abn motivation report

8/10/2019 ABN Motivation Report

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AABNBN AAMROMRO PP AKISTANAKISTAN

MM OTIVATIONOTIVATION R R EPORTEPORT

O RGANIZATION BEHAVIOR

P repared ByMohammad Ijaz 01-1 0!1-0 "

S#$m%&&edT o

MBA 'IIBah%ra ( )%*er+%&yI+,ama$ad

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I dedicate this project to our beloved families

for keeping our spirits high and for their love,

support and guidance throughout our lives.

Mohammad Ijaz

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A KNO./E GEMENT

All Praise to Allah. First and foremost we thank Allah, the Generous, for having finallymade this effort a reality. We praise Him e!ause if it were not for His Gra!iousness, itwould never materiali"e.

We are e#tremely grateful to $rs. %alma Atif, our !ourse !oordinator. %he spent a lot of valua le time with us and gave all the related information and e#pertise very generouslya out report writing.

We thankful to A&' A$() and its employees who provide the platform to make our pro*e!t su!!essfully, spe!ially thanks to Admin Head A&' $(. +afar 'ia"i, and PropertyHead A&' $(. Aleem uerishe.

We are also thankful to $s. %aleeha Haroon - nstru!tor &ahria /niversity slama d and$r. %ha"adeh ammar -Asst. Professor &ahria /niversity slama ad who guided us in

ea!h step of usiness resear!h.

At last we, e#press our deepest gratitude to all those who !ontri uted dire!tly or indire!tly to ring this pro*e!t to this final format, e!ause we would never have eena le to a!hieve this y our self.



T AB/E O ONTENTS

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(eferen!es 70

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Appendi#8< ;1

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E 2E (TIVE S(MMAR3

%in!e in )rgani"ation &ehavior su *e!t of $&A at &ahria /niversity slama ad, studentsare re=uired to prepare the report, to implement the terminologies what ever they studied.>he topi! we sele!ted for report is ?$otivation at A&' Amro Pakistan@.

However all of the group mem ers done a lot of work efore !ompleting the report, wehas studied different topi!s from different ooks and we sites. >his work made us toknow a out report writing, and different motivation terminologies use y foreign ank like, A&' Amro in Pakistan.

n this we has resear!hed what is motivation and how A&' Amro implemented pra!ti!ally its !on!epts How it is implemented nternationally

Pakistan is not working a lot on motivation. >here are rarely few or no !ompany inPakistan who implementing motivation glo al terminologies partially and one is A&'Amro. We has resear!hed that, at e#tent A&' Amro is using international employeemotivation rules.

)ur resear!h will going to give an idea to people who are going to *oin an organi"ation or going to hire people for their usinesses, they will know how to motivate employee. Wetried our est to re!ommend some employee motivation te!hni=ues that !an eimplemented in A&' Amro Pakistan whi!h will going to in!rease motivation level to itsemployees.

A&' A$() is providing a well !ompetitive !ompensation pa!kage to attain, retain, andmotivate its employees. Bmployees are free to e#press their views a out the work situation what they feel a out it. Bnvironment and work !onditions are user friendly.While interviewing an e#e!utive at A&' A$() we were told y him the A&' A$()environment is est motivator of its employees. >his thing is true as well as in the wordsof employees ?we are proud to work at A&' A$() here we have not *ust found a *owe have a !areer@. >here is mu!h !areer advan!ement if the employee show high

performan!e and work produ!tivity. >he ehavior of the management to employees isfriendly and they adopting a parti!ipative management system. 3ompensation pa!kagesare ased on internal and e#ternal e=uity asis. &ut the poli!y of !ompensation differs for

permanent and !ontra!tual employees. &onuses and rewards are totally ased on a fair appraisal system. (ewards are given in the way of shopping !ards, gifts and !ash as well.Parties etween employees are a !ommon.

>heir mango parties are very interesting part of reward. For re!reation tours areorgani"ed. A&' A$() does not offer profit sharing to management. %ome of the things,whi!h are !onsidered as issues, are presen!e of no $&), no profit sharing, and nofle#i le work hours. A&' A$() does not offer profit sharing to management.Availa ility of no fle#i le work for females is pro lemati!. A !ountry like Pakistan where!ulturally it is not !onsidered good for a female to live out of home late night. $ost of theemployees are !ontra!tual they have loyalty to e!ome permanent. As it is the ank

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poli!y to make a !ontra!tual employee permanent after five years e#perien!e. Person whoare dire!tly hired on management positions they are re=uired to have a vast e#perien!e of the anking se!tor and showing an e#pertise in their field. An employee when is rotatedfrom a !ity to other !ity he is given settlement e#penses. >hese in!lude fee dues of !hildren ut initial not permanent and settlement allowan!e.

>hen they are offered a high !ompensation for retention. Bmployee re!ognition programsin!lude employee of the month, employee of the year, king and =ueen are also entitled insome !onditions. Bmployees also enefit from the e!onomy !lass air ti!ket and in the!ase of out of !ity travel employees are given traveling allowan!e and residen!eallowan!e for offi!ial tour.

Cehi!les are offered to management level employees and this range etween different!ategories starting from 1500!! to 6 million !ost vehi!le is for the different management

positions. House rents, utilities and medi!al allowan!es are also the !ompensation part. n!ase of any mistake y the employee or showing ehavior against ank laws employee is

positively enfor!ed to !hange ehavior. &ut in the !ase of severe situation an immediatesuspension !an o!!ur. >hese things rarely o!!ur so its not a too strong aspe!t of a!tionsagainst employees.

3on!lusively A&' A$() uses all sort of !ompensation plans to motivate employees.&ut this plan re=uires some improvements for further etterments

We hope this report will e informative and innovative for students and A&' A$().

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hap&er 1

/ ITERAT(RE R EVIE.

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14 Ar&%5,e S#mmary 6 017 3o# a) Ma8e The%r ay7 Te) T%p+ 9or &he/eader A$o#& Emp,oyee Mo&%*a&%o)

4 Ar&%5,e S#mmary 6 0 7 The More 3o# Be,%e*e I) O&her+: TheMore They;,, o To Pro*e 3o# R%<h&4

=4 Ar&%5,e S#mmary 6 0=7 Team Mo&%*a&%o)4

>4 Ar&%5,e S#mmary 6 0>7 1 ea+y ?ay+ &o mo&%*a&e yo#r emp,oyee+a)d <e& &he per9orma)5e yo# ?a)&4

@4 Ar&%5,e S#mmary 6 0@7 Mo&%*a&%o)a, Te5h)% #e+ &o e)ha)5eper9orma)5e4

!4 E++ay om$%)e S#mmaryC4

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S(MMAR3 6 01

3o# a) Ma8e The%r ay7 Te) T%p+ or The /eader A$o#& Emp,oyee+Mo&%*a&%o)

By7 rom S#+a) M4

>his arti!le is written y %usan $. >his arti!le is spe!ifi!ally written for leader, and howthey !an motivate their su ordinates. Author saying you !an nit measure the ways you!an motivate your employees, it !an e in thousand of ways like from your odylanguage, your words, your fa!ial e#pressions et!. >o uild your employee motivationlevel you need to pay attention on your every day. For in!rease employee motivationlevel author has defined ten tip for leader.

