Consultancy Project Report

Telenor Pakistan
By

Abdul Basit
CIIT/FA13-EMBA-103/CVC

Master in Business Administration (Executive)

COMSATS Institute of Information Technology

Virtual Campus - Pakistan

ACKNOWLEDGEMENT
First of all we are thankful to Almighty Allah who bestowed us with knowledge and strength to
compile this report. We are deeply grateful to Sir Umar Chaudhry who has guided me
throughout this report and given us the opportunity to expand our practical knowledge. We are
very thankful to all the education sector representatives who provided me necessary information
about research.

Table of Contents
Contents Detail

Page Number

1. Introduction

2. Objectives of Study

3. Overview of Telenor

3.1.Brief History

3.2.Type and Nature of Business

3.3.Organizational Volume

3.4.Regional and National Level Operation

3.5.International Operation

3.6.SWOT Analysis

3.7.Telenor Business Plan

10

4. Organizational Structure

11

4.1.Organizational Hierarchy

12

4.2.Departmental Structure

13

5. Telenor Services

14

5.1.Telenors Portfolio

16

5.2.Product Lines

16

5.3.Organizational Process

17

6. Identification of Problem

18

6.1.Macro Environment

18

6.2.Situation Analysis

20

6.3.Identification of Problem

21

6.4.Problem Statement

21

6.5.Impact and Scope of Problem

21

7. Critical Analysis of Problem

23

7.1.Theoretical Concept

23

7.2.Analysis Tool and Technique

24

7.3.Identification of Key Factors

24

7.4.Result of Analysis

25

7.5.Conclusion

28

8. Recommendations & Solution

29

9. Bibliography

30

10. APPENDIX-A

31

Abstract
The basic purpose of this research study was determinate the impact of employee motivation on
employee productivity of Telenor Pakistan. It describes the basic and common employee
motivation technique and different methodology to motivate their employees. The main objective
was to find a linked between employee motivation and productivity both employee and
organization. Impacts were found with the employees motivation and productivity and the
relationship between them clearly defined in the literature review and also discussed in the
results and discussions based on the data analysis done.
As per data collection, questionnaire was completed for different employee from the
organization. Phone calls were made to each employee about their interest for help us to
conducting research, after that a meeting request has been sent to each employee for meeting
Practical implications were considered the importance of workers satisfaction and its impact on
effectiveness and productivity of the organizations
Key Words: HR practices, Motivation, Productivity

1. INTRODUCTION
Telenor Pakistan is 100% owned by the Telenor Group, an international provider of high quality
voice, data, content and communication services in 11 markets across Europe and Asia. Telenor
Pakistan is the country's single largest European foreign direct investor, with investments in
excess of US$2 billion. It acquired a GSM license in 2004 and began commercial operations on
March 15, 2005.
Our vision crystallizes our customer focus as the cornerstone of everything we do. Our values
describe what behaviors are necessary to realize that vision. Our corporate responsibility mindset
ensures that our vision and values nurture social concern and help us create shared value.
Our vision is simple: We're here to help. We exist to help our customers get the full benefit of
communications services in their daily lives. The key to achieving this vision is a mindset where
every one of us works together: Making it easy to buy and use our services. Being respectful of
differences inspiring people to find new ways:
Telenor Pakistan is a worldwide producer of fine quality gsm, gprs, 3G and other communication
provider in the world and is a subsidiary of Telenor, Norway. This company is the biggest
communication industry in the worldwide with 145 billion cell users and 20,000 employees
approximately. The company began its activities in March 2005. It was the biggest investment in
Pakistan. It is a 2nd leading communication industry of Pakistan. Telenor Pakistan is the well
established network in Pakistan. Telenor Pakistan's head office is in Islamabad, and regional
offices in Faisalabad, Multan, Karachi, Lahore, and Hyderabad (Telenor Pakistan. 2015.
Telenor's History. Islamabad: Telenor).
2. OBJECTIVE OF THE STUDY
This research tries to find the impact of employee motivation on the overall productivity of
employees of Telenor Pakistan.
Following objectives are the subject of present study:

To find out how employee motivation can lead to workers productivity in Telenor
Pakistan

To determine the level at which the workers are committed to the organization.
1

To create a sense of mission & vision in Telenor Pakistan by using employee motivation.

For the better result of the organizational efficiency of Telenor Pakistan in particular
using employee motivation.

To determine the level at which the workers are committed to the organization.

The study will help in the identification of the impact of employee motivation by Telenor
Pakistan and how it has affected the overall work environment of the Organization. In
todays environment where the employees are so much enlightened and have a wide range of
options to switch, it is very difficult to retain good employees loyalty along with the increase
in the financial aspect of an organization when economic recession has touched all the
markets. The present study will help the organization to identify the loopholes in the
optimum utilization of work force diversity, if any and the ways through which the available
work force can be made more productive to attain higher levels of organizational goals.

3. OVERVIEW OF THE TELENOR

3.1. Brief History
For over 150 years, telecommunications has played a vital part in the development of modern
Norwegian society. As the incumbent provider, Telenor has been the driving force in the
development of a highly sophisticated home market and is now one of the largest mobile
operators worldwide.

