Table of Content

Introduction Objective of the report Methodology of data collection Limitations of the study Literature review Introduction towards Job Satisfaction History of Job Satisfaction Importance of Job Satisfaction Different Aspects of Job Satisfaction Compensation and Benefits Dissatisfaction's Effects Profile of the company UNDP at a Glance UNDP in Bangladesh at a glance Aims and Accomplishments: Function of UNDP: History of Oxfam International Function of Oxfam Questionnaire Analysis Recommendations Reference 01-01 01-01 01-01 02-02 03-03 03-03 04-04 05-06 07-07 09-12 12-16 17-17 18-18 19-20 20-21 22-25 25-26 26-32 33-35 35-38 39-39

1. INTRODUCTION 1.1 OBJECTIVE OF THE REPORT This report is written on job satisfaction analysis of two renowned international organizationUNDP and OXFAM. The main objective of this study is to know the effect, affect, importance and role of job satisfaction on the performance of an organization. Moreover, to find out the strategies, techniques, tactics, initiative and steps can be taken to make the employees job satisfaction as a very effective foundation of a company.

1.2 METHODOLOGY OF DATA COLLECTION The data are collected from both primary and secondary sources.

PRIMARY SOURCES   Experts Opinion Face to face conversations.

SECONDARY SOURCES   Web pages Different types of brochures.

1.3 LIMITATIONS OF THE STUDY Several drawbacks appeared at the time of preparing the report and hindered the total work process:      Lack of availability of data. Up-to-date information was not available. A sufficient record, publications, facts and figures was not available. For the reason of confidentiality some useful information can not be disclosed in this study. Sometimes some comments are given based on previous record rather than data. So, it has become an assumption based comment.

As, we were more dependent on the primary sources, so there might be some level of inaccuracy with those collected information. Though, adequate verification and crosschecking was used, to minimize the error level.

Time constraint was another limitation restricting this report from being more detailed. The Relationship Mangers at the operation or strategic level of the concerned department were very busy with meeting their targets. So, it was very difficult for me to get them free and obtain some practical ideas regarding their expectation and opportunities regarding my topic.

Many of the analysis on the obtained data are based upon my sole interpretation. This in result might bring some biases, as lack of knowledge and depth of understanding might hinder me to produce an absolute authentic and meaningful report.

Literature review
Introduction towards Job Satisfaction The father of scientific management Taylor's (1911) approach to job satisfaction was based on a most pragmatic & essentially pessimistic philosophy that man is motivation by money alone. That the workers are essentially 'stupid & phlegmatic' & that they would be satisfied with work if they get higher economic benefit from it. But with the passage of time Taylor's solely monetary approach has been changed to a more humanistic approach. It has come a long way from a simple explanation based on money to a more realistic but complex approach to job satisfaction. New dimensions of knowledge are added every day & with increasing understanding of new variables & their inter play; the field of job satisfaction has become difficult to comprehend. The term job satisfaction was brought to limelight by Hoppock (1935). He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that job satisfaction is a combination of psychological, physiological & environmental circumstances that cause a person to say. 'I am satisfied with my job'. Locke defines job satisfaction as a "pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences". To the extent that a person's job fulfils his dominant need & is consistent with his expectations & values, the job will be satisfying. Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature of their work. Different authors give various definitions of job satisfaction. Some of them are taken from the book D.M.Pestonjee Motivation and Job satisfaction which are given below: Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of ones job. An effective reaction to ones job -Weiss Job satisfaction is general attitude, which is the result of many specific attitudes in three areas namely: Specific job factors. Individual Characteristics. Group relationship outside the job. -Blum and Naylor Job satisfaction is defined, as it is result of various attitudes the person hold towards the job, towards the related factors and towards the life in general. -Glimmer

Job satisfaction is defined, as employees judgment of how well his job on a whole is satisfying his various needs. -Mr.Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of ones job or job experiences. -Locke

Job satisfaction is one of the most crucial but controversial issues in industrial psychology and behavior management in organization. It ultimately decides the extent of employee motivation through the development of organization climate or environment job satisfactions has been a subject of hot chase by researchers. There have been more than three thousand published studies on job satisfaction during the last 30-40 years. Job satisfaction is the attitude one has towards his or her job. Sated another way it is one is affective response to the job. Job satisfaction is concerned with the ' feeling one has towards the job. The importance of job satisfaction is fairly evident from a description of the importance of maintaining moral in any industry. It a worker is not satisfied with work, and then both the quantity and quality of his output will suffer. It his job satisfaction increase then there is on improvement in both the quality and quantity of production. Factories in which the workers are satisfied with their work are also characterized by a high morale. History of Job Satisfaction One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (19241933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific Management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piece work towards the more modern of assembly line and hourly wage. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at

a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslow Hierarchy Need theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories. Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions. Importance of Job Satisfaction  Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational, citizenship, absenteeism, and turnover.  Job satisfaction ca partially mediates the relationship of personally variables and work behavior.  Common research finding is that job satisfaction is correlated with life style. This correlation is reciprocal meaning the people who are satisfied their jobs tends to satisfied with their life.  This is vital piece of information that is job satisfaction and job performance is directly related to one another. Thus it can be said that, A happy worker is a productive worker.  It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organization. Importance to worker and organization Job satisfaction and occupational success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that can often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity the quantity and quality of output per hour worked-seems to be a byproduct of improved quality of

working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzbergs (1957) have shown at least low correlation between high morale and high productivity and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as soon as the threat is lifted performance will decline. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the bottom line. Different Aspects of Job Satisfaction There are different aspects to job satisfaction, some will agree whole-heartedly to this and some will disagreey Individual elements this means personality, education, intellect, age and marital status. These individual elements play an important role in job satisfaction. y Social elements social elements are all things in the social environment of the work place, such as working relationship with colleagues, interaction and informal association with colleagues. y Cultural elements these are a persons beliefs, attitude, values, religious elements. y Organizational elements these are elements directly related to the organization like the size of the organization, structure of the organization, employee-employer relationships, management abilities, leaderships, delegation and all such things are factors affecting job satisfaction. y Environmental elements these are elements of influences on the environment around working, like economic, social, technical and even governmental or political influences.