When you arrive at works your entran!e tone will tell a out your mood that will motivate

or demotivate your employees. Bnter !onfidently in organi"ation with smiling tone whi!hwill sets the employee motivation tone for the day. >ell your staff today going to e thegreat days. Always appre!iate your employees y using simple and powerful words like?>hank you@, ?Dindly@, ?Please@ or ?Eou are doing a good *o @. >here is not hard work to use these words.

eader needs you to e !lear at whatever they are !onveying. 'ormally they saysomething and employee understand something else. %ometimes re=uirements !hangemiddle of the day and then new e#pe!tations are !ommuni!ated usually poorly and thereason for !hange is rarely dis!ussed. eader need to make sure that his or her employeesunderstand !learly y taking feed a!k what they understand. Eour employee needsregular feed a!k of their work done. >hey need to work with you to make sure they

produ!e positive feed a!k ne#t time. Give feed a!k to your employees daily or weeks ases and dis!uss with them.

Bmployees need rewards and reorgani"ation for the positive !ontri ution. eader !ansend >ank you !ard or small gift for the work done y the employees eyond thee#pe!tations. Bmployee need administrative pro!ess when they fail to meet re=uirementsand it !an e done y leaders, whi!h will motivate employees. 3reate a work environment in whi!h individual employees !hoose to e motivated a out work goals anda!tivities. >hinking on whi!h fa!tors motivate us !an !reate this environment.

Deep your employees on !ontinuous learning and try new ideas for motivation. f your !ompany offer edu!ational assistan!e plan then use all of it and if no then ask your Human (esour!e $anager for that. A ility of !ontinuous learning will in!rease your employee s motivation level.

%pend time daily with ea!h person you supervise. $ake timeta le to meet your su ordinates so that they will feel their leader put attention on them, whi!h will in!reasetheir motivation level. Eour employee will learn due to many reasons that !an e

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promotion, different work settings, and new position or leadership role or employeeappre!iation your help. Bn!ourage different e#periments y taking reasona le risks todevelop employee skills. Ask ea!h employee o *e!tives and what are their aims. $ake a

performan!e development plan with him or her and make sure your helping ea!h personto !arry his or her out the plan.

%hare your goals with your employees. Plan regular meeting to share your daily goals andideas, whi!h will help employee to get the work done properly and motive them. Get thefeed a!k and fo!us on ma*ority efore implementing the poli!ies. f your motivated your employees then your employees will follow you. t always starts from the leader who !anmake their employee s day wonderful.

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S(MMAR3 6 0

The More 3o# Be,%e*e I) O&her+: The More TheyD,, o To Pro*e 3o#R%<h&4

By7 r4A,a) Z%mmerma)

>he arti!le dis!usses motivation whi!h you ring in your employees y giving the elievethat they have the potential to !ome out su!!essful of any !rises. t takes two !ases, firstone is of a sales lady who was in slump ut *us in two years got up to re!eive the highestaward and the reason she told for her su!!ess was her manger s elieve in her, whi!h wasmore than her own elieve and e!ame the motivation fa!tor for her su!!ess.

Bveryone has the a ility its *ust heIshe needs someone who have faith in hisIher a ilities,so we !an say ?A person does his est when someone elieves in him@. t is the asi! fa!t

in motivation ut still it is not used systemati!ally to ring est out of other.+immerman provides two reasons for that, one is that mangers assume that employeesthink that ?no news, is good news ? ut employee take the silen!e as negative e!auseeven if any employee knows he has done good *o , he still needs to know that manager thinks the same. >he se!ond reason is managers are so usy in solving employee

pro lems that they forget to e#hi it their elief in the employees.

f you as a manager are una le to e#hi it a strong elief in your employees you are!reating non8!ommuni!ative employees, whi!h is o vious waste of employee talent.Failing to e#hi it elief also results in employee demorali"ation .>he se!ond !asedis!usses (ussian $ilitary after 1:14 (ussian (evolution. <ue to !ommunist poli!y thatshowed no signs of elief in the offi!ers, resulted in their !omplete demorali"ation. After the pro lem was identified (ussia egin to show overt elief in its offi!ers and usedstrategies like giving titles and medals to give them distin!tions.

%o y going through the whole te#t of the arti!le we !ome to the !on!lusion that it !ostsnothing to elieve in your employees ut it rings wonders to your organi"ation, so start

elieving.

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S(MMAR3 6 0=

Team Mo&%*a&%o)4

By7 Pe&er Graz%er

Peter Gra"ier who has a great e#perien!e of working in organi"ations has written thisarti!le. He enlighten some important fa!tors whi!h influen!e the teem motivation. He isof the opinion that everyone from us is =uiet familiar with the term motivation. )ften weasso!iate this term with the human ehavior, whi!h means a state of mind that moves usto a!tion. He argues that our need of sustenan!e, safety, se!urity, elonging, re!ognitionand a sense of growth are the important fa!tors whi!h determine that whether we aremotivated or not.

>he word motivation is simple yet too !omple#. A!!ording to the writer the mostimportant fa!tors that influen!e team motivation are purpose, !hallenge, !amaraderie,responsi ility, growth, and strong leadership. >eams, whose mem ers are aligned withtheir purpose, feel a !hallenge in their task, have a strong sense of !amaraderie, feelresponsi ility for the out!ome, and e#perien!e growth as a team and in their personallives, will tend to sustain motivation over the longer period.

>his is not to say that they will not have diffi!ulties at times, or their wants and needswould not !hange over time. n these !ases, some times !hanges will have to e made. Amem er who no longer feels that the team is meeting his or her needs may have to leavethe team to !ontinue on hisIher own path. &ut, in as mu!h as it is possi le to sustainmotivation indefinitely, the fa!tors a ove will tend to !reate est possi le environment.