Telenor Pakistan is the fastest growing mobile operator in Pakistan and represents the largest
Foreign Direct Investment in the country from Europe, in any industry, ever. The company is the
first Greenfield mobile operation outside of Norway by Telenor ASA, the parent group, with an
investment of USD 2 billion to date. Increased competition from international operators like
Telenor, within an investor-friendly and stable regulatory environment provided by GOP, has
2

been a major driver of growth and productivity in Pakistans economy, and has brought down
end-user prices to among the lowest in the world.
Telenor ASA is an international provider of high quality telecommunications, data and media
communication services. It ranks as one of the biggest GSM service providers in the world with
over 153 million subscribers. It is also the largest provider of TV services in the Nordic region. It
ranks as No. 25 overall and No.5 in Europe in Business Week's global ranking of the top 100
performers in the technology industry. The Group is recognized as the best Mobile Telecom
company in the world by the Sustainability Yearbook 2008 and as the No.1 mobile operator on
the Dow Jones Sustainability Indexes (DJSI) 2007.
Since its launch of services in March 2005, Telenor Pakistan has exceeded all expectations: It
has created the second largest mobile network and the largest and most advanced data network in
the local market, turned into the second highest revenue-generating mobile player with the
highest Average Revenue Per User (ARPU) in the market, and become the second largest mobile
player in the market with 18 million active subscriptions in little more than 3 years of operations.
During the first half of 2008, Telenor Pakistan added 3.24 million subscriptions against the
industry average of 1.63 million, taking 33% of the market share of net additions over the period
the highest in the mobile sector in Pakistan.
The company has created 2500 direct and more than 25000 indirect employment opportunities
with 100,000+ retail outlets and 200+ franchises in addition. 99.9% of these employment
opportunities belong to Pakistanis.
Initiated with a relief effort worth 95 million rupees in the wake of the devastating earthquake of
October 2005, Telenor Pakistans community contributions have extended over the years to
include education, empowerment, enterprise, and environment - with special focus on bringing
the telecom promise within the grasp of the most disadvantaged sections of the society.

Today: Telenor Pakistan has grown to become a leading mobile communications services
provider of the country. Telenor Pakistan's corporate headquarters are in Islamabad, with
regional offices in Karachi, Lahore, Faisalabad, Multan, and Hyderabad.

3.2.Types & Nature Of Business

Telenor Pakistan for further enhancements in technology especially in data capability over the
core GPRS / GSM network will be provided in both networks with the installation of Enhanced
Data for Global (GSM) Evolution technology.
This component of the two systems will be installed after the initial roll-outs and will allow
the subscribers to have the use of advanced mobile services such as downloading video
andmusic clips, full multimedia messaging, high-speed color Internetaccess and email on the
move.
Areas: Telenor covers more than 3,500 cities and towns throughout Pakistan. The
company has over 8,000 3G-ready cell sites throughout the country and
offers GPRS and EDGE services at the time.
EDGE network in Pakistan: EDGE is a 3G technology that can delivers broadband-like
data speeds to mobile devices. It allows subscribers to send and receive data,
including digital images, web pages and photographs, three times faster than that possible
with an ordinary GSM / GPRS network. Using EDGE, operators can handle three times
more subscribers than GPRS, triple their data rate per subscriber, or add extra capacity to
their voice communications.
Sales and distribution: Telenor Pakistans distribution network has over 200,000 touch
points across Pakistan that include company-owned customer sales and service centers,
franchises, sahulat ghars and retailers that offer GSM products and Easypaisa services.
Third Generation Services (3G): Telenor Pakistan is providing 3G services as the
company has acquired a 3G licence in an auction that took place on 23 April 2014 in
Islamabad, Pakistan and expanding services rapidly. Telenor Pakistan has Pakistan's
largest 3G coverage currently in 73 cities.
Mobile banking and Easy paisa: In 2008, Telenor acquired majority shares of Tameer
Microfinance Bank Limited for its mobile financial services project. They named the
branchless banking service "Easypaisa" and launched it in October 2009. In a country of
over 190 million people, with only 10,000 bank branches and approximately 15 million
bank accounts, Easypaisa was Pakistan's first branchless banking deployment aimed to
increase access to financial services for the people of Pakistan, with over 25,000

Easypaisa shops across the country. Easypaisa was also quoted by CNN as the "model to
follow" in launching mobile banking services.
Easypaisa is Pakistans first and largest mobile money service and third largest in the
world, catering to 6 million customers every month. It currently has over 40,000 agents in
750 cities and towns across Pakistan. Moreover, in October 2014 Telenor Easypaisa has
introduced three types of accounts for every class of users.
Blackberry Service: Telenor and Research in Motion (RIM) announced the launch of the
BlackBerry solution in Pakistan. This technology smart phones, soft ware and services to
allow easy wireless access to email, messaging, phone, organizer, web and multimedia
applications, as well as thousands of other business and lifestyle applications.
Telenor customers in Pakistan will now be able to enjoy the freedom and productivity
benefits of using BlackBerry smart phones to stay connected to people and information
on the go.

3.3.Organizational Volume
Telenor Group is one of the worlds major mobile operators with 192 million mobile
subscriptions. Telenor were founded in 1855 and builds on 160 years of telecom experience. We
have mobile operations in 13 markets and in additionally 14 markets through our ownership in
VimpelCom Ltd.
Strong footprint in Central and Eastern Europe and Asia
Leading Nordic position in mobile, broadband and TV services
Substantial activities in subsidiaries and joint venture operations
One of the top 500 global companies by market value (Financial Times Global 500 2012)
33,000 employees worldwide
Revenues 2014: NOK 107 billion

Revenue Distributed Q1-2015

Norway
Europe
Asia
Broadcast

Telenor Markeet Share 2013-2014

Mobilink
Telenot
Ufone
Zong
Warid

3.3.1. Regional & National Level Operation

Telenor believes that the telecom industry has the power to transform society and therefore
strives to maximize the positive impact of telecommunications, create shared value for the
society and help shape a sustainable future.
Telenor Pakistan believes in conducting its business in a way that creates shared value for all
relevant stakeholders. Working under our values we strive to make best use of the business we
are in to facilitate and support societies around us.