All these factors, elements or dimensions are very different for each individual and his or her perspective of job satisfaction. One of the best ways people have realized to get a grip on job satisfaction is to establish the right kind of culture in their organizations; this is often called corporate culture. Factors of Job Satisfaction Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major components of job satisfaction. These are as under: y y y y y y The way the individual reacts to unpleasant situations The facility with which he adjusted himself with other person The relative status in the social and economic group with which he identified himself The nature of work in relation to abilities, interest and preparation of worker Security Loyalty

Hergberg, manusaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed various job factors of job satisfaction. Some factors are given below: Career Development: 1. Organization commitment to professional development. 2. Career development opportunities within the organization. 3. Career development opportunities for learning and professional growth (mentorships, cross training, etc.) 4. Job-specific training. 5. Opportunities to network with others (within or outside the organization) to help in advancing ones career. 6. Opportunities to use skills and abilities in work. 7. Paid training and tuition reimbursement programs.

Relationship with Management 8. Communication between employees and senior management. 9. Autonomy and independence to make decisions. 10. Management recognition of employee job performance (Feedback, incentives, rewards) 11. Relationship with immediate supervisor.

Compensation and Benefits 12. Compensation/pay y Base rate of pay y Opportunities for variable pay (bonuses, commissions, other variable pay, monetary rewards for ideas or suggestions) y Stock options y Being paid competitively with the local market 13. Benefits y Health care/medical benefits y Family-friendly benefits (life insurance for dependents, subsidized child care, elder care referral service, etc.) y Paid time off (vacation, holidays, sick days, personal days, etc.) y Retirement benefits (defined contribution plans such as 401(k) and other defined plans such as pensions) 14. Flexibility to balance life and work issues (alternative work arrangements, including job sharing, flex schedules, telecommuting, etc.) Work Environment 15. Feeling safe in the work environment 16. Job security 17. Meaningfulness of job (understanding how job contributes to society as a whole) 18. Organizations commitment to corporate social responsibility (balancing financial performance with contributions to the quality of life of its employees, the local community and society at large) 19. Organizations commitment to a green workplace (environmentally sensitive and resource efficient) 20. Overall corporate culture (organizations reputation, work ethics, values, working conditions, etc.) 21. Relationships with co-workers 22. Contribution of work to organizations business goals 23. The work itself (it is interesting, challenging, exciting, etc.) 24. Variety of work (working on different projects, using different skills.)

Job Satisfaction-Theory Discrepancy theory Discrepancy theory was the result of the difference between an actual outcome a person received and some other expected outcome level. A comparison, in which an actual outcome level was lower than an expected outcome level, would result in dissatisfaction. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficiency, locus of control, and neuroticism. This model states that higher levels of selfesteem (the value one places on his/her self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction Equity theory Inputs and outcomes were the premise of equity theory. Employees evaluated their inputs/outcomes by comparing them with the inputs/outcomes of other individuals. Equity existed if the ratio of inputs to outcomes was similar to the inputs and outcomes of other individuals. Conversely, inequity existed when the ratio of inputs to outcomes was unequal to the inputs and outcomes of other individuals. Perceptions of equity were associated with job satisfaction, while perceptions of inequity were associated with job dissatisfaction.

Two factor theory (Motivator-hygiene theory) Fredrick Herzbergs Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. The motivator-hygiene theory was credited with propelling and advancing research on job satisfaction. The premise of the motivator-hygiene theory was that jobs had specific factors which were related to job satisfaction or dissatisfaction. The five factors thought to facilitate job satisfaction were achievement, recognition, work itself, responsibility, and advancement. The five factors identified by Hertzberg, as determinants of job dissatisfaction, were policy and administration, supervision, salary, interpersonal relations, and working conditions. Subsequent

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research efforts defined the motivator and hygiene factors as hypothesized by Hertzberg. Following is a description of the motivator-hygiene factors.  Recognition - Acts of notice, praise, or blame supplied by one or more superiors, peers, colleagues, management persons, clients, and/or the general public. Achievement - Accomplishment of endeavors including instances wherein failures were incurred. Similarly, instances were included wherein neither success nor failures were incurred. Possibility of Growth - Whether a change in status was possible, irrespective of the fact that the change could be upward or downward in status.

   

Advancement - Designated an actual change in job status. Salary- All sequences of events in which compensation plays a major role. Interpersonal Relations - Relationships involving superiors, subordinates, and peers. Supervision - The supervisors willingness or unwillingness to delegate responsibility and/or willingness to teach subordinates. Responsibility - Satisfaction derived from being given control of personal work or the work of others and/or new job responsibilities. Policy and Administration Events in which some or all aspects of the organization were related to job satisfaction. Working Condition Physical working conditions, facilities, and quality of work as related to job satisfaction. Work Itself - The actual job performance related to job satisfaction, named the determinants of satisfaction motivators (achievement, recognition, work itself, responsibility, advancement) and the determinants of dissatisfaction hygiene (policy and administration, supervision, salary, interpersonal relations, working conditions)

While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical

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manner to changes in motivating/hygiene factors. Finally, the model has been criticized in that it does not specify how motivating/hygiene factors are to be measured.

Possible reasons for job dissatisfaction Lack of job satisfaction can be a significant source of stress. Reasons why you may not be completely satisfied with your job include:  Conflict between co-workers  Conflict with your supervisor  Not being appropriately paid for what you do  Not having the necessary equipment or resources to succeed  Lack of opportunities for promotion  Having little or no say in decisions that affect you  Fear of losing your job through downsizing or outsourcing Sometimes it's the job itself that causes dissatisfaction. For example, the work may be boring, or ill-suited to your interests, education and skills. Take some time to think about what motivates and inspires you. You may even want to work with a career counselor to complete a formal assessment of you interests, skills and passions. Dissatisfaction's Effects Surprisingly, research shows that job satisfaction has minimal effect on job performance, absenteeism, and turnover. An unhappy employee can continue to be productive and decide to stay with a company for any number of reasons particularly in an era of massive job cuts. The most serious side effects of job dissatisfaction are stress-induced risks to the employee's emotional and physical well-being- which may in fact lead to poor performance-and the spread of negativism to other employees. These factors alone are reasons enough to pay attention to job satisfaction.

