high level executive members. But at lower level the practice of skill
variety is not measurable. Like as many more talent hunt competition and
managerial activities.
For Square ltd. Bangladesh skill variety is measurable both
workers level and higher level. Different kinds of activities done by the
member of the company. As a local company it is manageable for workers to
maintain skill variety.
3.3:Task Identity: Task
identity is the degree to which a job requires completion of a whole and
identifiable piece of work. An example of job scoring high on identity would be
the job of cabinetmaker that designs piece of furniture, selects the wood and
finishes it to perfection.
Both Unilever and Square maintain the task identity to
perform the task in different level at different procedure. Task identity is
the main dimension of the motivational term.
3.4:Task Significance: The
degree to which a job has a substantial impact on the lives or work of other
people. Job of a nurse handling the diverse needs of patients in a hospital
intensive care unit.
In Unilever, task significance is highly maintained. The
employees of the company supposed to their own task significantly.
In Square Company, they also maintained task significance so
that they captured the whole local area of Bangladesh. As a worker of the
company they need to take the as compatible work.
3.5:Autonomy: The degree
to which a job provides substantial freedom and discretion to the individual in
scheduling the work and in determining the procedures to be used in carrying it
out.
It is necessary to provides individual freedom to do any
types of work. Unilever provides employees those kinds of freedom that’s
indicating the autonomy of the company.
In Square, sometimes it is not possible for higher level
workers or executives to maintain all kinds of autonomy of the employee level
workers.
3.6: Feedback: The degree
to which carrying out the work activities required by a job results in the
individual obtaining direct and clear information about the effectiveness of
his or her performance.
Feedback opportunities are provided by both Unilever and
Square Company of Bangladesh. Feedback is important for all the important
sectors of the company. It carries out many good ideas that help the
organization.
Chapter- 4
Using Reward to
motivate employees
Reword is mainly two types. One is Extrinsic Reward and
another one is Intrinsic Reward.
4.1: Extrinsic Reward:
This kind of reword is mainly for lower level employees. Inadequate working
condition, salary, incentive pay can cause dissatisfaction and prevent
satisfaction. Each and every company need to pay extrinsic reward for
satisfaction that helps the performance of workers.
4.2: Intrinsic Reward:
Intrinsic reward is mainly for higher level employees those who are not
extrinsically motivated. Challenging job, feedback, recognition, achievement,
self-actualization those needs are the main motivators of intrinsic reward. In
executive level it is necessary to keep in mind on intrinsic reward.
4.3: Pay Structure: The
process of initially setting pay levels can be rather complex and entails
balancing some equity known as pay structure. There are many ways to pay employees.
1. Internal Equity: The
worth of the job to the organization. It is usually established through a
technical process of job evaluation.
2. External Equity: The
external competitiveness of an organization’s pay relative to elsewhere in its
industry. It is usually established through pay surveys.
4.4: Pay Programs: There
are several pay programs that helps organization to motivate employees. These
are given below:
1. Variable-pay programs:
A pay plan that bases a portion of an employee’s pay on some individual and/or
organizational measure of performance. A number of organizations- business
firms as well as school districts and other govt. agencies are moving away from
paying people based length of service and toward using variable-pay program.
2. Price-rate plan: A pay
plan in which workers are paid a fixed sum for each unit of production. It has
been popular for more than a century as a means of compensating production
workers.
This plan is followed by both Unilever and Square Company
Bangladesh for production level workers. Sometimes it is more influencing
factor for motivating employees of an organization.
3. Merit-Based pay: A pay
plan based on performance appraisal ratings. Most of the time merit based pay
is more profitable for organization.
Unilever Bangladesh highly maintained the merit-based pay
plan both employee level and executive level workers. Especially for executive
level it is compatible.
Square ltd Bangladesh provides merit based payment mainly
higher level manager or executive. Some sectors of lower level also included
under the merit based pay.
4. Skill-based pay: A pay
plan that sets pay levels on the basis of how many skills employees have or how
many jobs they can do. Skill-based pay is mainly payment based on individual
skills. It is also called competency based pay or knowledge based pay program.
Both Unilever and Square Company strongly maintain the
skill-based pay. It becomes important for both companies to motivate employees
based on individual skills.