In addition to our focus on extending the benefits of mobile communications, Telenor Pakistan
contributes to society through selected social investments that are focused on long-term
partnerships that can contribute to lasting change. Focus areas for Telenor Pakistan are;
Disability, Education, Health, Emergency Response and Employee Volunteerism.
Currently, Telenor Pakistan is partnering with Plan international to rehabilitate 44 partially
damaged, flood affected, government middle schools across Pakistan to benefit more than 10,000
students. PKR 145 million have already been allocated to improve the infrastructure of school
buildings, provide water sanitation & hygiene (WASH) facilities, construct IT labs, install solar
electrification and in house maintenance of the facilities. The school improvement plan also
includes teacher/student training on use of ICT for education and improved conceptual clarity
through Telenor m-learning service as well as e-education content.
Khuddar Pakistan is Telenor Pakistan's flagship corporate responsibility program which aims to
create dignified opportunities for persons with disabilities. The purpose is to become the most
disabled-friendly organization in Pakistan in terms of employment, service, and community
support.
We have also has taken and continue to implement a number of environment friendly initiatives
that include mainstreaming energy efficiency and alternate energy solutions, and implementing
occupational health & safety practices that comply with international standards.
Build your dream career with us!
At Telenor Pakistan, our passionate people are our success drivers, and that makes their careers
important to us. If you wish for your career to grow leaps and bounds, then you have reached the
right place!
Telenor will provide you the opportunity to be mentored, nurtured and empowered so you can
create something inspirational that influences the lives of 36 million people every day!
Here you will find open acceptability of ideas, innovation and diversity. Our culture is such that
it encourages hands-on experience to bring together our business philosophy which consists of
our four guiding pillars:
We strive to create a culture that values and respects diversity and inclusion
We hold diversity and inclusion of individuals at the heart of our organization. Being a global
company, we hire people from various backgrounds who bring a variety of experiences to our
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workplace. At Telenor Pakistan, we believe in providing equal work opportunities and open
acceptability of ideas and perspectives, to allow people to fully participate and create business
success.
Our workforce has a diverse mix of people and together with their capabilities, it enables us to be
more innovative, look at things from different standpoints and come up with better solutions.
Along with that, it helps create a very welcoming environment and a culture that promotes
acceptability and empowerment.
3.3.2. International Level Operation
Telenor Global Services (TGS) is an international mobile carrier focusing on quality wholesale
voice services, and mobile and connectivity services such as GSM Roaming Signaling,
Blackberry Connectivity, GRX, SMS, SIM Box Detection, and LTE Roaming Exchange. Our
many years of experience and focus on Quality of Service (QoS) allow us to be a market leader
in delivering high quality services to mobile and fixed operators around the globe. Our services
are delivered and produced over our high quality IPX Compliant MPLS/IP Network.TGS has
been a limited company since 1995 and is wholly owned by Telenor ASA. In addition to our 220
partners worldwide, we deliver high quality international services to the Telenor Groups
extensive mobile operations.
Our head office is located in Fornebu and we have sales offices in Dubai, Hong Kong, Pakistan,
Hungary, Sweden, Thailand, Miami and the UK.
Aeromobile Ltd
Aeromobile Ltd enables aircraft passengers and crew to safely use their own mobile phones and
PDAs whilst in-flight to keep in touch with colleagues, customers, friends and family.
Aeromobile supports voice telephone, text messaging and data services using current and future
aircraft communications technologies. The company is wholly owned by Telenor Group.
Telenor Eiendom Holding AS
Telenor Eiendom Holding AS (Telenor Real Estate) is a property management company,
managing around 950,000 m2 of premises in Norway, Sweden and Denmark. The company
provides property consultancy services to the Telenor Group companies internationally. The
8

company is also a major player on the wider rental market in Norway. Telenor Real Estate is
wholly owned by Telenor and employs around 75 employees. Its head office is located in the
Telenor Centre at Fornebu.
3.4. SWOT Analysis
An overall evaluation of Telenors Strengths (S) Weakness (W) Opportunities (O) and Threats
(T) are as follow:
Strengths
Network quality & design
Superior customer care
Financial Strength
Excellent Coverage & Distribution
Commercial Launch of LDI & mobile services
Contract with Siemens & Nokia
Brand image of Quality
PTA initiatives
E-commerce usage
Weaknesses
Report on Telenor
Relatively low market share
Low profit margins
Negative cash flows in the initial years

Opportunities
Favorable Macroeconomic indicators
Low cellular market penetration
Inefficiency & poor performance of other mobile networks
Co branding e.g. Ufone with ABN AMRO
Strategic Alliances & Infrastructure Sharing Facilities
International Mobile Equipment Identity System

Threats
Rolling Customers
Privatizations & deregulations- increased competitions.
Grey Traffic
MNP mobile number portability
Wireless technology at boom
Public pay phones & calling cards usage where network is not available
Propagandas attacking brand image

3.5. Telenor Business Plan

The Telenor Group has a strong track record of delivering on ambitious goals. By 2011, we aim
to be one of the fastest growing mobile operators in the world, with a strong broadband position
in all markets, successfully developing new services and adopting new and responsible business
models. The Telenor Group has defined six strategic ambitions which it aims to achieve by
2011.These are:
Telenors Vision
We are present to help our stakeholders take the highly advantages of communications
services in their daily life. To be a well reputed telecom services producer in Pakistan by
giving telecom solutions of our customer while increasing stakeholder value and employees
interest.
Telenors Mission
To be the unique cellular system of telecom in Pakistan by produced the fine values to its
customers, workforce, shareholders and business owners.
Telenors Values:
Make it Easy: We're practical. We don't complicate things. Everything we produce
should be easy to understand and use. Because we never forget we're trying to make
customers' lives easier.
Keep Promises: Everything we set out to do should work, if it doesn't, we're here to help.
We're about delivery, not over promising, actions not words.
Be Inspiring: We are creative. We strive to bring energy to the things we do. Everything
10