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Response to Job Dissatisfaction

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How employees can express Dissatisfaction Employee dissatisfaction can be expressed in a number if ways. For example rather than quit, employees can complain, be insubordinate, steal organizational property or shrink part of their work responsibilities. The figure represents four responses from one along dimensions: Constructive/ Destructive and Active/Passive. They are defined as follows. EXIT: Behavior directed toward leaving the organization, including looking for a new position. VOICE: Actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and some forms of union activity. LOYALTY: Passively but optimistically waiting for conditions to improve, including speaking up for the organization the face of external criticism and trusting the organization and the management to do the right thing. NEGLECT: Passively following conditions to worsen, including chronic absenteeism and lateness, reduced effort, and increased error rate. Exit and neglect behaviors encompass our performance variables-productivity, absenteeism and turnover. But this model explains employee response to include voice and loyalty-constructive behaviors that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions. It helps us to understand situations, such as those sometimes found among unionized worker, for who low job satisfaction is coupled with low turnover. Union members often express dissatisfaction through the grievance procedure through formal contract negotiations. These voice mechanisms allow union members to continue in their jobs while convincing them selves that they are acting to improve the situation. Strategies to improve the job satisfaction    Depending on the underlying cause of your dissatisfaction, there may be several ways to increase your job satisfaction. Here are some ideas that may help: Set new challenges Improve your job skills. Imagining yourself in your dream job, you might see yourself as an excellent project manager a confident communicator and a highly organized person. Why not work on these skills in your present job? Develop your own project. Take on a project that can motivate you and give you a sense of control. Start small, such as organizing a work-related celebration, before moving on to larger goals. Working on something you care about can boost your confidence. Mentor a co-worker. Once you've mastered a job, you may find it becoming routine. Helping a new co-worker or an intern advance his or her skills can often restore the challenge and the satisfaction you desire.

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Beat the boredom. Does your job seem boring sometimes? Do you run out of things to do? If so, your abilities may not match your responsibilities. Here are some suggestions: Break up the monotony. Take advantage of your work breaks. Read. Listen to music. Go for a walk. Write a letter. Cross-training. Does your work consist of repetitive tasks, such as entering data into a database or working on an assembly line? Talk with your boss about training for a different task to combat boredom. Once you've completed the training, you can switch back and forth. Volunteer for something different. If you hear that your company is launching a new project, volunteer for the work team. Ask for a new challenge. If you're comfortable doing so, tell your supervisor you're a little bored with what you're doing and would like a new challenge. Keep in mind that boredom can be deadly if your job entails working with machinery or caring for people. If your mind wanders to the point that you put your life or the lives of others in jeopardy, take action. Talk to your supervisor about new challenges you can take on or seek a new position. Stay positive Use positive thinking to reframe your thoughts about your job. Changing your attitude about work won't necessarily happen overnight. But if you're alert to ways your view of work brings you down, you can improve your job satisfaction. Try these techniques: Stop negative thoughts. Pay attention to the messages you give yourself. When you catch yourself thinking your job is terrible, stop the thought in its tracks. Put things in perspective. Remember, everyone encounters good days and bad days on the job. Look for the silver lining. "Reframing" can help you find the good in a bad situation. For example, you receive a less than perfect performance appraisal and your boss warns you to improve or move to another job. Instead of taking it personally or looking for another job right away, look for the silver lining. Depending on where you work, the silver lining may be attending continuing education classes, working closely with a performance coach and having the satisfaction of showing your boss you're capable of change. Learn from your mistakes. Failure is one of the greatest learning tools, but many people let failure defeat them. When you make a mistake at work, learn from it and try again. Be grateful. Gratitude can help you focus on what's positive about your job.

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The Ten Job Expectations Most Wanted The following list is representative and is given in the order people have ranked them over the years: 1. Type of work: the kind of work that makes the best use of one's abilities and gives one a feeling of accomplishment. 2. Security: having a job that provides a steady employment. 3. Company: working for a company that has a good reputation, that one can be proud of working for. 4. Advancement: being able to progress in one's job or career, having the chance to advance in the company. 5. Co-workers: having co workers who are competent and congenial. 6. Pay: being paid at least enough to meet one's needs, and being paid fairly in comparison to others. 7. Supervision: having an immediate supervisor who is competent, considerate, and fair. 8. Hours: having working hours that allow one enough time with family and/or time to pursue other strong interests and live one's preferred lifestyle. 9. Benefits: having benefits that meet one's needs and compare well with those of others. 10. Working Conditions: having physical working conditions that are safe, not injurious to health and not stressful. Jack Welch's Recipe for Winning Employees' Hearts and Minds  Free managers to manage and to rise.  Defeat bureaucracy and rigidity.

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 Generate and use new ideas.  Empower workers to flourish and grow. Employees with Higher Job Satisfaction:  Believe that the organization will be satisfying in the long run  Care about the quality of their work

Profile of the company

United Nations Development Programme (UNDP) is the UN's global development network, an organization advocating for change and connecting countries to knowledge, experience and resources to assist people build a better life. Working in 174 countries, UNDP is working with them on their own solutions to global and national development challenges.

UNDP embarked on its journey in Bangladesh on 31, July 1972. Since its inception, UNDP and its partners accomplished key results in the areas of governance, poverty reduction, environment, energy and climate change, disaster management, and achievement of Millennium Development Goals (MDGs). UNDP is engaged with various governmental agencies and partners to thrive towards economic and social development in Bangladesh.

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UNDP at a Glance

Service of developing countries Countries and territories served UNDP country offices Geneva, Tokyo and Washington, DC UN Volunteer specialists and field workers UNDP officesin the developing world and Europe Top contributors to UNDP on a per capita basis

51 years 174 132

2897

112 Nor way, Denmark, Sweden, Switzerland, the Netherlands, Finland,Luxembourg, Belgium, Ireland Djibril Diallo

Director Editor: Rajeswar y Iruthayanathan Designer: Maureen Lynch

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Proofreader Jennifer Prince Research Assistant Annaliza del Rosario

Website

www.undp.org

UNDP in Bangladesh at a glance

Journey in Bangladesh started Bangladesh ranked

1972 147 among 174

UNDP,UN Offices,18thFloor,IDBBhabanAgargaon, Bangladeshi office ShereBanglaNagar,Dhaka1207Bangladesh

Web site E-mail

www.undp.org.bd registry.bd@undp.org Neal Walker

Resident Representative Stefan Priesner Country Director Robert Juhkam Deputy Country Director (Programme)

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S.K. Murthy Deputy Country Director (Operations) Assistant Country Director: Democratic Governance Assistant Country Director: Climate Change, Environment, Disaster Management Assistant Country Director: Policy Support and Communications Assistant Country Director: Local Governance Jessica Murray Assistant Country Director: Results and Resource Management Rafi Tokhi Operations Manager

Won Young Hong Aminul Islam

K.A.M. Morshed Shaila Khan

Aims and Accomplishments: UNDPs development objectives focus on five key areas: 1. Democratic governance and human rights. 2. Sustainable environmental and energy management. 3. Economic growth and poverty alleviation. 4. Reduction of social and economic vulnerability. 5. Gender equality and the advancement of women.