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S(MMAR3 6 0>

1 Ea+y .ay+ To Mo&%*a&e 3o#r Emp,oyee+ A)d Ge& The Per9orma)5e3o# .a)&4

By7 A,e a)der H%am

Ale#ander Hiam says for managers always remem er the strengths of employees eforegiving a parti!ular task. >ask should e relevant to the employee edu!ational skills and heshould have e#perien!e to perform the task otherwise it will make the employeedemotivate or disinterested.

$otivational te!hni=ues should e should e !hanging with time to time and theemployees latest desires should e fulfilled first. Without measurement any thing !annot

e done !ompletely. $easurement provides the manager what he should do and whi!h

method should e adopted. $otivational s!ales should e measured and any thing wrongshould kno!k without waiting for the time to pass. Bmployees should e told !ontinuallya out their performan!e improvements and the advi!e of getting e#pertise should e

provided.

Deep on asking a out the employee wants and desires. Ask them a out what turns themon. >ry to remove different threats of the employees whi!h they often !onsider a out themanagement. $anagers should try to provide opportunities for the employees andmotivate them y opportunities of what they like.

$ost employees want nothing and they fully fo!us on their work. %o any interruption !an reak !on!entration from work and the mind thoughts are dispersed. %o they feel ad for the interruption. f a good manager takes !are of the employee s then employee mostfundamental no tangi le needs are fulfilled. 3ommuni!ation is also a good motivator sotry to meet employees !ontinually and manager !an s!hedule meetings to meet theemployees individually.

3ommuni!ate employees many of the times when appropriate and show to make a personal engagement with them. Bmployees performan!e to known y their fa!e themore information a manager has he !an take more !orre!tive steps.

$anager should keep an idea note ook and get a feed a!k from them as they are on work and !an give a !reative idea for the something diffi!ult. ittle words like well done youhave the a ility to do tasks !an more attra!t employees to work. ts up to manager howmu!h a ilities and guts he have to motivate employees and how he gets su!!ess in hisa!hieving the task.

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E ++ay o) M o&%*a&%o)

>here are so many ways to motivate employees ut most favora le is that one whi!h ismost a!!epted y the employees giving them the potential that they are a le to performdiffi!ult tasks. n this regard the Germany, Fran!e, <enmark, %weden and Austria have!onstitutionally re=uired y the !ompanies of having ele!tive representative of employeegroups as mem ers in the &oard of <ire!tors. >here is also another way to makeemployees involved in the de!ision making of work !ounseling. n this method groups of sele!ted employees are !onsulted for the parti!ular thing. >he asi! and the foremostadvantage of the parti!ipative management is that the ea!h and every suggestion islistened in detail and if a!!epted y the management when it !omes to theimplementation phase employees show a keen interest in its settled goals a!hievement.

>he !ommon idea of the all this e#ample is that the developed !ountries has startedemployee involvement programs ut in third world like ndia, %ri anka, &angladesh,$yanmar and Pakistan -su !ontinent till have a very low pra!ti!e of the employeeinvolvement. &ut when now the environment is getting a positive !hange as glo ali"ationfa!tor have pushed these third world !ountries to make etter their produ!tion levels andlegislation improvement. >his thing pra!ti!ally is seen in the !ase of new !oming!ompanies like tele!om se!tor in Pakistan and the multinational anks. Bmployeeinvolvement and the produ!tivity are tested phenomena and are not *ust stories. Whileinterviewing a sales manager he said ? was at a very low position two years ut as started giving tasks to sales people at their own responsi ility the sales went very highand employee morale was very well they were feeling a high sense of a!hievement@

Bvery person has the a ility to perform diffi!ult tasks ut the need is that someone should elieve in him. We !an say a person does his est when the duty is assigned him at totallydepending his own effort. t is very simple ut it needs to e applied and seek the lessonto *udge out!ome. >hings !an go right or wrong in any dire!tion ut the effort !an ring itto a desired dire!tion. f a manager does a good *o he needs to know that the manager thinks a out him in the same way. n this regard the =uality !ir!les -a group of employees, who meets management to dis!us their =uality pro lems, investigate !ausesand re!ommend solutions !an also play a vital role -P. (o ins, 005 . f a manager isuna le to !reate a strong elief in the employees then he is !reating non !ommuni!ativeemployees whi!h are an o vious waste of the employee talent. Here the leadership role of the manager !annot e denied.

>he manager should have the !apa!ity to make etter !ommuni!ation and relationship!reation with employees for etter environment and providing !ounseling in the !ase of need and edge of more e#perien!e should provide enefit to employees.

>he la!k of these things appeared happened with the (ussian army in 1:14 resolution dueto !ommunist poli!y that showed no signs of elieving in its offi!ers resulted in their !omplete demorali"ation. After the pro lem was identified then (ussia !onverted itsattention and showing elief in the military offi!ers. Here pra!ti!ally we see if the

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(ussian have not !oming to the forth!oming threat in the army then they would have adestru!tion of military ut they saved it after ta!kling the pro lem.

Here after dis!ussing the e#ample it is !lear how an auto!rati! environment makesemployees feel suffo!ate. %u!h environment keeps employees espe!ially higher

management away from the daily eviden!es fa!ed y the employees. <e!ision of thesuperiors is !onsidered the final thing and no !hange !an e made. Pra!ti!ally this way of work is !onsidered etter in the militant for!es. n pu li! institutions this method has

produ!ed lot of trou les and retaliation from the employees. Auto!rati! environmentkeeps person in stress and de!lines their produ!tivity y not a!!epting their views. n!omparison if demo!rati! environment is *udged there employees have !han!es toe#press themselves and share thoughts and give e#pertise opinion. Freedom of e#pressionand getting and giving feed a!k has proved very positive effe!ts. Bvery one is =uietfamiliar of the term motivation.

)ften motivation is asso!iated with the human ehavior. Ees it is the human ehavior of

responding toward something positively and showing keen interest of a!hievement. >heneed of sustenan!e, se!urity, elonging, re!ognition, and a sense of growth are veryimportant fa!tors, whi!h keeps employee motivated. Although word motivation is simpleyet too !omple# . ts not easier to *udge whi!h thing makes an employee ne!essarilymotivated. A motivating fa!tor not for long period remains of the same effe!t so itre=uires a !hange.

n monitory rewards along with pay there are !ertain more enefits offered. >hese in!lude profit sharing and gain sharing. Profit sharing is usually offered to higher management onthe well8defined formula a parti!ular per!entage of the !ompany profits. While gainsharing is offered to group work or the team work in whi!h improvement of the group

produ!tivity determines the amount of the money to e allo!ated. >eams whosemem ers are aligned with its purpose feel a !hallenge in their task and feel a great senseof responsi ility for the out!ome. >his is not to say that they will not feel diffi!ulties andthat mem ers want and need would not !hange over time a mem er who is not feeling

ad !an !ontinue !an !ontinue on their own path. &ut in as mu!h as it is possi le tosustain motivation indefinitely the fa!tors a ove will tend to !reate the est possi leenvironment for it. >his is to tell a out pra!ti!al implementation of resear!hes for themotivational te!hni=ues.