we produce should look good, modern and fresh. We are passionate about our business
and customers.
Be Respectful: We acknowledge and respect local cultures. We do not impose one
formula worldwide. We want to be a part of local communities wherever we operate. We
believe loyalty has to be earned.
Here to Help: For 150 years, Telenor has pioneered communication technology. Our
innovation was necessary to enable movement and development across Scandinavias
long distance and harsh natural conditions. Today, we are a major worldwide player, but
have the same single focus: helping people to communicate.
The Telenor brand articulates this ambition and our logo is a symbol of movement and benefit of
communication services in their daily lives. In simple words, were here to change our
continuous evolution to enable people to communicate better.
The Telenor Group is committed to our brand promise. We want to make it easy for customers to
get what they want, when they want it. We will keep promises and deliver what we say. We will
innovate to deliver fresh ideas, and as a global player we respect our customers and their local
cultures wherever we operate. Across all the markets where Telenor has a presence, the Telenor
Group is united to help our customers get the full help.
Strategic Plan: To become the number one player in the market in terms of market share
and revenue.
Tactical Plan

Capitalize on first mover advantage in easy paisa

Continue to gain market share

Introduce innovative products and services

Provide top quality services and coverage

Operational Plan

Focus on cost minimization

Maximum Networks utilization

Empower employees

Create an exception culture

Focus on performance
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4.

Organizational Strulture

4.1. Hierarchical levels

There are seven hierarchical levels as the size of the organization approaches 2500 to 3000
employees. Roles and responsibilities are clearly defined at the time of joining the organization;
employees are selected against defined criteria. Roles can be added later but employees have a
fair idea about their job responsibilities from the beginning.

CEO
VP
Directors
Managers
Assistant Managers
Officers
Exectutives
Seven layers do not create communication or motivation problems due to the open culture. There
are no instances of de-motivation though in certain areas like Customer Relationship Department
or Customer Service Centre different customer queries and complaints can raise frustration
levels. Managers in these departments intervene to solve problems.
Whenever an employee has a new idea, he/she is encouraged to approach the management and
share it with them. Idea drop boxes are also placed at various locations where employees leave
their suggestions. The Communications Department works out if the ideas can be implemented
and then discusses them with the employees. There is also a formal platform at the group level
known as SEED where innovation is encouraged and new ideas about revenue concepts and cost
efficiency can be discussed. Employees are welcome to participate and submit their ideas. If the
ideas handed in are feasible then they are implemented in the organization (at country level or
12

global level, depending on the nature of the proposal). Employees are then rewarded financially
for their helpful contributions.

4.2. Departmental Structure

CEO
Vice President
Strategy

Executive Vice President

Corporate & Regulatory Affairs

Vice President
Human Capital
Division
People
Excellence &
Business
Process
Improvement

Regulatory &
Interconnect

Legal Affairs

Public &
Government
Affairs

Corporate
Communicatio
ns

Safety and
Security

Organizational
Support
Services

Chief Finance
Officer / Vice
President
Finance Division

Business
Planning &
Finance

Accounts

Procurement

Treasury and
Financial
Operations

Revenue
Assurance &
Fraud
Management

Audit and
Internal Control

Chief Information
Officer / Vice
President IT
Division

Chief Technical
Officer / Vice
President
Technical
Division

Chief Marketing
Officer / Vice
President
Commercial
Division

Business
Support
System

Network
Planning &
Design

Sales &
Distribution

IT Operations

Implementatio
n

Marketing

IT Security

Operations &
Maintenance

Customer
Relations

Real Estate &

Site
Acquisition

Segments &
Pricing
Products &
Platforms

Credit Control

13

The structure of Telenor is mechanistic structure. As being told, during the interview with
Human Resource Manager, there are strict rules and regulations, which the company's employees
have to follow. Decision-making is highly centralized and empowerment is not appreciated.
The structure of Telenor is functional as there are seven departments. A Senior Executive Vice
President or Executive Vice President heads every department. Each executive in charge is
responsible for all the services that are related to him. Every department is headed by a separate
manager, which controls overall operations of that department.
Flat structure for each department is adopted to enhance mutual operations and co-operations
between lower staff and managers. Wide span of control in whole organization makes it easy for
lower staff to access top managers and enhance coordination between them.
For maximum efficiency, the overall structure of organization is functional as all human
knowledge; skills and abilities with respect to specific activities are consolidated in a single
department. The organ gram of Telenor Pakistan is given in figure as above.

Telenors Services

5.

The Telenor Group provides a wide range of innovative services that are available throughout the
world. Here is a selection.

Mobile Fun

Following are the mobile fun service of Telenor.

Mobile Sports

And he scores!!! You just got a text message alerting you about a sportive highlight. Luckily you
dont have to wait until you get home to watch that winning moment you can watch it directly
on your mobile.

Mobile Music

Right now there are 1 million songs ready to download to your mobile. You can share these
digital rights management-free songs with your friends and family
or transfer them to your mobile phone, mp3 player and PC. Share that funky music!

Mobile TV

Keep your favorite TV shows available in your pocket and watch them anytime, anywhere. You
can easily access live TV channels on the move so you dont have to miss out on any of the

14

action. Keep yourself updated on news, sports, entertainment and more, directly on your own
mobile phone.

Mobile Communities

Get out and about, and stay connected and in touch with
your friends. With Telenor you can access communities such as20

Mobile Interaction

Following are mobile interaction services providing by Telenor.

Community Information Centers

500 Community Information Centers (CICs) offer high speed Internet access to rural areas in
Bangladesh, where the nearest Internet facilities would otherwise be at least 20-30 miles away.