Each of these objectives reflects UNDAF outcomes and is designed to infuse the development work that UNDP supports with the Millennium Development Goals (MDGs). Each objective is also an expression of best practices developed through the experience not only of the organization in Bangladesh, but also of the global bodys knowledge bank.

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In the area of democratic governance and human rights, UNDP aims to ensure that the human rights of children, women, and vulnerable groups are progressively fulfilled within the foundations of strengthened democratic governance. UNDP works towards this goal through programmes and projects that support the Parliament, the electoral system, reform of public administration, police administration and institutions of local governance. Reflecting the commitment to the MDGs and the PRSP goals for environment and agriculture, UNDPs sustainable environmental and energy management objective seeks to ensure that the survival and development rights of vulnerable groups guaranteed within an environmentally sustainable framework. UNDP seeks to promote a holistic approach to sustainable environmental governance with a pro-poor focus in Bangladesh. Interventions to promote pro-poor growth will contribute to the achievement of poverty related MDGs and NSAPR (National Strategy for Accelerated Poverty Reduction) goals of economic growth, trade promotion, private sector development, support for rural nonfarm activities and womens empowerment. The key aim here is to ensure that the most vulnerable groups have improved life conditions, skills, services and decent job opportunities. To further reduce social and economic vulnerability and promote human security, UNDP supports strengthening of national capacities to respond to disasters, reduction of disaster risk, addressing problems of vulnerable groups, and promoting HIV/AIDS prevention and care. This objective seeks to ensure that human security is strengthened and vulnerabilities to social, economic and natural risks are reduced. The final stated objective, and one that cuts across the entirety of UNDPs mandate, is that of gender equality and the advancement of women. UNDP advocates womens political, economic and social rights and works to ensure that societal changes are realized to reduce discriminatory practices and to pursue equity and empowerment for women and girls. UNDPs development objectives are shaped both by the challenges facing Bangladesh and by the experience gained over the many years of working in country. The technical capacity and onthe-ground knowledge that are applied to ongoing development work have been defined in part by the past successes and the lessons that have been learnt from these. These lessons are applied both to the projects and programmes themselves and to the processes by which they are enacted. UNDP has been involved in an extensive range of projects designed to foster and strengthen good governance country-wide, for instance, by supporting the capacity of locally elected Union Parishads to design and manage local development initiatives in a participatory manner. At the national level, the preparation of an electoral voter roll with photographs is helping to ensure freer, fairer and more credible elections. UNDP has also played a vital role in partnership with Government, NGOs and the media in promoting environmental policy changes such as the ban on plastic bags and the conversion of buses and motorized rickshaws to compressed natural gas. This partnership with Government has

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also proved fundamental in the paradigm shift in disaster management thinking in Bangladesh. Not only have the countrys disaster management bodies developed their capacity to respond effectively to natural and man-made disasters, but the cultural and attitudinal shift from conventional response practices to comprehensive risk reduction and management is already reaping benefits as were witnessed in the aftermath of cyclone Sidr of 2007. UNDP is also committed to learn from the success of its interventions and directing these lessons inward in ways that further improve its own operations. Work supported thus far has indicated clearly that development effectiveness can be significantly enhanced through partnerships at all programming stages with Government and civil society. Such interventions also have better prospects for impact and sustainability when they are delivered through existing government structures that use clear and consistent procedures. Underpinning all of these is the focus UNDP maintains on capacity development, linkages between participation and local involvement, policy reform and public access to information. It is this focus, combined with the knowledge generated through lived experience and a global knowledge network of best practice, that place UNDP in a unique position to support the Government of Bangladesh in its ongoing human development work.

Function of UNDP: 1. Democracy and Governance: The Democracy and Governance Cluster is deeply involved in development activities that cover a wider spectrum, from policy reforms to capacity development, for implementation of national policies. The cluster works on electoral reform, access to justice, human rights and human security, public administration, anti-corruption and capacity development of democratic institutions like the Election Commission, the judiciary, and the Parliament. The Cluster has a close network with the Government to achieve targeted results for development. In addition to the partnership with Government agencies, the Cluster maintains a strong relationship with civil society organizations, including NGOs working on governance issues, academia, media, economists and cross-section of professionals. This partnership allows the Cluster to analyze the impact of UNDP interventions and enables the Cluster to analyze the political environment in Bangladesh. The Cluster therefore reflects the needs when formulating programmes, ensuring better achievements and results. 2. Disaster Response and Management: The Disaster Management Cluster provides policy advisory services and capacity development to the Government of Bangladesh in risk mitigation and effective humanitarian response. From a Government perspective, disaster management is a fundamental component of the national

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agenda with the Ministry of Food and Disaster Management playing a central role. UNDP has established itself as the primary partner of the Government in disaster management, and works closely with the vibrant and active humanitarian community and civil society to ensure national ownership. UNDP has been actively supporting the efforts of the Government to reduce the adverse impacts of hazards with specific targets of (a) integrating disaster risk reduction into sustainable development policies and plans; (b) strengthening institutional capacities and mechanisms to build resilience to hazards and (c) incorporating systematic risk reduction approaches into the implementation of emergency preparedness, response and recovery programmes. In collaboration with the Government and like-minded donors, UNDP has created two large programme portfolios Comprehensive Disaster Management Programme (CDMP) and Humanitarian Response Team. 3. Peace and Development The Peace and Development Cluster's core purpose is to advance peace and development by strengthening capacities of local government and communities, with a focus on issues of conflict resolution. Currently the initiatives of the Peace and Development Cluster are being implemented in the Chittagong Hill Tracts area. The Chittagong Hill Tracts (CHT) is located in the south-eastern corner of Bangladesh with an area of one-tenth of the size of the country (approximately 5100 square miles) with a population of about 1.5 million people. It is one of the most divers regions of the country in terms of geography, ethnicity, culture and traditions of the peoples. The population is scattered and the terrain hilly, rough and inaccessible. The region remained largely outside the mainstream of development assistance for more than 25 years due to an insurgency which ended with the signing of the CHT Peace Accord in December 1997. The implementation of the CHT Peace Accord is considered to be central to peace and development in the region. UNDP responded to development needs in 2003 with a Preparatory Assistance project, culminating in a fully-fledges USD 50 million, five year project signed with the Government in 2005, entitled "Promotion of Development and Confidence Building in the CHT" project, establishing the Chittagong Hill Tracts Development Facility (CHTDF). The duration of the first phase of the project was four years which ended in September 2009. Based on the positive impacts of the first phase of the project both UNDP and the Government of Bangladesh decided to extend the project until September 2013. The extension of the project will raise the total budget of the project from US$ 50 million (approximately Tk. 300 Crore) to US$ 160.5 million (approximately Tk. 1100 Crore), thus providing international development assistance of significant scale to the CHT in order to build confidence among the people and institutions of the CHT promoting long term peace and development. In addition to UNDP's own resources, funds have been made available by the European Commission, Canada (CIDA), Denmark (DANIDA), USA (USAID), Norway, Australia (AusAID) and the Embassy of Japan during the first phase.