5. Bonuses: A plan that
rewards employees for recent performance rather historical performance. For
many jobs, annual bonuses are s significant component of the total
compensation.
Now a day’s bonuses become the most valuable term to
motivate all employees both Unilever and Square Company. It increases the
punctuality of workers and provides many more advantages for the sake of the
company.
6. Profit-Sharing Plans:
An Organization wide program that distributes compensation based some
established formula designed around a company’s profitability. It is so rare in
Bangladesh .Sometimes it can happen for short period of time. When specific
task provided by the company this kind of sharing plans can observed.
7.Gain sharing: A variable
pay program that has gotten a great deal of attention in recent years is gain
sharing. It is mainly formula-based group incentive plan.
8. Employee Stock Ownership Plan:
A company-established benefits plan in which employees acquire stock, often at
below marks prices, as part of their benefits. It is more influencing benefits
for employees that motivate employees more. In Bangladesh it is quite rare to
find out these kinds of benefits.
Chapter-5
5.1: Definition of Job
Satisfaction
Job satisfaction is
defined as "the extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs". This definition suggests job satisfaction
is a general or global affective reaction that individuals hold about their
job. While researchers and practitioners most often measure global job
satisfaction, there is also interest in measuring different "facets"
or "dimensions" of satisfaction. Examination of these facet
conditions is often useful for a more careful examination of employee
satisfaction with critical job factors. Traditional job satisfaction facets
include: co-workers, pay, job conditions, supervision, nature of the work and
benefits.
5.2: Definition of Job
Performance
Job performance is the way employees perform their work. An
employee's performance is determined during job performance reviews, with an
employer taking into account factors such as leadership skills, time
management, organizational skills and productivity to analyze each employee on
an individual basis. Job performance reviews are often done yearly and can
determine raise eligibility, whether an employee is right for promotion or even
if an employee should be fired.
5.3:Factors that affect job performance
In reaction to poor performance issues, companies will
sometimes offer their employees top-notch training that has little or no effect
on the participants’ job performance. Management may blame the ineffectiveness
of the training on the training program or the trainer, when in fact the
training effort was not the correct resolution to the problem in the first
place. If training is definitely not the answer, the trainer must identify the
root cause (or causes) of the problem and pass this information on to
management.
Before we, as trainers, are able to make recommendations, we
must first look at the factors that affect employee performance.
§
Ability- The capacity to learn and
perform the tasks required
§
Standard- Expectations to achieve and
guidelines by which to achieve them
§
Knowledge and Skill- The information and
expertise necessary to perform the job
§
Feedback- Feedback from management that
effectively communicates the status of the person’s performance, based on
measurable guidelines and tools
§
Environment- Acceptable working
conditions, such as enough time and equipment to perform the job effectively
§
Motivation- Incentives in place that
positively reinforce good performance.
5.4: Link between motivation, job
satisfaction and job performance
§ Employee
motivation is an innate force shaped and maintained by a set of highly
individualistic factors that may change from time to time, depending on the
particular needs and motives of an employee. Environmental factors do not have
a causal link with motivation but do impact on the level of motivation
experienced by an employee and, together, innate and environmental forces
determine behavior at work. Points out that the factors that motivate employees
are the same ones that contribute towards their satisfaction in the workplace
and subsequently concludes that motivated employees are generally also
satisfied with their work. Motivation therefore manifests in job satisfaction
and performance and thus provides the link between employee job satisfaction
and employee performance.
§ In
this study, the relationships between specific motivational characteristics and
job satisfaction are discussed first. This is followed by a discussion on the
relationships between motivation and job performance. Then we have discussed
about the relationship between job satisfaction and job performance. Finally,
the relationship between motivation, job satisfaction and job performance is
discussed.
