Report On Link between Motivation, Satisfaction and Job Performance of Unilever and SQUARE BD

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?

....................................................