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4. Local Poverty Reduction The fight against poverty and social exclusion has become one of the key focus areas of the Government, as reflected in the PRSP and in the Government's commitment to achieving the MDGs. In line with this, the Cluster supports the process of social inclusion and local economic development interventions for poverty reduction in Bangladesh, considering four interlinked approaches: local ownership, capacity development, income and employment generation and social protection. The Cluster has engaged in partnerships with Government, donors, NGOs, and most importantly the local communities and beneficiaries to seek local solutions to local problems. The Cluster will engage a range of mechanisms and instruments to improve job opportunities for the unemployed both in the urban and rural areas. The Cluster focuses on employment generation in the formal and informal sector, entrepreneurship and vocational training, mainly targeting youth, poor women and other vulnerable groups. 5. MDGs and Pro-Poor Development: Bangladesh has established a credible record of sustained growth within a stable macroeconomic framework and is on track in several MDGs. However, aggregate poverty rates remain dauntingly high while women continue to face entrenched barriers and insecurities. Governance weaknesses stand in the way of an acceleration of the growth process while significant subnational disparities threaten further progress. Almost exclusive attention to the aggregate/macro level target attainment has left many small pockets of under performing areas out of the policy radar. The MDGs and e-Development clusters major focus is to develop national capacity for inclusive growth and attainment of MDGs and BDGs. The Cluster supports the Government to formulate MDG-based national strategies, to foster participatory progress monitoring, and to promote upscaling of local best practices and lessons learned through local level pilots. The Cluster also supports national initiative to utilize information and communication technology as an enabler to reach the traditionally excluded communities with better and effective services to ultimately enhance their quality of life.

6. Energy and Climate Change Although Bangladesh has been a Country Party to the UNFCCC since its inception, and has tried to fulfill its reporting criteria on a regular basis, it has not had much international support in facing climate change till now, in spite of its vulnerability. Through UNDP, it has been supported in controlling Green House Gases by the Montreal Protocol over the last 10 years by developing an Ozone Depleting Substances (ODS) monitoring system, reporting mechanism and refrigerant management plan. The total Montreal Protocol portfolio is about USD 5 million.

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Again through UNDP, Bangladesh was supported by the Global Environment Facility (GEF), under its small scale enabling activities, in developing a National Action Plan for Adaptation (NAPA), National Capacity Self Assessment (NCSA), and the Initial and Second National Communications (SNC) to UNFCCC. GEF is also providing support through UNDP for a USD 3 million project to increase energy efficiency in the brick making industry. The current Energy and Climate Change portfolio of projects aims at addressing climate change, primarily through building coping mechanisms at all levels - national, sub-national and local for adaptation and linking climate change mitigation to develop sustainable energy for the poor and promotion of energy efficiency in the country. Future focus will also include assisting the private sector in accessing the Clean Development Mechanism (CDM) and Carbon-MDG Fund. 7. Environment and Sustainable Development Mismanagement of natural resources and the lack of a proper environmental understanding are two of the most critical issues making the development process extremely challenging in Bangladesh and resulting in unsustainable growth rather than sustainable development. Such priority issues can be mentioned as climate change, land degradation, water issues, loss of biodiversity and the critical inadequacy in integrating sustainability aspects in the national development process. The poor are disproportionately affected by environmental degradation and lack of access to environment and natural resources. The Environment and Sustainable Development Cluster is dedicated to playing a catalytic role to facilitate mainstreaming sustainable development in Bangladesh by integrating pro-poor environment in policies and development planning. The programmatic interventions of the Cluster fall into four programme areas: (1) Natural Resource Management and Biodiversity Conservation, (2) Sustainable Land and Water Management, (3) Improved and Cleaner Urban Environment Management and (4) Sustainable Development and Environmental Governance. 8. Women empowerment: UNDP coordinates global and national efforts to integrate gender equality and womens empowerment into poverty reduction, democratic governance, crisis prevention and recovery, and environment and sustainable development. Through our global network, we work to ensure that women have a real voice in all governance institutions, from the judiciary to the civil service, as well as in the private sector and civil society, so they can participate equally with men in public dialogue and decision-making and influence the decisions that will determine the future of their families and countries. 9. HIV, human rights, gender and sexual diversity: Protecting and promoting the rights of people affected by HIV and marginalized populations is the cornerstone of effective HIV, public health and development responses. UNDP supports countries to create an enabling human rights environment, promote gender equality, and address

25

the HIV-related vulnerabilities and needs of women and girls. UNDP also works to respond to HIV among men who have sex with men and transgender populations, and supports legal frameworks including enabling trade and intellectual property legislation for improved access to affordable essential medicines and commodities.

History of Oxfam International

The name 'Oxfam' comes from the Oxford Committee for Famine Relief, founded in Britain in 1942. Oxfam International was formed in 1995 by a group of independent non-governmental organizations. Their aim was to work together for greater impact on the international stage to reduce poverty and injustice. The name Oxfam comes from the Oxford Committee for Famine Relief, founded in Britain in 1942. The group campaigned for food supplies to be sent through an allied naval blockade to starving women and children in enemy-occupied Greece during the Second World War. As well as becoming a world leader in the delivery of emergency relief, Oxfam International implements long-term development programs in vulnerable communities. We are also part of a global movement, campaigning with others, for instance, to end unfair trade rules, demand better health and education services for all, and to combat climate change. Today, there are 16 member organizations of the Oxfam International confederation. They are based in: Australia, Belgium, Bangladesh, Canada, France, Germany, Great Britain, Hong Kong, Ireland, India, Mexico, The Netherlands, New Zealand, Quebec, Spain and the United States.