Pra!ti!ally for the purpose of motivation employee strength and a ility, !apa!ity should e kept in mind and the assignment given should a!!ording their skills and interests. %ofor a good manager it is ne!essary always remem er the strengths of employees eforegiving a parti!ular task. A task eyond the employee skills and approa!h may !reatediffi!ulties for him and the !han!es of failure of meeting the goals are more than ever.Here it means that the manager should keep the right person at right pla!e i.e. no misfit

*o e given.

%kills of the employees for a *o !ounts lot for e#ample a person hired for sales his asi!skill is to have know how of the marketing ut if he rings some more skills like knowing

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of information te!hnology then he has more edge to e su!!essful in his field e!ause hewill have no pro lem to understand e8 !ommer!e. n the !ase if person has more andmore portfolio of skills then it s his right to a!hieve more !ompensation. t means the!ompensation provided on skill asis keeps employees to seek more and more a out the

parti!ular field and their motivation level goes a ove. $otivational fa!tors should e

!hanging with time to time and the employees latest desires should e fulfilled first. Athing whi!h is motivating today for an employee perhaps it will !hange tomorrow and itis human nature as well to get ored from a repeatedly pra!ti!ed thing. %o for anemployee if more pay is motivating at one time ut at other timer his motivator may e

promotion or the role of leadership.

$otivational s!ales should e measured and any thing wrong should kno!k out withoutwaiting for the time to pass. Bmployees should e told !ontinually a out their

performan!e improvements and the advi!e of getting e#pertise should e provided. For this purpose employees of the same s!ale !an also !ontri ute help to ea!h other, managers!an provide a forum of internal dis!ussion etween employees to improve and !ome off

with the situation. Deep on asking a out the employee wants and desires. Ask thema out what turns them on.

<ifferent threats fa!ed y the employees make them un!omforta le and their !reativitylevel !omes down. >ry to remove different threats of the employees whi!h they often!onsider a out the management. >hese threats may in!lude end of the !ontra!t any so!ial

pro lem with the employee or a solid reason whi!h distra!ts employees. %ome managersalso threat employees a out not meeting goals its very rude way to attra!t employees.$anagers should try to provide opportunities for the employees and motivate them yopportunities of what they like. $ost employees want nothing and they fully fo!us ontheir work. f a good manager takes !are of the employee s then employee mostfundamental no tangi le needs are fulfilled.

3ommuni!ation is also a good motivator so try to meet employees !ontinually andmanager !an s!hedule meetings to meet the employees individually. Bmployees

performan!e to known y their fa!e the more information a manager have he !an takemore !orre!tive steps. $anager should keep an idea note ook and get a feed a!k fromthem as they are on work and !an give a !reative idea for the something diffi!ult.(ewards on etter performan!e !reate very well feelings in the employees.

$otivational things are different from those of professionals they tend to get morerewards and intrinsi! satisfa!tion from their work so mostly professional work employeesget more intrinsi! rewards then others due to having an e#pertise skills. t s alsone!essary for firms to retain them e!ause an e#pertise getting is not an easy thing. 'owis the period of !ompetition so the firms should atta!h some portion of the pay to

produ!tion -pie!e rate that is !oming out of the traditional way of motivationalte!hni=ues.

Bmployees !an e given pie!e rates and onuses and some time different pri"es like parties shopping !ard and dinner parties as well. %o if a !ompany s produ!tion is falling

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down than it is est poli!y to say employees your salaries are atta!hed to the produ!tionand the profits of the firm and then see how it affe!ts the level of motivation and intrinsi!desire of work in the employees for the different operations of the firm.

Fle#i le enefits are an addition to the motivation fa!tors here employees make their

enefit plan and they are then allowed to sele!t enefits from a menue to meet their needsfor if a re!reation program is offered then employee is given the !han!e to go or not. n!ase of not going amount of money e=ual to tour e#pense !an e offered and on the other hand it is etter tapped the employee satisfa!tion then offering a single thing and notgetting employee will involved.

>ours of eautiful pla!es redu!e the oredom level of employees. >ea parties, mango parties and invitation for dinners are also fa!tors adding the motivation. (ewards likemedals, gifts shopping !ards and re!ognition for employees like employee of the month,employee of the year, are very important motivating ta!ti!s pra!ti!ed y themultinationals. n addition to these all fa!tors human resour!e departments are also

availa le for employee help.3omplian!e is also playing very effe!tive role in this regard as well. 3omplian!e a!tuallyhave gotten the role of !orre!tive responsi ility and keeping the line of work esta lishedso that the poli!ies of one department should not !onfli!t with other department y

providing intera!tive fa!ilities etween departments.

%o to !reate an effe!tive and motivating plan a firm should !onsider the following things

3on!lusively we !an say that a firm should use all the ways of est motivation in!ludingemployee parti!ipation in de!ision making =uality improvement, getting their !ontinuousfeed a!k and a !om ination of monitory and non monitory rewards.

• /nderstand person8to8person differen!e.

• 3ompensation is provided on tasks and good appraisal.

• Parti!ipative management is pra!ti!ed.

• &etter linkage of reward and performan!e should e !reated.

• >he level of internal and e#ternal e=uity for the employees should e maintained.

• Provision of work friendly environment.

• Fle#i le work hours and fle#i le enefits should e provided.

• $easures to redu!e se#ual iases are adopted and sense of e=uality e provided.

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• Females in Pakistan like !ountry are not allowed to live nights outside so their night duties should not e there.

• $ultinationals should !onsider host !ountry !ulture more than parent !ountry

!ulture for motivation.

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hap&er

O r<a)%za&%o)O *er*%e?

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14 A$o#& ABN AMRO4

4 M%++%o) S&a&eme)&4

=4 V%+%o) S&a&eme)&4

>4 A+ a) or<a)%za&%o)4

@4 orpora&e Va,#e+4

!4 B#+%)e++ Pr%)5%p,e+4

F4 %)a)5%a, S&a&#+4

"4 ABN AMRO Pa8%+&a)4

4 ,%e)&+4

104 ompe&%&or+4

114Or<a)%za&%o) #)5&%o)%)<4

1 4Or<a)%za&%o) S&r#5&#re4

0



A&' Amro has five regional 3lient &/sJ the 'etherlands, Burope, 'orth Ameri!a, atinAmeri!a and Asia. >hese &/s serve a out 0 million !onsumer !lients and small to larger

usinesses worldwide. A&' A$() is among the worldLs leading players in these usinesses.