Chapter- 6
6.1:Analysis
and result
Constructs
|
Questions
|
Unilever
|
Square
|
Motivation
|
Consequently what factors de-motivate you in doing work?
|
60%- Low salary
40%- Poor working environment
|
50%- Low salary
50%- Poor working environment
|
Does the organization provide its employees with the adequate
benefits aside from compensation?
|
100% Yes
|
100%- Yes
|
|
What factors affect your level of motivation towards work?
|
70% Financial reword
30% Working environment
|
50% Financial reword
50% Working environment
|
|
Which type of incentive motivates you more?
|
100% Promotion
|
100% Promotion
|
|
Job
Satisfaction
|
Rate your level of satisfaction with the working culture of the
organization?
|
95% Satisfied
|
100% Satisfied
|
What is your level of satisfaction in your work?
|
100% Satisfied
|
100% Satisfied
|
|
How far you are satisfied with the incentive provided by the
organization?
|
100% Satisfied
|
100% Satisfied
|
|
Good Safety measures adopted in the organization -
|
70%
|
90%
|
|
Good Relationship with co-workers -
|
90%
|
80%
|
|
Stock ownership option increases job satisfaction. Do you agree?
|
99% Yes
|
100%- Yes
|
|
Does the management involve you in decision making which are
connected to your department?
|
100%- Yes
|
100%- Yes
|
|
Do you have a good professional relationship with superiors?
|
100%- Yes
|
100%- Yes
|
|
Reward should be contingent on performance.” Do you agree?
|
100%- Yes
|
100%- Yes
|
|
Others
|
What are the things that you like best in your workplace?
|
80%- Challenging and Exciting Job
20%- Training and Leaving Opportunities
|
60%- Challenging and
exciting Job
30%- People and work
Environment
10%- Creative
freedom with job
|
Does the corporation maintain an open communication with its
employees?
|
100%- Yes
|
100%- Yes
|
|
Accordingly, what are the things that you think need improvement in
your workplace?
|
90%- People and Work Environment
10%- Style of Management
|
50%- Salary
30%- Training and
leaving opportunities
20%-Style of Management
|
Chapter- 7
7.1:Conclusion
This study has shown the importance of motivation, job
satisfaction and job performance in the work environment. When investigating
the relationship of motivation, job satisfaction and job performance in the
local and multinational sector, this research has come to similar conclusions
to what other authors have found. Undoubtedly, extrinsic motivation can have
the possibility to harm intrinsic motivation and job satisfaction. Intrinsic
motivation is found to be positively related to job satisfaction. Therefore,
companies have to be careful how to implement reward systems for their
employees. If they do decide to use rewards in order to increase performance,
it would be the most fruitful if they focus on rewards that enhance intrinsic
motivation or at least do not harm intrinsic motivation. Employees from
multinational companies are clearly more extrinsically motivated than local
companies and less intrinsically motivated. Moreover, one can see that
employees from multinational companies are more satisfied than local companies.
This difference was mainly due to two items, namely satisfaction with the job
and job security. The differences between employees in motivation, job
satisfaction and job performance could be due to being employed in a different
sector. Clearly, the influence of motivational theories on intrinsic and extrinsic
motivation is significant as well. Although the number of theories used in this
paper is relatively small compared to the total number of motivational theories
available in the academic literature, its influence should not be
underestimated. The underlying thoughts and psychological processes that come
along with those motivational theories should be used to the best of managerial
capabilities to benefit from them. Obviously, having motivated employees can
result in having satisfied employees which will lead to better performance.
Satisfaction is the key to decrease turnover rates and to attract new
employees. It is when employees cannot get any satisfaction, they start singing
(, and leave).
7.2 Recommendation
Margin to distributors is low. Company
should focus in this direction to pass on more benefit to the distributors. If
margins are increased from 4.76%, distributors will be more motivated.
In order to compete with local and
cheaper brands, company should come up with competitive products that can cater
institutes more effectively and efficiently with a basic Focus on pricing
strategy.
When we visited Unilever and square we observed that the
total environment of these company wonderful in a word. The manager is so
friendly and cooperative to others. The clear idea of this topic of him
attracts us very much.
There are so many differences between two companies in terms
of some official and non official task. The information they provided us is not
as sufficient as we wanted. Their website’s information and total number of
provided information could be better at that time. We hope that we’ll find
better information and better performance of them later on.
7.3
Reference
Ø
Stephen
P. Robbins, Organizational Behavior, 13th Edition
Ø
Md. RabiulHossain
(Asst-Manager & Learning) Unilever Bangladesh Limited ZN Tower Plot # 2,
Road #8 Gulshan- 1, Dhaka 1212 Bangladesh. E-mail: rabiul.hossain@unilever.com
Ø
MD.