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Function of Oxfam Working with more than 3,000 local partner organizations, we work with people living in poverty striving to exercise their human rights, assert their dignity as full citizens and take control of their lives. We focus our efforts in these areas: 1. Global movement for change Change needs engaged people both in the developing and the developed world. Our joint effort in eradicating poverty and making politicians accountable for global well being can be enormously successful if it is backed by genuine interest and passion for change By being part of a global movement for change we are demanding justice to bring an end to persistent poverty, inequality and insecurity that affect the lives of billions of people. 2. Agriculture Men and women across the world depend on rural areas for their income: from agricultural laborers in the United States to pastoralists in Tanzania; from maize farmers in Central America to fisher-folk in East Asia. Women are particularly reliant on agriculture for their livelihoods. In poverty-stricken areas, agriculture provides food security and jobs that arent available elsewhere. More than any other sector, investment in agriculture produces results. And investing in womens agricultural livelihoods can really make a difference in our efforts to reduce poverty while at the same time upholding their rights. But the challenges cant be underestimated: environmental degradation, climate change, new technologies and skyrocketing energy prices all have an impact on poor farmers and workers.

3. Aid effectiveness Two big issues seriously affect poor countries chances of beating poverty. One is the amount of aid they get. The other is the amount of debt they repay. More and better aid Poverty will not be eradicated without an immediate and major increase in international aid.

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However, there is an emerging consensus on aid effectiveness without far-reaching changes in how aid is delivered, it won't achieve maximum benefits. It should no longer be conditional on recipients promising economic change like privatizing or deregulating their services, cutting health and education spending, or opening up their markets. Aid should support poor countries' and communities' own plans and paths out of poverty. At the same time, recipient countries need to have people and policies in place so that the aid is used in an honest and transparent way. Aid will work if people dealing with it both in the north and the south are made accountable. Aid also needs to focus better on poor people's needs. This means more aid being spent on areas such as basic health care and education.

Making sure developing countries' un-payable debts are cancelled is just as important as ensuring they get the aid money they need. Across the world, impoverished countries are being forced to repay debts far bigger than original loans, instead of spending precious cash on essentials like schools and hospitals. Cancelling debt can make a real difference. Since Zambias debt was cancelled in 2005, its government has been able to introduce free health care for people in the countryside removing fees that once stopped millions getting care they needed. And education got a boost too extra funds made available by debt relief also paid for 4,500 badly-needed new teachers. Millions of children in Tanzania, Uganda, Kenya and Malawi are now going to school, thanks to a combination of debt relief and aid. 4. Effective aid in action Aid is a crucial part of development. Aid alone cannot solve the crises of poverty and inequality, promote gender equality and realize human rights. But for some of the poorest countries in the world, domestic funds are simply not enough to tackle poverty. Aid from rich countries can make a huge difference to the lives of poor people living within these countries.

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Aid has helped build hospitals, train teachers, pay doctors salaries and buy textbooks for schools and medical equipment for clinics. In doing this aid can help countries reduce the number of women dying in pregnancy and child birth, increase the number of children who have access to a quality education and vaccinate children against diseases. Rich countries must use their aid to fund nationally created development plans that have been worked out by not only developing country governments but also parliamentarians and civil society groups. We also believe that more aid must be delivered to developing country governments and provided on a long term and predictable basis. Finally, rich countries should ensure that their aid money is being spent in an accountable and transparent manner. One of the ways of doing this is to support citizens in developing countries to better hold their governments to account for the way they spend aid money.

5. Climate change The impacts of climate change are complex. Sometimes gradual, sometimes sudden, but nearly always hitting the poor first and hitting them hardest. Climate change and poverty Climate change will affect everyone, but it will affect poor people in developing countries the most. How? It is changing rainfall patterns, drying up river beds, giving rise to newer and more harmful pests and creating a situation where natural disasters like cyclone, floods and landslides in developing countries are becoming more serious and widespread. Poor communities already live on the front lines of pollution, disaster, and the degradation of resources and land. For instance, theyre often forced to live in temporary settlements, on land prone to flooding, storms and landslides. Climate change poses a further threat to their livelihoods, economic sustainability and health, for instance by making planning of crops unpredictable or making availability of water difficult all this often in an already precarious and conflict prone context. To address this imbalance in climate poverty, were helping people cope with severe climate events worldwide, and were calling on world leaders to:
y y

Give developing countries the resources they need to adapt to climate change Reduce carbon emissions and put the needs of the poorest countries first

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6. Education Oxfam believes every single child that means girls as well as boys has the right to a free, good-quality primary education. Why? Because school helps children develop the skills they need to make themselves heard in the world and participate in the decisions affecting their lives, and to make positive changes to break free from poverty. Yet basic education in poor countries is in crisis.
y y y

72 million children are out of school (over two-thirds are girls) 771 million adults worldwide are illiterate (64 per cent are women) Two million new teachers are needed today to provide kids with a decent education and 15 million will be needed by 2015 to achieve education for all

The reasons children miss school vary, but the main one is poverty. School fees, uniforms and books amount to more than many parents can afford. Communities may not have the money to run a school or children may simply live too far from one. And girls are losing out the most. The explanation for girls exclusion isnt simple. Different cultural values often mean boys get priority when it comes to education. Girls may also be kept home to help with childcare, may be working, or may not have the same freedom of movement as boys. Whatever the reasons, poverty and inequality only worsen when girls miss school. Oxfam works with others to get every child into school. 7. Gender justice Discrimination and injustice are major causes of poverty worldwide. And ensuring women and men benefit equally from our work is a vital part of what we do. Why equality for women? Youre more likely to be poor if youre a woman. And as a woman according to research youre likely to be doing most of the work. But this discrimination does not start there it actually starts much earlier. Girls are too often denied access to education, health and nutrition from birth. This has to change. The right to gender equality underpins all Oxfams work across the world.

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Globally, the facts show that women are getting the rawest deal:
y y y y

Education Two-thirds of all children denied school are girls. Work Women earn only ten per cent of the worlds income, yet work two-thirds of the worlds working hours. Welfare Domestic violence is the single biggest cause of injury and death to women worldwide. Democracy Women hold only 14 per cent of the worlds governmental seats.

8. Poverty and power Poverty is about lacking opportunities and power, as well as having problems with things like making a decent living. The issues can be connected, of course, but traditional attitudes which limit womens say over what happens in their lives and in their wider communities mean they generally suffer poverty most. Its for these reasons that Oxfam involves gender issues in every aspect of its work and is careful to make sure that women and men benefit equally from it. Communities are spearheading this movement by making their views known and demanding justice. Were aware that there is no easy way of removing gender discrimination it is always context specific. This diversity of views is respected and strengthens Oxfams work in this area.

