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.
HAJVERY UNIVERSITY LAHORE
1
About Orascom Telecom
Orascom Telecom Holding S.A.E. ("Orascom Telecom") or ("OTH") was established
in 1998 and has grown to become a major player in the telecommunication market.
OTH is considered among the largest and most diversified network operators in the
Middle East, Africa, and South Asia, and has acquired in early 2008 a license to operate
mobile services in North Korea. Orascom Telecom is a leading mobile
telecommunications company operating in six emerging markets having a population
under license of 430 million with an average penetration of mobile telephony across all
markets of approximately 40%. OTH operates GSM networks in Algeria (Djezzy),
Pakistan (Mobilink), Egypt (Mobinil), Tunisia (Tunisiana), Bangladesh (Banglalink) and
Zimbabwe (Telecel Zimbabwe). OTH had exceeded 74 million subscribers as of March
2008.
In Pakistan, the Pakistan Mobile communications Ltd (“Mobilink”) started its operations
in 1994 and, until early 2001, had a market share of 40%. In April 2001, OTH took over
management control of the company. As the market leader, Mobilink serves more than
31.6 million subscribers, representing a market share of 38.5% (as of March 2008).
OTH has positioned itself as a leader in the region for its diverse GSM operations with
various GSM support and Internet operations. One of OTH's main strategies is to create
its own non- GSM subsidiaries to act as a backbone of support for its regional GSM
operations. OTH has achieved this by dedicating financial, technical and management
resources for supporting its subsidiaries. This includes network support and installation
of GSM operations, equipment procurement, handset procurement and distribution
companies, Value Added Services, and Internet operations. OTH is dedicated to
providing the best quality services to its customers, value to shareholders and a dynamic
working environment for its more than 15,000 employees.
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).
HAJVERY UNIVERSITY LAHORE
2
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.
HAJVERY UNIVERSITY LAHORE
3
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”.
HAJVERY UNIVERSITY LAHORE
4
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.”
HAJVERY UNIVERSITY LAHORE
5
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.
HAJVERY UNIVERSITY LAHORE
6
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.
HAJVERY UNIVERSITY LAHORE
7
Structure OF Mobilink
The structure of MOBILINK Co Ltd can be easily understood with the help of the
diagram.
Chief Executive
(CX)
General
Regional
Manager
(South)
Regional
General
Manager
(Central)
Regional
General
Manager
(North)
RGM (S)
RGM (C)
RGM (N)
Area Manager
Customer
Service
(AMCS)
Area Manager
Customer
Service
(AMCS)
Customer
Service
(CS)
Customer
Service
(CS)
Credit
Management
(CM)
Director IT/MIS
HAJVERY UNIVERSITY LAHORE
Area Manager
Customer
Service
(AMCS)
Customer
Service
(CS)
Credit
Management
(CM)
Credit
Management
(CM)
Director
Operations
Director Finance
Director
HR/Administratio
n
8
LEVELS OF HIERARCHY
Zohair
Khaliq
President &
CEO
Mustafa
Peracha
VP-CS
Irfan Akram
VP-Sales
Bilal Munir
Shaikh
VP-Marketing
Ehab Rochdi
VP-Finance
Ali Raza
Mehdi
VP-HR &
Admin
Marwan
Hayek
VP-Technical
Tariq Rashid
VP-IT
Directors
CS
Directors
Sales
Directors
Marketing
Directors
Finance
Directors
HR & Admin
Directors
Technical
Directors
IT
Managers
Specialists
Associates
HAJVERY UNIVERSITY LAHORE
9
MANAGEMENT TEAM OF MOBILINK
President and CEO
Rashid Khan
Chief Strategy Officer
Tariq Rashid
Vice President Marketing
Bilal Munir Sheikh
Vice President Customer Care
Irfan Akram
Vice President Corporate Affairs
Agha Qasim
Chief Technical Officer
Ramy Reyad Kamel
HAJVERY UNIVERSITY LAHORE
10
Vice President Sales
Jahanzeb Taj
Chief Information Officer
Irfan Farooq
Head of Human Resources & Administration
Sadia Ahmad
Chief Financial Officer
Andis Locmelis
Head of Business Analysis and Planning
Farid Ahmed
HAJVERY UNIVERSITY LAHORE
11
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
HAJVERY UNIVERSITY LAHORE
12
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.