IshfaqurRahman (Executive) H R, Square bd Ltd
Ø
http://unilever.freeservers.com/html/company/history.htm
Ø
http://www.unilever.com.bd/
Ø
http://www.e-home2u.com/about_square.php
Ø
http://www.wikipedia.org/
Ø
http://www.bangladeshdir.com/webs/catalog/unilever_bangladesh.html
7.4
Appendices
Dear respondent, good day. We are looking for your
cooperation in our academic researches. You honest answer would lead us to a
meaningful conclusion. Please answer or put tick mark appropriately for the
following issues/ questions.
How many years you
have been working in this organization?
A. 0-5
years
B. 5-10
Years
C. 10-15
years
D. More
than 15 years
What are the things
that you like best in your workplace?
A. People
and work environment
B. Style
of management
C. Challenging
and exciting job
D. Flexibility
E. Salary
F. Autonomy
G. Creative
freedom with job
H. Training
and leaving opportunities
What factors affect
your level of motivation?
A. Financial
reword
B. Praise
and acknowledgement
C. Publish
recognition
D. Job
security
E. Working
environment
F. Other
Consequence what
factors de-motivate you in doing work?
A. Low
salary
B. Leading
and advancement
C. Bored
D. Poor
working environment
E. Lack
skill that needed for the job
F. Other
What is your level of
satisfaction in your work?
A. More
than satisfied
B. Satisfied
C. Not
satisfied
Dose the organization
provide opportunities (Eg. training, seminar, sports etc) to further develop
its employees both professionally and personally?
A. Yes
B. No
Do you have a good
professional relationship with superiors?
A. Yes
B. No
Rate your level of
satisfaction with the working culture of the organization?
A. Highly
satisfied
B. Satisfied
C. Dissatisfied
D. Highly
dissatisfied
E. Average
Which type of
incentive motivates you more?
A. Incentive
awards
B. Promotion
C. Appreciation
letter
How far you are
satisfied with the incentive provided by the organization?
A. Highly
satisfied
B. Satisfied
C. Dissatisfied
D. Highly
dissatisfied
Please provide the
following rate. (5-Strongly agree, 3-Neutral, 2-Disagree, 1-Strongly disagree)
No
|
Factors
|
Rate
|
01
|
Reasonable periodical increasing in salary
|
|
02
|
Job security exist in the organization
|
|
03
|
Good relationship with co-workers
|
|
04
|
Effective performance opportunities in the organization
|
|
05
|
Good safety measures adopted in the organization
|
|
06
|
Performance appraisal activities are helpful to get motivated
|
|
07
|
Support from the co-worker is helpful
|
|
08
|
Corporation recognize and acknowledgement your work
|
|
09
|
Effective performance appraisal system
|
Rank the following factors which motivates you the most?
(Rank 1-5 in this range)
No
|
Factors
|
Rate
|
01
|
Salary increase
|
|
02
|
Promotion
|
|
03
|
Level
|
|
04
|
Motivation talks
|
|
05
|
Recognition
|
Dose the management involve you in decision making which are connected
to you department?
A. Yes
B. No
Do you think
incentive and other benefits will influence your performance?
A. Influence
B. Dose
not influence
C. No
opinion
Accordingly, what are
the things that you think need improvement in your workplace?
A. People
and work environment
B. Style
of management
C. Challenging
and exciting job
D. Flexibility
E. Salary
F. Autonomy
G. Creative
freedom
H. Training
and leaving opportunities
Dose the corporation
maintain an open communication with its employees?
A. Yes
B. No
Is there any facility
about employee stock ownership option?
A. Yes
B. No
Do you want stock option
in your organization?
A. Yes
B. No
Stock ownership
option increase job satisfaction. Do you agree?
A. Yes
B. No
"Reword should
be contingent on performance" Do you agree?
A. Yes
B. No
What changes can be
made to improve the workplace environment?
....................................................
Organisations must adopt a strategy where they should know how to motivate, uplift and inspire their employees. No matte ho good the job is but the pressure is always felt somewhere. So for employees to do their job with full satisfaction, it's not only their role but that of organisation as well.
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