9. HIV and AIDS HIV and AIDS have a huge impact on poverty because they affect millions of adult women and men whose work drives their countries' economies and services, and who care for the young and the old. Why is it called a pandemic? The statistics are mind-boggling:
y y y

Somebody is infected with the HIV virus every eight seconds. Some 2.7 million people across the globe became infected with HIV in 2008, with a heavy concentration among young people (240 000- 610 000) Sub-Saharan Africa, which recorded 1.9 million new infections, still bears the brunt of the AIDS epidemic, with 33.4 million people living with HIV.

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Of the 2 million global deaths due to AIDS-related illnesses occurred worldwide last year, the highest number recorded occurred in Africa.

Oxfam works with people around the world who are showing leadership on HIV and AIDS. People like Nhararai in Mozambique who is a home-based carer giving vital support to communities. People like Cazu, a Brazilian actor who has become an inspiring activist on HIV and AIDS since finding he was HIV positive. Oxfam supports partner organizations in Africa and elsewhere working in the prevention of HIV and AIDS and caring for those who are ill. We also support local groups to lobby for the rights of those infected and affected by the disease.

10. Natural resources More than one billion people lack access to a safe water supply, and that number is growing. While this issue concerns us all, it is of real immediacy for those who live and work in rural areas. As water supplies are threatened, rural communities are most affectedand have the most to lose. With powerful interests vying for some of the worlds most valuable commodities, many natural resources are being polluted or dangerously depleted by manmade causes or due to climate change. Oxfam empowers farmers, fishers, and others to defend their right to life-sustaining resources. 11. Peace & security Oxfam works to reduce the number of people who become ill, are displaced, or are killed in armed conflicts. We try to ensure that children who are innocent victims of any conflict are protected. Preventing conflict starts at the local level, where we help communities identify the root causes of conflict and find creative ways to build peace. Oxfam's peace and security initiatives are built on a central tenet: conflict violates the inherent rights of all people. Our work is designed to build local capacity for peace, to confront those who profit from conflict, and to advocate for peace.

12. Poverty and the private sector Poor countries could benefit fully from everything the private sector has to offer from decent jobs and a skilled work force through to new investment and new ideas. Making sure that the

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private sector plays an important role in addressing global poverty is imperative. In fact, beating poverty depends on it. There is growing recognition in the developing world that while multinational companies are making huge profits by producing for and selling to the worlds poor, when it comes to improving their economic and social well being the corporate contribution is sorely lacking. People are aware of this growing inequality and they are demanding change.

Questionnaire Analysis

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S/L 1

Question for Oxfam The Company is a pretty good place to work. Companys wages rates are competitive with those of other companies. The benefits I receive are as good as most other organizations offer. I feel satisfied with my chances for companies increases. My workload is challenging but not burdensome. I am satisfied with my chances for career growth. My job makes the best use of my ability. I have opportunities to learn what I want to learn. Creativity and innovation are supported. Employee promotion decisions are handled fairly. I feel to tell my boss what I think. I have trust and confidence in my boss. 1 100 2 100 3 100 4 100

Respondents 5 6 7 100 100 100

8 100

9 90

Total Ave. 890 98.8 8 850 94.4 4

100

100

100

90

100

90

100

90

80

100

100

90

90

100

100

100

90

90

860

95.5 5

100

100

90

90

100

90

100

90

90

850

94.4 4 96.6 6 96.6 6 95.5 5 98.8 8 98.8 8 94.4 4 97.7 7 96.6 6

100

90

100

100

100

90

100

100

90

870

100

100

100

100

100

90

100

100

80

870

7 8

100 100

100 100

100 100

90 100

100 100

100 100

90 100

90 100

90 90

860 890

100

100

100

100

100

100

100

100

90

890

10

100

100

90

100

100

90

90

90

90

850

11 12

100 100

100 100

100 90

100 100

100 100

90 100

100 100

100 100

90 80

880 870

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Total Average of Oxfam

= (98.88+94.44+95.55+94.44+96.66+96.66+95.55+98.88+98.88+94.44+97.77+96.66)/12 =1062/12 =88.513/100 =0.8851 or 88.51% S/ Question for UNDP L 1 The Company is a pretty good place to work. 2 Companys wages rates are competitive with those of other companies. 3 The benefits I receive are as good as most other organizations offer. 4 I feel satisfied with my chances for companies increases. 5 My workload is challenging but not burdensome. 6 I am satisfied with my chances for career growth. 7 My job makes the best use of my ability. 8 I have opportunities to learn what I want to learn. 9 Creativity and innovation are supported. 1 Employee promotion 0 decisions are handled fairly. 1 I feel to tell my boss 1 what I think. Respondents 5 6 7 90 90 80

1 80

2 80

3 80

4 80

8 70

9 80

Total Ave. 730 81.1 1 730 81.1 1

80

80

80

80

80

80

80

80

90

70

70

80

80

80

80

80

60

90

690

76.6 7

70

70

70

70

70

90

80

70

80

670

74.4 4 80

80

80

70

70

80

90

90

70

90

720

70

80

70

70

80

70

80

60

80

660

73.3 3 74.4 4 74.4 4 78.8 9 76.6 6 73.3 3

70 70

70 80

70 70

70 70

70 70

80 70

80 80

70 60

90 100

670 670

80

80

70

70

80

100

70

70

90

710

80

70

70

70

80

90

80

70

80

690

70

80

70

70

70

70

80

70

80

660

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1 2

I have trust and 80 confidence in my boss. Total Average of UNDP

70

70

70

80

70

80

70

70

660

73.3 3

= (81.11+81.11+76.67+74.44+80+73.33+74.44+74.44+78.89+76.66+73.33+73.33)/12 = 917.75/12 = 76.48/100 = 0.765 OR 76.5%

We surveyed Questionnaires (graphic Scale rating method) on the Oxfam International and UNDP Employees. Each questionnaire contains 12 questions. RATING IDENTIFICATION O-outstanding-(100-90)- Standard is exceptional in all areas and is recognizable as being for superior to others. V-Very Good-(90-80)-Result clearly exceed most standard requirements. Standard is high quality and is achieved on a consistent basis. G-Good--(80-70)- Competent and dependable level of standard. I- Improvement Needed-(70-60)-- Standard is deficient in certain areas. Improvement is necessary. U-Unsatisfactory-(Below 60)-Standards are generally unacceptable and require immediate improvement. N- Not Rated-Not applicable or too soon rate. From the Result analysis we got, UNDP = 0.765 OR 76.5% Oxfam International =0.8851 or 88.51% Oxfam International achieves better position.