HAJVERY UNIVERSITY LAHORE
13
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.
HAJVERY UNIVERSITY LAHORE
14
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.
HAJVERY UNIVERSITY LAHORE
15
Employees
MOBILINK has more than 5000 employees. Most of the employees are permanent.
However MOBILINK also hires employees on contract and temporary basis according to
the demand of tasks. The pay scales of the employees are about the same as of private
sector except some special allowances, which are given to MOBILINK employees. As
MOBILINK is a private limited company all of its personnel are same as for non
government institutions.
Employee Unions
There are no employees unions registered with MOBILINK and there are the team
leaders who play as a Collective Bargaining Agent (CBA) which bargains the employee's
problems with the management. In past due to the efforts of CBA the management has
provided many facilities to the employees.
COMPETITORS
Although MOBILINK has been given complete monopoly in the field of
telecommunication up to year 2, still there are some competitors from other sources of
communication. They include:
Other Mobile Phone Companies
Courier Services
E-mail service providers
Pay Card Phone Companies
Internet Service Providers
Mobile Phone Companies
Mobile or cellular phone has earned greater popularity among the people, especially
businessmen. It is now easy for a businessperson to be in contact with his business,
customers and suppliers at any time 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
HAJVERY UNIVERSITY LAHORE
16
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
HAJVERY UNIVERSITY LAHORE
17
>
>
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
HAJVERY UNIVERSITY LAHORE
18
Coverage Map
HAJVERY UNIVERSITY LAHORE
19
CONTACT CENTRE STRUCTURE (LAHORE)
3
1
2
3
Emp#
439
1890
1605
MANAGEMENT
Fareed Bajwa (Director)
M. Sammad Bin Arshad
Faisal Siddiqui
9
1
2
3
4
5
6
7
8
9
Emp#
934
814
1013
1199
952
7551
2444
1058
2914
CC-LHE MANAGEMENT
M. Bilal Saifi (CCM)
Nasir Rasheed (IRU M)
Kashif Mahmood (FM)
Farina Mir (FM)
Zeeshan Haider(FM)
Aman Zia Raja (FM)
M. Jamshed Azhar
Syed Khurram Atiq (M-QA)
Kamran Qureshi (M-OPS)
7
Emp#
1191
1194
1209
1211
1410
1634
1770
FLOOR SUPERVISORS
Qasim Tufail
Waseem Tahir
Rashood Minhas
Syed Zeeshan Athar
Gohar Yunus
Mian M. Saleh
Yasir Naqvi
HAJVERY UNIVERSITY LAHORE
20
SUMMARY
Floor Team Details
23
Male Teams
16
Female Teams
13
CSRs / Male Team
12
CSRs / Female Team
Agents Available on Calls
CSO/PPG Agents
486
Total Agents on 111
486
CSRs
Agents on Other Helplined
25
Retailers' H/L (1344)
24
CSRs & TCs on calls
9
Blackberry H/L (120)
8
CSRs & TCs on calls
3
MobiMAX H/L (369)
3
CSRs & TCs on calls
LEGEND
4
7
39
39
23
16
12
3
12
5
17
Floor Managers
Floor Supervisors
Team Leaders
Team Coordinators
Male Teams
Female Teams
Male Members in Female
Teams
On Notice Period
On IRU Rotation
On Rotation to other than
CC
New Hires
HAJVERY UNIVERSITY LAHORE
21
What is Job Stress?
Job stress is something we all face as workers and we all handle it differently. There is
no getting around it. But, not all stress is bad, and learning how to deal with and
manage stress is critical to our maximizing our job performance, staying safe on the job,
and maintaining our physical and mental health
Stress and types of jobs
Some jobs, by definition, tend to be higher stress, such as ones that are in dangerous
settings (fire, police), that deal with demanding customers (service providers), that have
demanding time pressures (healthcare), and that have repetitive detailed work
(manufacturing) -- but stress is not limited to any one particular job or industry.