Health Line

Health Line provides 24/7 access to medical services for mobile users in remote areas, several
miles from the nearest doctor.
AllGrameenphone subscribers in Bangladesh can get medicalassistance directly over the phone.

Apna PCO - Share a Mobile

Can you imagine life without a phone at all?

That is the case for many people living in some of the most rural communities in Pakistan. Apna
allows people inremote areas to share a mobile phone where there are no other alternatives
making life a little easier. Can you imagine life without a phone at all? That is the case for
many people living in some of the most rural communities in Pakistan.ApnaPCO is a businessin-a-box solution, which allows people in remote areas to share a mobile phone where there are
no other alternatives making life a little easier.

Tele Doctors

Are you a Telenor Pakistan subscriber and in need of expert medical advice? Simply dial 1911 to
get in touch with experienced doctors who can help you with your problems wherever you are
in the country.

Mobile in Flight

By using Aero Mobile secure mobile communication technology you can now call your
colleagues, customers, friends and family whilst in flight from your own mobile phone.

15

Mobile at Sea

Most people have experienced little or no connectivity at sea.Maritime Communications Partner

enables mobile phone coverage by installing and operating the ship borne radio networks, linking
the vessels with public networks via satellite.

Mobile Marketing

Register your phone number with your favorite shops and services, and receive text with up to
the minute information on the latest events and offers. Dont get first in line, avoid the queue
altogether!
Telenors Portfolio

5.1.

Following are the main business of Telenor.

The Internet
UMTS and Turbo 3G are both relatively new products available in the markets. These services
make it simple, fast and inexpensive for customers to use their mobile phones or PCs to surf the
Internet when they are away from home. 3G brought valuable access
tonew fields in densely populated areas with less developed infrastructure such asBangladesh.
TV and Broadcast
At present, the Telenor satellites broadcast around 200 TV channels throughout the Nordic
Region, Central and Eastern Europe. Satellite broadcasting has shaped events over the last two
decades and looks set to continue to have a secure position in the Nordic countries, Central
Europe and the Middle East.
Mobile Phone Services
By the year 2000, the mobile telephone service had become a prominent business area for
Telenor and a basis for the international growth strategy. This strong position was the result of
more than 30 years.
Telenor Product Line:
Telenor group has major product lines including, mobile telephony, fixed line, broadband TV
networks. But currently in Pakistan Telenors only product is mobile telephony.
The two product lines according to product segments are:
Prepaid packages (for women, youngsters, children )

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 Talk shawk
Djuice
Post paid package (for corporate clients)
Persona
Hastily entering into the market Telenor focused on the following differentiation strategy for its
prepaid and post paid products:

Superior quality service

No time limit for incoming calls

Easy load (recharge up to rupees 10 and from any place)

5.3. Telenor Organizational Process

The Telenor Group has a strong track record of delivering on ambitious goals. By 2011, we aim
to be one of the fastest growing mobile operators in the world, with a strong broadband position
in all markets, successfully developing new services and adopting new and responsible business
models. The Telenor Group has defined six strategic ambitions which it aims to achieve by
2011.These are:
Innovation mainly in the areas of business processes, customer satisfaction and goal setting, is
highly encouraged at Telenor. Employees are also motivated to come up with innovative ideas
and to convey them to the upper management. If the ideas are feasible enough to be implemented
then they are applied to respective areas and the employees are duly rewarded for their
contributions. Efficiency is achieved through maximum utilization of resources and also through
obedience to goals set by the top management. Telenor introduced the Six Sigma program for the
improvement of its business operations in the very first year of its operations in Pakistan. This
has helped the organization in maintaining its quality standards and also in the up gradation of its
business processes. Telenor Pakistan is a young and progressive organization which has a
multitude of strengths in its existing organizational design. There are still a few weaknesses
which can affect the organization in the long run.
These ideas can easily becommunicated to their superiors. Employees are free to expressthemsel
ves. The span of control also suggests that not all powers
restwith any particular individual. In projects people are encouraged tocome up with the best pos

17

sible solutions and the manager justoversees the performance of employees. The SOPs and guide
lineshave to be followed in order to ensure smooth functioning of alldepartments
Strong integration within the organization has been a key success factor. All conflicts are
managed by the concerning departments and if not they are taken one level above but there have
been no such cases which have been reported to the CEO. The managers of the concerned
departments sit and come up with a solution which is acceptable to both the departments. Social
gatherings also help in enhancing the integrating capabilities of the organization. Employees are
evaluated on the basis of individual evaluation. Even when they are working in a group this
ensures that there are no
freeriders. Underperforming employees are provided with counselingsessions or shifted to
another position where they can perform in a more effective manner. All employees are assigned
specific roles andresponsibilities for which they are held accountable. There are nospecific work
hours but employees are supposed to meet the specific deadline. This also increases the
motivation level of the employees as they are not bound yet increases their level of productivity
as they are motivated. This results in effective evaluation. Similarly there is an
effective hiring process.
Only those people are hired which the HRdepartment would believe can easily blend into the cult
ure of the organization. This ensures harmony within the whole culture effectively manages
diversity. All the point discussed above lead to a flexible culture which is most suitable for the
employees on the other hand ensuring all the targets is met. Employees are not bound to follow a
dress code unless they are to attend a formal meeting. This culture has been set by the CEO
himself and the new employees coming into the organization have no difficulties in adjusting
into it.

6.

Identification of Problems
6.1.

Macro-Environment

Telenor Pakistan operates in a larger macro environment of forces that shape opportunities and
pose threat to the company.