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Recommendations
Based on those findings the following suggestions have been made. In order to keep employees satisfied and retain them organizations can adopt the following practices: Like customized compensation and incentive plans and ensure competitive compensation plan, which is on par industrial standards. Better working culture can be created with an aid to updated technology and software packages and other various teaching aids to facilitate better knowledge delivery. Clear career path should be defined with challenging work profile and open work culture facilitating individual growth. Mentors should be brought for the faculty members within the organization which will improve their knowledge and also guide them as they move upwards in all areas. A dynamic organization is open to changes which ensure transparency in all processes would work out. Lecturers who have expertise in the area should be encouraged to write articles and papers. Clerical jobs should be avoided for the teaching staff since it distracts them and they should be allowed to attend seminars and provide all the necessities related to it. Management should adopt pro-active nature rather than reactive nature to problem solving.

There are a few tips to make work full of pleasure:

Attitude
When attitude is right, the approach is right and one enjoys his/her work. But where attitude is not right, is there any way to create or mould it? This is very difficult because these are many a time inborn traits and are not amenable easily to correction. Regarding attitude, Peter Drucker narrates the story of the brick carrying worker, as to how each one perceives his work while all these are engaged in the same job building a Cathedral. The first one is just concerned with a mechanical action and what exactly he does is simply carry the bricks from here to there; for the second one, it is fetching bread for him, for he is making a living through it; and the third one sees it in a larger perspective, that of being part (howsoever small) of the whole project of building a huge Cathedral. Naturally, this third worker feels proud of his own contribution to such a big job. Therefore, how one perceives his/her work is what matters. According to Ritu Chaudhury, VicePresident Jet Airways, "Positive attitude is no longer just a desirable prerequisite. It is absolutely essential to succeed in the fiercely competitive business world. A positive executive is a productive executive. Positive attitude can work wonders in any field. It not only helps people conquer sickness and disabilities, but also makes them more efficient and successful in their chosen field."

Leisure
There are people who feel that work creates stress and stress creates strain. This is the reason that people want to avoid work. Even if they work, they do it half-heartedly.

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This is best illustrated by the fact that people reach late for their work, waste time in gossip, and leave early. But those who consider work seriously enjoy it. So, work and leisure are in a way both synonymous to each other. Relaxation is the natural answer to stress. One should make time during the day to relax, whether or not he feels under stress. Learning and practicing relaxation techniques will help you cope better with the effects of stress, particularly if you use them regularly and not just when you are under a particular pressure. Learning to relax is a skill and requires practice before it can be done properly.

Humor
Humor adds spice to work. Through humor, work can be made more interesting and enjoyable. Every work need not be treated as serious; one should not treat work as dull and nerve-breaking. Light jokes, humor, etc., will relieve work pressure on the one hand and will contribute to making work more enjoyable. It is said that humor makes the environment lively. Even in a tense situation, a slight humor can bring normalcy. In work situation, sometimes long working hours makes life monotonous. And this monotony leads to fall in productivity. There is a need to have softer skills by one in form of good joke and humor, etc. This will make the people laugh, enjoy, and participate. Ultimately, the staff will restart their jobs with renewed vigor, energy, and enthusiasm. This quality must be with you to make the people laugh, enjoy and participate. One way to turn almost any challenging situation into a positive one is through the magical elixir of humor. Humor will definitely help make our journey more happy and fun, so laugh away. Laugh at the triumphs and the tribulations. Laugh at your greatness and imperfections alike.

Variety in Job
Routine jobs create monotony in work and workers lose their interest in the work during the long run. Even in extreme cases they start hating the work. Variety of jobs adds pleasure to work and make it more palatable.

Opportunity
Right opportunities are a must for inspiring people to shoulder higher responsibilities and work more. Many a times, people have potential, but in the absence of right opportunity these remain hidden. They are not able to express their capability, potential, and interest in doing their job. A person may never be able to find enrichment in his job unless right opportunities are available. However, it is a fact that opportunities have to be created, looked for continuously, and utilized at the right time.

Constant Motivation
The word `motivation' is among the six most used words in any company's documents. It can be put in a form of equation. P = F (M, A, E) Where P stands for performance; F stands for function, M stands for motivation, a stands for ability and E stands for environment.

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According to Peter Davis, "Motivation is like food for the brain. You cannot get enough in one sitting. It needs continual and regular top-ups." According to Anil Gupta, Director of Havels India Ltd., "Motivation is the fuel that powers performance. It also keeps the employees glued to the organization." Pramod Sardarjoshi, Director-HR, CSC India says "A demotivated employee is like a termite that idly eats into the resources of the company. In contrast, a motivated employee contributes to the growth of the company." A very large extent of industrial unrest in Bangladesh is the result of lack of motivation. The motivation quotient of the employees seems to have a positive correlation with brand or corporate success. Of course, the motivated employee enjoys a relatively robust health as compared to his fellow worker who is de-motivated. Motivation is a tonic for the workers. The more you motivate your subordinates more productive they become in their work. Work becomes enjoyable, challenging, and attains a supreme level through constant motivation. While this could be through several ways like incentives in terms of both financial and non-financial perks, one could also motivate himself. This is called selfmotivation. While motivation from others may or may not be available, self-motivation could always spur one to do more and more without any limit.

Spirituality
Spirituality is all about thoughts and actions. Bringing spirituality to the workplace is bringing spiritual thoughts to the workplace. We are materialistic when we believe and act as if life is all about gaining material success. A spiritual person is one with a greater vision. He may be doing exactly the same work, but he conceives of a higher ideal and a broader perspective. He dedicates his life to the attainment of something beyond himself like the organization, the industry, the economy, and the country. Such work generates huge energy. One feels motivated towards work. Hence, the work becomes highly productive without exerting stress on oneself. If one examines the life of anyone thus engaged, one finds that they are most cheerful and hardworking. They are peaceful and they achieve more. In the ultimate analysis, organizations where employees derive pleasure from their work become creative in thinking. They grow and adapt to changing circumstances and make better use of their assets. Thus they move ahead in today's world of competition.

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Reference 1. www.google.com 2. www.yahoo.com 3. www.undp.org 4. http://www.oxfam.org/

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