>hey have two glo al 3lient &/s to serve !lients with glo al needs. >he &/ Private3lients provides private anking servi!es to wealthy individuals and families and hasB/( 159 illion in Assets under Administration -as at 50 %eptem er 009 . >he&/ Glo al 3lients serves their 770 multinational !lients.

A&' Amro has three Produ!t &/sJ Glo al $arkets, Asset $anagement and >ransa!tion&anking.

Glo al $arkets develops produ!ts for their !ommer!ial !lients a!ross the glo e.

>ransa!tion &anking is their produ!t organi"ation !overing all payments and trade in the ank for their retail, private !lient, and !ommer!ial markets.

Asset $anagement, whi!h is one of the worldLs leading asset managers, operates fromover 0 lo!ations worldwide and manages B/( 1: illion worth -as at50 %eptem er 009 of assets for private investors and institutional !lients.

Ser*%5e+

%ervi!es were esta lished to !reate !ost savings through !onsolidation andstandardi"ation. t fo!uses on further e#ploiting new market solutions for support servi!es

with the aim to a!hieve etter produ!ts and servi!es for our !lients at lower !osts.

G ro#p #)5&%o)+

Group Fun!tions !olla orates with the &/s in ma#imi"ing !lient and shareholder value.ts asi! fun!tions are governan!e -fa!ilitating the implementation of $anaging &oard

poli!y throughout the ank , standard and poli!y setting -setting the parameters that the&/s work within , and sharing e#pertise a!ross the !ompany.

Se<me)&+

>o provide all our !lients with even etter produ!ts and servi!es, we also have a !ross8&/3onsumer 3lient %egment and a !ross8&/ 3ommer!ial 3lient %egment. >hese segmentsfo!us on aligning the 3lient &/s with the Produ!t &/s, sharing est pra!ti!es ande#!hanging winning formulas a!ross the Group in order to deliver high8=uality solutionsto our !lient ases a!ross the world.



ORPORATE VA/(ES

)ur values and prin!iples also help us on our *ourney to sustaina le development. &yliving a!!ording our defined 3orporate Calues and &usiness Prin!iples we !an meet theneeds of our organi"ation and stakeholders today, thus prote!ting, sustaining andenhan!ing human, natural and finan!ial !apital for the future.

I )&e<r%&y

A ove all, we are !ommitted to integrity in all that we do, always, everywhere.

T eam?or8

>eamwork is the essen!e of our a ility to su!!eed as a trusted preferred supplier of finan!ial solutions to our !lients. )ur overriding loyalty is to the good of the wholeorgani"ation. We learn from ea!h other and share our skills and resour!es a!rossorgani"ational oundaries for our !lientsL enefit and our own.

R e+pe5&

We respe!t every individual. We draw strength from e=ual opportunity and diversity, atthe same time supporting personal growth and development. We value and we all enefitfrom the entrepreneurial spirit of ea!h individual.

P ro9e++%o)a,%+m

We are !ommitted to the highest standards of professionalism, we pursue innovation, wedeploy imagination, we are open to new ideas and we a!t de!isively and !onsistently. Weare determined to deliver outstanding =uality so that our relationships with our !lientswill e long lasting and !lose.

B (SINESS P RIN IP/ES

We are the heart of our organi"ation.

We pursue e#!ellen!e.

We aim to ma#imi"e long8term shareholder value.

We manage risk prudently and professionally.

5



We strive to provide e#!ellent servi!e.

We uild our usiness on !onfidentiality.

We assess usiness partners on their standards.

We are a responsi le institution and a good !orporate !iti"en.

We respe!t human rights and the environment.

We are a!!ounta le for our a!tions and open a out them.

INAN IA/ STAT(S

At international level A&' A$() ranks eighth in Burope and 15th in the world ased ontotal assets, with more than 6,700 ran!hes in 75 !ountries, a staff of over 110,000 full8time e=uivalents and total assets of B/( ::: illion -as at 50 %eptem er 009 .

At Pakistan level A&' A$() is with total assets of over PD( 99.7 &illion, e=uity of PD( 6.7 &illion, and deposits of almost PD( 7 &illion, A&' A$() is pla!ed and well

positioned as one of the larger foreign anks in Pakistan

ABM AMRO P AKISTAN

A&' A$() was esta lished in 1:6; and was the first foreign ank to e granted ali!ense y the Government of Pakistan. With total assets of over PD( 99.7 &illion, e=uityof PD( 6.7 &illion, and deposits of almost PD( 7 &illion, A&' A$() is pla!ed andwell positioned as one of the larger foreign anks in Pakistan. We have posted pre8ta#

profits of nearly PD( . &illion -<e!em er 51, 007 , and the ()B of almost 71M isamongst the highest in its peer group. )ver the last four years, A&' A$() hassignifi!antly enhan!ed its profile in Pakistan, and is !omforta ly ranked amongst the top5 foreign anks in the domesti! market.

)ver the last four years, A&' A$() has signifi!antly enhan!ed its profile in Pakistan,and is !omforta ly ranked amongst the top 5 foreign anks in the domesti! market. >he&ank !urrently has a presen!e in 6 !ities namely, Dara!hi, ahore, slama ad and(awalpindi employs 67; employees !ountrywide.

t offers long8standing e#pertise and e#perien!e in 3onsumer &anking, 3orporate&anking, nvestment %ervi!es, >reasury, 3ash $anagement %ervi!es -allowing !ustomersto provide payment and dis ursement instru!tions ele!troni!ally , and 3orrespondent&anking -for lo!al and international transa!tions .

6



A network of twelve online ran!hes strategi!ally lo!ated in all the ma*or !ities supportsan e#tensive and ri!h 3onsumer &anking foundation.

/IENTS

Personal &anking 3lients.

Private &anking 3lients.

&usiness and 3ommer!ial 3lients.

3orporate and nstitutional 3lients.

OMPETITOR

3iti &ank.

%tandard 3hartered &ank.

Ha i &ank +uri!h.

<u ai slami! &ank.

O RGANIZATION (N TIONING

3onsumer 3lient %egment.• 3ommer!ial 3lients.• Portfolio $anagement Group.

3ommer!ial 3lient %egment.• Assets.• &ran!h &anking.• 3omplian!e.• 3onsumer (isk $anagement.• 3redit 3ards.• B &usiness• slami! &anking.• $arketing and &usiness <evelopment.• %trategi! &usiness Planning and wealth.