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 Macro-Internal Environment
Micro environment revolves around organizations internal affairs. Micro environment revolves
around organizational strengths and weaknesses, conflict of employees, relationship/ bargain
power of suppliers and retailers, supply chain management.
In Telenor Pakistan the organization is not very prone to its internal environment. The only thing
which is creating hurdle is the customers perception towards organization because of least
network support. The organizations telecom network and bad word of mouth is the main
weakness company is having right now.
The major strength of Telenor Pakistan is organization is having a lot of budget to survive in the
long run. Telenor Pakistan is claiming that it has budget for next 10 years which none of the
existing company is having. Telenor is at second place with five years budget in hand.
Customers: Right now the customers are reluctant to subscribe to Telenor Pakistan
because of negative word of mouth.
Employees: There is lot of restructuring going on in the organization. Before the
acquisition of Telenor Pakistan there were lot of downsizing in the organization and the
nos. of employees were very limited. Now the organization is trying to hire skilled work
force but the top management of different organization which Telenor Pakistan is trying
to hire is still thinking to join the drowning ship.
Suppliers: Telenor Pakistan has developed good relationship with the suppliers.
Normally the work is done in time.
Retailers: Retailers are showing resistance on selling Telenor Pakistans connections
because they say that there is no market demand for Telenor Pakistans connections. Now
the organization is trying to convince them by giving certain incentives o them.
Macro-External Environment
Macro environment revolves around the external environment of the organization. It includes all
the competitors, governmental policies, rules, regulations etc in short any kind of external
situations which are out of control of organization contributes to organizations external
environment. Macro environment can produce both opportunities and threats.

19

Opportunities
The Major opportunity for the company is it is the richest telecom sector company in
Pakistan. It has a budget for next ten years. Secondly right now only 2.3 % of Pakistani
population is cell phone user so two segments are still left to exploit so Telenor Pakistan
is not too late to get into the market, Telenor Pakistan has good chance to capture the
market. Also with big budget Telenor Pakistan is trying to hire many skilled management
and work force from the major companies of Pakistan.
Threats
The main threat is the market share of existing companies. Also companies like Telenor
are utilizing its budget very efficiently which can hide the way to success.
Competitors
Every industry is surrounded with the threat of competitors. Competitors normally try to
hinder ones way to success and same is the case in Telecom sector. Right now every
telecom company is using massive advertisements. Also the existing companies have
quite a good share of market and Telenor Pakistan has to travel a long way in order to
catch with them.
Governmental Rules/ Regulations
Governmental policies has a big impact on every industry same is the case with telecom
sector with the deregulation of telecom sector the industry becomes very competitive.
The companies are continuously lowering the call rates also providing innovative features
at the same time.
There are many rules, regulations and procedures by the Government of Pakistan,
Ministry of Science and Technology, IT and Telecom Division which telecom companies
have to follow.

6.2. Situation Analysis

Telenor Pakistan the number two cellular operator in Pakistan has started to lose control over its
human resource (HR) as the year 2014, so far, has witnessed most of its seasoned employees
leaving the company over clashes with senior management.
During past few months, 6 of its employees from the marketing and commercial division
including Ahmed Bilal, Shariq Mustafa, Ahmed Mustafa and Muhammad Usman have left the
20

company and joined ZONG. Few of these personnel were the integral part of teams that were
taking care of Telenors famous brands such as Easy Paisa, Khamoshi Ka Boycott and djuice.
Sources at Telenor reveal that change in policies by senior management has caused the
differences to surface between senior and middle management. Unlike past, the employee
evaluation process has become biased which has almost frozen the promotional process at
Telenor Pakistan.
In the start of August, Naushad Javaid, Director HR had also resigned from the company along
with his other team members. Naushad was working with Telenor Pakistan since 2006 and was
considered to be one of most valuable assets to the company especially for shaping up the HR
system.
Sources at Telenor confirmed that in the coming days many other employees are expected to
leave the company just because certain VPs are watching their vested interests.
Since the departure of Tore Johnson, Telenor Pakistan hasnt witnessed a smooth sail. Once
considered to be very friendly and supportive for its employees, business partners and vendors, it
is rather turning out to be just another company where employee retention is no more a concern.
Being at number 2 positions in terms of subscriber base, this inconsistent HR policy and lack of
interest may not disturb higher management at Telenor Pakistan or Global but soon picture may
change. It is to be noted that Telenor is among the pioneers in Mobile Banking in Pakistan
whereas Youth brand has been the backbone for its Khamoshi Ka Boycott and youth related
campaigns. Losing people from those important desks in a consistent way may turn out to be
expensive for them in future.

6.3. Identification of Problems

In this researcher we identify and seeking to answer what are the impacts of motivation on the
employee productivity in Telenor Pakistan, & why every employee cannot perform at his best?
This shall be possible through analysis of information gathered from employee at Telenor.
6.4. Problem Statement
Most organizations have to struggle due to lack of poor productivity, disgraceful to task and less
zest among employees. This has been identified as the problem of the working environment both
in the public and private sector. It is the need of the hour to take valuable steps should be taken

21

to determined employees opinion, need, what inspires them and what motivate them to higher
productivity.
6.5. Impact and Scope of Problem
The productivity of any institute and its reputation rely on their vital resources, workers, as well
as the ability of the HR leaders to be able to create an inspiring atmosphere for their worker. To
the next, it is a task for the HR leaders to keep their worker urged and peaceful. Then it is
necessary for a leader to know about all the needs of their employee.
The basic objective of the industry is to make the advantages from people who are thought
positively toward the work and motivate to unmotivated workforce in order to end up with a
winwin situation for both the organization and employees.
Guest (2002) was given strong talked about that the effect of employee motivation are depends
on employees reaction, so the effect will transfer in way of the understanding of Human
Resource Management act by the worker. Wood (1999) and Guest (2002) were in a fix that a
faithful, hardworking, steadfastly work force is the need for better application of business plan
and also for getting its goals, purposes.
Scope: The significance of this study is multidimensional. We will be able to apply our ideas in
our imaginary projects that. It will help us to enhance our knowledge and concepts. Course
concepts are applied to develop the employee productivity at Telenor Pakistan

22

7.