Symptoms & Warning Signs of Job Stress:
While the causes can be something other than job stress, here are the most common
symptoms and early warning signs of job stress and burnout:












Apathy
Negativism/cynicism
Low morale
Boredom
Anxiety
Frustration
Fatigue
Depression
Alienation
Anger/irritability
Physical problems (headaches, stomach problems)
Absenteeism
Causes of Job Stress
There are two schools of thought on the causes of job stress.
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.
HAJVERY UNIVERSITY LAHORE
22
The other theory proposes that certain working conditions are inherently stressinducing, 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.
HAJVERY UNIVERSITY LAHORE
23
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.)
HAJVERY UNIVERSITY LAHORE
24
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.
HAJVERY UNIVERSITY LAHORE
25
Compensation
Employees feel that are fairly compensated. So they do not face job stress due to this
particular factor.
HAJVERY UNIVERSITY LAHORE
26
JOB SATISFACTION
Job satisfaction:
Describes how content an individual is with his or her job. It is a relatively recent term
since in previous centuries the jobs available to a particular person were often
predetermined by the occupation of that person's parent. There are a variety of factors
that can influence a person's level of job satisfaction; some of these factors include:
 the level of pay and benefits
 the perceived fairness of the promotion system within a company
 the quality of the working conditions
 leadership and social relationships
 the job itself (the variety of tasks involved, the interest and challenge the job
generates, and the clarity of the job description/requirements).
Motivation and job satisfaction
The happier people are within their job, the more satisfied they are said to be. Job
satisfaction is not the same as motivation, although it is clearly linked. Job design aims
to enhance job satisfaction and performance, methods include job rotation, job
enlargement and job enrichment. Other influences on satisfaction include the
management style and culture, employee involvement, empowerment and autonomous
work groups. Job satisfaction is a very important attribute which is frequently measured
by organizations.
Measuring job satisfaction
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
HAJVERY UNIVERSITY LAHORE
27
simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in response
to whether given statements accurately describe one’s job.
Job in General Index
Is an overall measurement of job satisfaction? It is an improvement to the Job
Descriptive Index because the JDI focuses too much on individual facets and not enough
on work satisfaction in general.
Others
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire
(MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job
satisfaction in 20 facets and has a long form with 100 questions (five items from each
facet) and a short form with 20 questions (one item from each facet). The JSS is a 36
item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale
of job satisfaction, one of the first scales used widely, measured overall job satisfaction
with just one item which participants respond to by choosing a face.
Practical implications
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
HAJVERY UNIVERSITY LAHORE
28
ATTITUDES
What is an “attitude”?
“A psychological tendency that is expressed by evaluating a particular entity with some
degree of favour or disfavour.”
“Attitude is a little thing that makes a big difference.”
(Winston Churchill)
FUNCTIONS OF ATTITUDES
Value-Expressive function
Enable us to express who we are and what we believe in
Ego-defensive function
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
HAJVERY UNIVERSITY LAHORE
29
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.
HAJVERY UNIVERSITY LAHORE
30
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.
HAJVERY UNIVERSITY LAHORE
31
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).
HAJVERY UNIVERSITY LAHORE
32
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”
HAJVERY UNIVERSITY LAHORE
33
360 Degree
Feedback
Multiperson
Comparisons
Written
Essays
Performance
Appraisal
Methods
BARS
Behavioral
Anchored
Rating Scales
Graphic
Rating
S c a le
Critical
Incidents
Written essay

A
technique
in
which
an
evaluator
writes
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.
out
employee
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.
HAJVERY UNIVERSITY LAHORE
34

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.
HAJVERY UNIVERSITY LAHORE
35

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.
HAJVERY UNIVERSITY LAHORE
36
Bonuses are given but the employee must have to complete 6 months in the company
service.
BONUSES AND INCENTIVES
In contact center employees are given monthly incentives based on the evaluations
Evaluations done of their calls
Randomly calls are listened and given marks based on information given
or
On the basis of how efficiently complaint was cater
Quiz is taken from the daily updates and new products launched
And adherence is also counted as well as productivity
On all the above mention bases employee given grade A+, A, B+, B -, and U
And they are given incentive on their performance every month
As contact center works 24 hours .employee had to come on Eid days and on holidays as
well. Extra salary is given when employee is on shift on any government holiday.
HAJVERY UNIVERSITY LAHORE
37