Glo al $arket

%ee Appendi# & for further detail of A&' A$() fun!tioning.

7



• Finan!ial $arkets.• 3redit $arkets.• (esear!h.

Group Fun!tions.• 3omplian!e.• Finan!e.• Group Audit.• Human (esour!e.• egal.• $arket (isk.• (isk.

%ervi!es• $anagement and 3ontrol.• )perations.• Property %ervi!es.• P>).

>ransa!tion &anking.• &usiness $anagement.• <elivery 3hannel %ervi!es.• %ales

9



hap&er =

a&a o,,e5&%o) K ey I++#e+4

;



OMPRISE ORM O O//E TE ATA

• A&' A$() is a foreign ank with total 1 ran!hes.

•

>he ank has 670 permanent employees and around 1700 !ontra!tual employees.• >he staff is spread over various !ategories of *o s and grades and depending upon

the *o des!ription.

• 'ew entrants are hired as supervisors and they !ome through !ourse of $anagement Asso!iates it is one year training.

• Grading stru!ture of the A&' is as followsJ

'ew Bntrants as >rainees or $anagement Asso!iates

>hey are given one year training at $3& %taff 3ollege and thenPla!ed in various departments as per knowledge and skills of the same.

%upervisor Grade 888 starting grade for trainees

/pon !ompletion of !ertain period of servi!e and ased on performan!eand availa ility of positions the staff is promoted into ne#t grades whi!hare as followsJ

%upervisor to )ffi!er

)ffi!er to %enior )ffi!er %enior offi!er to Assistant $anager Assistant manager to $anager$anager to ACPACP to CPCP to %CP1%CP1 to %BCP

>hese are !ertain salary s!alesI grades in whi!h employees are pla!ed.However some pla!ements are done eyond s!ales depending on theemployee e#perien!e and having a spe!iali"ed degree and profi!ient skills.

• >here are various enefits perks and allowan!es in addition to asi! salary asfollows.

&asi! %alary N amountHouse (ent 57M of N amount -&asi!/tilities 10M of N amount -&asi!

51



)ther allowan!es I perks in!ludeFuel allowan!e various limits -liters from $anager a ove

$anager 100 itersACP 147 iters

CP 7 iters%CP81 47 iters%CP8 5 7 iters%BCP 547 iters

3ompany !ar is provided as per entitlement and poli!y

ACP 1500 33CP 1700 33%CP81 1900 33%CP8 1;00 33

%BCP Has option to uy one or two !ars within therange of 6 millions rupees.

>otal maintenan!e is provided y the ank, ut payment is notmade in the form of allowan!e.$edi!al B#pense reim ursement is given 670D per !onfinement-:0 days payment up to 670000 for single disease .

Free hospitali"ation insuran!e and reim ursement of hospitali"ation e#penses is provided through insuran!e !ompany.

A&' employee is insured from different insuran!e !ompany -BF/,Adam*ee, and 3ommer!ials /nion . )n normal death of employee6; gross salaries are given to employee family. )n death due toa!!ident then :9 gores salaries are given to employee family.

Provident Fund of staff is dedu!ted from their salary O 10M p.m.of the asi! salary. %imilar amount is !ontri uted y the employer into the Provident Fund. /pon retirement or leaving the ank employee !ontri ution and employer !ontri ution is paid to theemployee along with the profit earned on investment of PFamounts.

&onus ased on the performan!e is given after the year8end performan!e appraisals are done and evaluated y the H( <ept.

• (e!ently the ank has offered sto!k options for the star performers ut the samewas limited mainly to the senior management

5



• %alary in!rement is given asi!ally on yearly ases ut sometimes A&' in!reaseon half yearly ases depends on &)< s de!ision.

• Bmployees are entitled to take 50 paid leaves.

• 50 paid si!k leaves allowan!e given to employees.

• Bmployees are entitled to take 10 !asual leaves.

• Bmployees are entitled to take 17 days Ha**I/mrah leaves during !areer life !y!le.

• A&' employees !an take 7 days marriage leaves during !areer life !y!le.

• >here is !lu mem ership for ACP and a ove employees.slama ad Bmployee get mem ership of slama ad !lu .

A&' Dara!hi employees get mem ership of 3reek 3lu <HA.• B!onomy !lass air ti!ket for all A&' Amro employees.

• Partially there is no $&), A&' have Performan!e Appraisal $anagement program on yearly and half yearly ases and through this program they de!idewhat task will employees need to do.

• A&' has different Bmployee (e!ognition Programs. Bmployee of the month.Bmployee of the years.Bmployee of the $onth.

&est dressed person of the year.

• >hey have Bmployee nvolvement Program whi!h they !alled BmployeeBngagement %ervi!e program for de!ision8making.

• A&' doesn t share its profit with employee. t only gives onus on performan!eappraisal.

• A&' A$() do have skill ase pay program ut within the range of that parti!ular grade.

• Fle#i le working !onditions is there for employee ut at very minimum levelmostly to female employees.

• &oredom is removed y rewards, *o rotation, training, sending employee out of !ountry. H( is usually doing these *o s on periodi! ases.

55



• For employee !omplains there are H( <epartment, 3omplian!e <epartment,%upervisors, and Audit <epartment and these things !omes in uality 3ir!le.

• >he most motivating fa!tor is the Bnvironment of A&', !omforta ly, !aring,friendliness, (ewards.

• A&' Bnvironment its self the main $otivator for the employees e!ause A&' provide them high level of friendly environment and !omforta ly.

• f employee reaks the rule then its depend what type of rule he violate, he !animmediately suspend form the *o also ut A&' usually use Positively(einfor!ement.

• f we apply e=uity theory then A&' A$() employees are getting salary morethen market situation. -47 Per!entile to :0 Per!entile employee market is !overed

y A&'. A&' !ompensation plan !aptures the market $eans 47M t0 :0M topmost persons are hired y A&' and they are getting more salary due to their e#pertise .

• When employee is relo!ated then his !hildren edu!ation e#penses in new !ity are!overed y A&' Amro.

• Females are allowed to take :0 days leave during their maternity periods.•

• Bmployee feels easy with their osses to work and they feel !omforta le.

•

Bmployee is promoted on *o re=uirement and skill.•

• A&' arranges $ango party to motivate employees, Pi!ni!, 78year medal, 108year medal.

• (elo!ation Pa!kage !an also motivate e!ause it offers high salary and ear employee !hildren new s!hool program e#pense, provide a!!ommodation rent in!ase of pa!kage relo!ation.