Critical Analysis of Problem

7.1.Theoretical Concept
Employee Productivity

Employee
Motivation

Money
Appreciation
Health & Safety
Recognition
Work
Environment

Motivated Workforce

1.
2.
3.
4.
5.

Productivity

Theoretical framework describes and cleared that when workers are highly encouraged, their
work productivity and hence organizational productivity increases positively.

23

7.2.Tools & Techniques of Analysis

Source of Information
I have to arrange several meetings with managerial and non managerial employees. I was tried to
access the confidential documents but due to company rules I was not able to access them.
However, people at Telenor Pakistan helped me to collect the information for this research.
The methodology followed for data collecting information is as follows
Primary Data Collection
Questionnaire
Secondary Data Collection

Internet search.

Sample size: Questionnaires session were conducted for almost 100 employees from
management and non management section of the said organization.
Instrument Used:
Questionnaire: is to use for discover the response of employees regarding employee motivation,
motivation, Training & development, incentives, salary and productivity.
Motivation: This will be as an independent Variable
Productivity: This will be as a dependent Variable
Data Analysis
After compiled the data, I have put them in SPSS (Statistical Package for the Social Sciences).
These data have checked by some of SPSS tools, which are reliability analysis, descriptive
statistics, correlation analysis and regression analysis. Here Means and Standard Deviations were
also found, that produced us a larger view of the data, Regression Analysis was conducted to find
the effect of independent variables (employee motivation) on dependent variables (productivity).

7.3.Identification of Key Factors

Employee productivity is another reason that leads to direction to hold the particular behavior.
These analyses will direct to employee productivity due to motivation and also looking into the
effect of motivation on employee performance in Telecom sector. This research will increase to
the body of literature linked motivation factors and effects of encouraged on employee
productivity. The literature review will give employee motivation theories and presents and
describe of how employee motivation affects on employee productivity in telecom sector.
24

Employee productivity has been one of the most genuine issues facing the telecom group. Most
researchers have devoted valuable time and struggle to better understand and identify ways to
increase employee productivity. The aim of this literature review was to observe the impact of
worker motivation on employee productivity in telecom industry of Pakistan. This study will
give information about motivation impact on turnover intention

7.4.Result of Analysis
Reliability analysis
In first step at SPSS should be genuine analysis. The computation of Cronbachs alpha on the
independent of a test is a good alternative in SPSS (Hatcher, 1994). For Vavra (1999), a scale is
trustable if its Cronbachs alpha value is equal or above the value of 0.70 (Ozdogan & Tuzun,
2007). The Cronbachs alpha value has come out as 0.975 for worker productivity items and
0.975 for worker motivation. Keep in mind the Cronbachs alpha values of our scales are more
than 0.70, we have found that the scales we used for our research are all reliable.
Case Processing Summary
Case Processing Summary
N
Cases

Valid
a

Excluded
Total

100

100.0

.0

100

100.0

Cases

Valid

99

99.0

1.0

100

100.0

Excluded
Total

a. Listwise deletion based on all variables in the

a. Listwise deletion based on all variables in the

procedure.

procedure.
Reliability Statistics
Reliability Statistics
Cronbach's

N of Items
Cronbach's

Alpha
.975

N of Items

Alpha

.975

25

 Descriptive statistics
Descriptive Statistics
N
EM

Minimum

Maximum

Mean

Std. Deviation

100

21

14.27

4.058

PRO

99

21

14.27

3.983

Valid N (list wise)

99

According to second analysis, we have determined the basic properties of the data with the
descriptive statistics to produced simple summaries about target respondents. The descriptive
statistics show the mean and standard deviation of the variables.
Mean: mean is the measure of central tendency.
Standard Deviation: standard deviation with represented by the symbol () express how much
changes exists from the average (mean or expected value). The values of mean for worker
motivation is 14.27 and for productivity 14.27, the values of standard deviation for employee
motivation 4.058 and for productivity 3.983.
Correlation analysis
Correlations
EM
Pearson Correlation
EM

Sig. (2-tailed)
N
Pearson Correlation

PRO

PRO

Sig. (2-tailed)
N

.990

**

.000
100

99

**

.990

.000
99

99

**. Correlation is significant at the 0.01 level (2-tailed).

After supposing that the scales are trustable and enough to measure our data, we should search
for the correlation analysis. The correlation coefficient, represent with r is a measure of the
strength of the straight line or linear relation between two variables. The correlation coefficients
get on values between +1 and -1. The output determined that there is some degree of correlation
between worker motivation and employees productivity. The degree of correlation between
worker motivation and productivity turned out to be 0.99 and is significant which indicated that
26

employee productivity and motivation are directly, strongly and positively correlated to one
another.
Regression analysis
In next, we have put the regression analysis to our research. Regression analysis is one of the
most important analyses of this research as it determined us what ratio of the employee
productivity can describe by worker motivation. A statistical measure that attempts to find the
strength of the link between two variables where are one of dependent variable (employee
productivity) and second as independent variables (employee motivation). Remembered these
research items are able to measuring the variables, we will be capable to find the significance of
the model.

Variables Entered/Removed
Model

Variables

Variables

Entered

Removed

EM

Method

Enter

a. Dependent Variable: PRO

b. All requested variables entered.
Model Summary
Model

.990

R Square

.979

Adjusted R

Std. Error of the

Square

Estimate

.979

.576

a. Predictors: (Constant), EM

The employees motivation and employees productivity 97.9% of the total variance of employee
satisfaction, this is the R square value that may be seen on model summary. According to the
results of model summary which is a part of regression analysis that my first hypothesis is
supported so There is a significant relationship between employee motivation and employee
productivity in Telenor Pakistan, since the R square value is greater than 0.50.

27

ANOVA
Model

Sum of Squares
Regression

Residual
Total

Df

Mean Square

1522.593

1522.593

32.152

97

.331

1554.745

98

Sig.

4593.568

.000

a. Dependent Variable: PRO

b. Predictors: (Constant), EM
Coefficients
Model

Unstandardized Coefficients

Standardized

Sig.

Coefficients
B

Std. Error

(Constant)

.446

.212

EM

.967

.014

Beta
2.101

.038

67.776

.000

1
.990

a. Dependent Variable: PRO

In this table we found independent variable (employee motivation) to dependant variable

(employee productivity) included in the model where I can observe the value of standardized
coefficient (Beta). The maximum value of beta and minimum value of significance level (p<.05)
of independent variable are showing the solid and strong contribution to dependant variable. The
highest beta coefficient for employee motivation (EM) is .990 at significance level 0.000
(p<.05), Its proved that employee motivation (independent variable) makes the solid contribution
to determined employee productivity (dependant variable).

7.3.Conclusion
In accord with Karen Oman peoples beings are reciprocal. If you deal them well, they will treat
you fine and if you treat them bad, they will behave you bad. As per above discussion it follows
that Impact of employee motivation on Productivity Analysis on Service Quality is going to play
a vital role in the future especially for Service Industry.
The aim of this literature review was to determine the effect of worker motivation on employee
productivity in telecom industry of Pakistan. This study will produced data about motivation
impact on toward business and worker productivity. If workers are not satisfied, it will have a
great impact on result. If a company has a good HR system, then it is possible to make more
loyalty, commitment and worker motivation extra effort for the institutional object. (Pfeffer, J,
28

1994). In this way the companys overall productivity will become down due to unmotivated
employees. Management may need to appoint extra workforce to finish tasks that could be done
by the existing force.
Most researches proved that there is a good relationship between motivation and results. As my
opinion there is only way to encourage a worker is to give him challenging task for which he can
suppose responsibility. People encouragement is so critical but so important, competent
management development for the next period must include theoretical and practical awareness
about the kinds of motivation, their means, their impacts on productivity, and their susceptibility
to different influences so employees can become an absolute companys best assets.
8. Recommendations and Solution
To enhance the productivity level towards of the employee and organization should focus
basically on the bonus and reward structure instead of the motivational session. Effective
employee

motivation is one of the most important parts of an

organization.

Better

skills in performance management is genuine investments that may help to Telenor Pakistan
achieve its aim and objective.
Continuously provide career advancement and development opportunities of workers.
Encourage workforce to utilize their potential as real life situations
Should be paying duty based bonuses and money or rewards.
Arrange workers personalize recognition programs, like gift, functions, tickets to a
concert, and dinner with management.
Given additional tasks and make all workers feel their tasks are valuable.
Arrange more training grant same chances to workers to take part in training session.
Producing skills in performance

management is wise investments

that may help

Telenor Pakistan achieve its aim and objective.

Should be focus on physiological needs such as food, water, and shelter.

29

to

9. BIBLIOGRAPHY
1. Strategic Human Resource Management By Imran Ghaznavi, VCIIT.
2. Human Resource Development By Hateem Ghafoor, VCIIT.
3. Research methodology and Operations Research By Hamdy A. Taha, Mark N.K.
Saunders
4. Quantitative Analysis and Research for Management By Osman Bin Saif, VCIIT.
5. www.telenor.com.pk
6. www.moremag.pk/2012/08/31/telenor-pakistan-faces-challenges-in-retaining-itsemployees/
7. www.telenor.com
8. http://www.telenor.com/career/work-environment/
9. www.google.com
10. www.wikipedia.org/wiki/Telenor_Pakistan
11. Heinen, J. S., & ONeill, C. (2004). Managing talent to unlimited performance. Employment
Relations Today, 31(2). Retrieved May 21, 2008, from ABI/INFORM database.
http://dx.doi.org/10.1002/ert.20018

12. Thornhill, A., Lewis, P., Millimore, M., & Saunders, M. (2000). Managing change: A human
resource strategy approach. England: Harlow.

13. Ajang, P. E. Assessing the role of work Motivation on Employee Performance. Ume
School of Business and Economics.
14. Southiseng, N. (October 2013). Human resource management in the telecommunications.
International Journal of Research Studies in Management , 18.
15. Survey Mule Team. (2011). Employee Performance. Maeve Court - Suite: Survey Mule
Team.
16. Armstrong, Michael. (2006). A Handbook of Human Resource Management Practice (10th ed.)
[Online] Available: http://en.wikipedia.org/wiki/Human_resource_management

17. http://www.slideshare.net/fiza91/employee-motivation-2-25303760
18. http://www.academia.edu/4516543/employee_motivation_research_project

30

APPENDIX-A

Questionnaire

Motivation
1 Performance appraisal activities are helpful to get motivated.
2 I think that the incentives and other benefits influence my
performance at work.
3 I m satisfied with the incentives provided by the Organization.
4 Our Leaders/managers recognize and acknowledge our work.
5 Our Leaders/managers recognize and acknowledge our work.

Productivity
6 I find real enjoyment in my work
7 Most days I am enthusiastic about my work
8 I am satisfied from the chances of promotion
9 I am satisfied with the amount of variety in my job
10 On my job, I have clearly defined quality goals.
Strongly Disagree = 1, Disagree = 2, Uncertain = 3, Agree = 4, Strongly Agree = 5

Thanks a lot for your precious time

31

Strongly
Agree

Agree

Uncertain

Disagree

Strongly
Disagree

Research Problem on the topic

Impact of Motivation on Employees Productivity of Telenor Pakistan