• )ther $otivators used y A&' A$() are !ash rewards, foreign trainings, parties, !on!erts et!.

56



K E3 ISS(ES VS T E2T(A/ M ATERIA/

A&' A$() is one of the prominent international organi"ations. t is asi!ally a servi!e providing organi"ation, whi!h follows international standards to motivate its employees.Bmployees are the a!k oon of any organi"ation. >o get etter performan!e, employeesshould e motivated in the form of monetary and non8monetary rewards like employeere!ognition program, employee involvement program. Following the key issues weo served in A&' A$().

M a)a<eme)& By O $je5&%*e+ MBOCP ro<ram $anagement y o *e!tives means !onverting overall organi"ational goals and o *e!tivesinto spe!ifi! o *e!tives for organi"ational units and individual mem ers. n thiste!hni=ue, the employees set goals parti!ipatively -P. (o ins, 005 .

A&' A$() is partially not agreeing with the $anagement &y ) *e!tive -$&) program. >hey elieve that it is not possi le in pra!ti!ally that you implement $&) inany organi"ation e!ause organi"ation has its own target to a!hieve and employee goalssometimes goes opposite to that dire!tion.

<uring interview they had given e#ample f A&' A$() wants to transfer employeefrom slama ad to Dara!hi and employee wants to go ahore then there will e !onfli!t.)r another e#ample !an e employee own o *e!tives are elow the organi"ation o *e!tthen how !an we implement $&) program in organi"ation.

nstead of having $&) program A&' have Performan!e Appraisal Program on yearlyand half yearly ases and through this program the de!ide what task employee needs to perform. We !an say they are it auto!rati! rather then demo!rati!.

E mp,oyee R e5o<)%&%o)P ro<ram

Bmployee re!ognition program !onsists of personal attention, e#pressing interest,approval, and appre!iation for the *o , whi!h has een done y the employee. /sually itmay e in the form of small words like well done, m proud on u, u have performed agreat *o et!. >his kind of words plays a vital role in motivating an employee. t !an also

take a form of suggestions y the employee for redu!ing the !ost and improving produ!tion. For ea!h effe!tive suggestion that employees give, they are rewarded smallamount of money -P. (o ins, 005 .

A&' A$() !ompletely elieve in Bmployee (e!ognition Program and they do pra!ti!edifferent programs like Bmployee the month, employee of the year, est dressed personof the year et!. A&' A$() !an in!rease these program to motivate employee more and

57



more ut they don t. (eason for doing this is, if A&' A$() do employee re!ognition onhigh s!ale then employee will lose !harm of getting motivated form these programs.

E mp,oyee I )*o,*eme)& P ro<ram

A parti!ipative pro!ess that uses the entire !apa!ity of employees and is designed toen!ourage in!reased !ommitment to the organi"ation s su!!ess. t lay stress on

parti!ipative management, workpla!e demo!ra!y, empowerment, and employeeownership. >he main logi! ehind this program is that y involving employees inde!ision making, in!reasing their autonomy -empowering them and !ontrol over work,employees will e!ome more motivated, more !ommitted to the organi"ation, more

produ!tive, and satisfied with their *o s -P. (o ins, 005 .

A&' A$() do have Bmployee re!ognition Program ut they !all it as BmployeeBngagement servi!e. >hey listen to employee suggestions and to ideas so that from those

suggestions they !an a!hieve goals su!!essfully.

P ro9%&Shar%)< P ,a)+

)rgani"ation wide program that distri ute !ompensation ased on some esta lishedformula designed around a !ompany s profita ility. t is the type of varia le pay program.>he more the !ompany gain profits, the more they will get ased on the parti!ular formula for !ompensation -P. (o ins, 005 .

A&' does not have any poli!y to share its profit with employee. Bmployee only get onus on the ases of there performan!e appraisal whi!h is done y H( and immediatemanagers.

P %e5eR a&eP ay P ,a)7t is also a type of varia le pay plan. Workers are paid a fi#ed amount for ea!h unit they

produ!e. When a worker is paid only for his produ!tion i.e. whatever he produ!es, andthere is no ase salary it is known as pure pie!e rate plan -P. (o ins, 005 .

A&' does not have any poli!y to share its profit with employee.

G a%) Shar%)<

t is the third type of varia le pay plan. >his is a formula ased group in!entive plan.mprovement in group produ!tivity from one period to another determines the totalamount of money that is to e allo!ated. >he amount that is to e allo!ated to a group for its produ!tion !an e split among the mem ers in various ways, ut mostly the 70870 is

59



eing used. n !ontrast to profit sharing plan, n gain sharing plan !ompensation dependson produ!tivity rather than on profita ility. t is an important tool for improving

produ!tion. >he important !hara!teristi! of gain sharing plan is that employees !anre!eive in!entive even when the !ompany is not gaining profits or in profita le !ondition-P. (o ins, 005 .

A&' A$() doesn t have any gain sharing program for there employee. Bven if group of employee work hard and save A&' resour!es still then wont have share in that gain, theyonly get onus on the ases of performan!e appraisal.

S8%,,Ba+ed P ay Sy+&emn this pay plan, !ompensation is ased on how many skill employees have or how many

*o s they !an do. t en!ourages employees to get more range of skills in order to performa variety of tasks. From management point of view it is also per!eived as enefi!ial

e!ause it allows the management to hire the people who have more skills a!!ording to

the tasks and *o s within the organi"ation, it allow employers to !ut their la our for!e yredu!ing the employees and hiring those who have multiple skills. t leads to performan!eimprovement -P. (o ins, 005 .

A&' A$() do have skill ase pay system, they pay employee a!!ording to their skills ut at some e#tent. ike CP salary is form 40D to :0D then skill ase program for CPwill e etween 40D and :0D not a ove that.

#a,%&y %r5,e

uality !ir!le asi!ally is the part of employee involvement program. n this program, awork group of employees who meet regularly to dis!uss their =uality pro lems,investigate !auses, re!ommend solutions, and take !orre!tive a!tions. For instan!e, agroup of ; mem ers in!luding one supervisor meet regularly over a period of time,dis!uss their pro lems, re!ommend the solutions, and try to solve those pro lems and

provide feed a!k. >ypi!ally they have the responsi ility for solving =uality pro lems andevaluate their own feed a!k. &ut management holds the final de!ision. t is presumedthat lower level of employees inherently have la!k of a ility to take !orre!tive de!ision-P. (o ins, 005 .

>hey do have uality 3ir!le ut not on regular ase and this program is !ondu!ted y H( y departments like !omplian!e, supervisors and Audit people !an also *oin uality3ir!le periodi!ally.

54



S&o58O p&%o)

t is also the part of employee involvement program. n this plan, Bmployees a!=uiresto!k as part of their enefits. &asi!ally it is a type of Bmployee sto!kowner ship plans.n a typi!al %to!k )ption plan, an employee sto!k ownership trust is !reated. 3ompanies

!ontri ute either sto!k or !ash to uy sto!k for the trust and allo!ate the sto!k to theemployees. While employees hold sto!k in their !ompany, they usually !annot take

physi!al possession of their shares or sell them as long they are still employed at the!ompany. >he study shows that it in!reases the employee satisfa!tion ut the impa!t onthe performan!e is less !lear -P. (o ins, 005 .

(e!ently the A&' A$() has offered sto!k options for the star performers ut the samewas limited mainly to the senior management with few e#!eptions at lower level

M o&%*a&%)<%*er+%9%ed. or89or5e

>he !on!ept that organi"ations are e!oming more heterogeneous in terms of gender,ra!e, ethni!ity and in!lusion of other diverse groups. $ultinational or glo al !ompaniesusually retain employees from different !ultures and !ountries. >his differen!e in

a!kground some times !reate pro lem for the management as how to deal with adiversified group of employees.

t is presumed that not everyone is ne!essary to motivate y mean of money. People fromdifferent !ultures !ountries and a!k ground are different from their needs. 'ow if uwants to in!rease motivation in your employees that mean u are grappling with a diversetype of group -P. (o ins, 005 .

A&' A$() use all those te!hni=ues to motivate employee whi!h are a!!epta le yemployee. >hey use different te!hni=ues for diversified workfor!e. &ut eforeimplementing that te!hni=ue A&' A$() dou le !he!k whether that te!hni=ue isa!!epted in !ulture or not.

P #)%+hme)&

Punishment is !ausing an unpleasant !ondition in an attempt to eliminate an undesira le ehavior. Giving an employee a two days suspension from work without pay for showingup drunk is an e#ample of punishment -P. (o ins, 005 .

A&' A$() usually not use punishment unless until some serious a!tion has made yemployee.

5;



P o+%&%*eR e%)9or5eme)&

Following a response with something pleasant is !alled positive reinfor!ement. >his worddes!ri es, for instan!e, the oss who praises an employee for a *o well done -P. (o ins,005 .

A&' A$() usually use positive reinfor!ement for their employee so that their motivation level will maintain high to a!hieve organi"ation goals.

Ne<a&%*eR e%)9or5eme)&

t is the opposite to positive reinfor!ement. Following a response y the termination or withdrawal of something unpleasant is !alled negative reinfor!ement. For instan!e, if your !ollege instru!tor asks a =uestion and you don t know the answer, looking throughyour le!ture notes is likely to pre!lude your eing !alled on. >his is a negativereinfor!ement e!ause you have learned that looking usily through your notes preventsthe instru!tor from !alling on you -P. (o ins, 005 .

A&' A$() doesn t apply negative reinfor!ement usually.

E #%&yT heory

ndividuals !ompare their *o inputs and out!omes with those of others and then respondto eliminate any ine=uities. Bmployees might !ompare themselves to friends, neigh or,!o8worker, or !olleagues in other organi"ation or !ompare their present *o with past *o s

they themselves have had. Bmployees !an per!eive their awards for their efforts or their input y the following means

%elf insideJ An employee s e#perien!e in a different position inside his or her !urrentorgani"ation.

%elf )utsideJ An employee s e#perien!e in a situation or position outside his or her !urrent o .

)ther nsideJ Another individual or group of individuals inside the employee sorgani"ation.

)ther nsideJ Another individual or group of individuals outside the employee sorgani"ation -P. (o ins, 005 .

f we apply e=uity theory then A&' A$() employees are getting salary more thenmarket situation. -47 Per!entile to :0 Per!entile employee market is !overed y A&'.

5:



A&' !ompensation plan !aptures the market $eans 47M t0 :0M top most persons arehired y A&' and they are getting more salary due to their e#pertise .

M o&%*a&%)<o)&%)<e)&. or89or5e

A!!ording to a study, one of the more !omprehensive !hanges taking pla!e inorgani"ations is the addition of temporary or !ontingent employees. As downsi"ing haseliminated millions of permanents *o s, an in!reasing num er of new openings are for nonpermanent workers. For instan!e, appro#imately si# millions Ameri!ans, or 6.:

per!ent of those with *o s !onsider themselves to e part of the !ontingent workfor!e.>hese in!ludes part timers, on !all workers, short terms hires, temps, day la ourers,independent !ontra!tors, and leased worker. /sually su!h kind of workers doesn t havethe se!urity or sta ility a out their *o s that permanent workers have. >emporary workersare usually provided a little or no health !are, pensions, or other similar enefits thatother permanents employees have. n short !ontingent employees are those employees

who are hired on temporary asis. %o motivating them is a ig pro lem -P. (o ins,005 .

n order to motivate its !ontingent work for!e i.e. those who are hired on !ontra!t asis or temporary asis there is no spe!ifi! motivational te!hni=ue used y A&' A$(), eventhey don t !onsider temporary workers as a part of A&' A$().

60



14 O$+er*a&%o)4

4 Gap+ A& ABN AMRO4

=4 o)5,#+%o)4

6



O BSERVATION

t is important to mention that in Pakistan earning your read and utter is itself enough.Getting a *o in an international organi"ation is also !onsidered as a motivational fa!tor.&y taking in a!!ounts all these !ulture fa!tors we o served that how the organi"ation is

eing responded to motivate its employee.

After visiting the organi"ation and asking the =uestion we !ame to know that to somee#tent the motivational te!hni=ues, whi!h have een mentioned in the ook, are eingfollowed. 'ow we were in the position to !ompare the strategies, whi!h are eing used

y A&' A$() to the strategies, whi!h has een mentioned in the ook.

/sually organi"ation has different !riteria and te!hni=ues for employees having differentdesignations. ike for its top management they offer sto!k option plan in order tomotivate them. %o, we also wanted to see that whether organi"ation offer sto!k option toits top management or not. We !ame to know that there is a sto!k option, whi!h is eingimplemented ut only for e#e!utives.

&eside of these monetary rewards the organi"ation also has some non8monetarymotivational te!hni=ues. A&' A$() arranges parties for its employees arrange !on!ertsand give them the !ell8 phones. 'ow as far as the ookish te!hni=ues are !on!erned, notall ut some of them are eing followed. >o some e#tent they use $&) program ut not!ompletely. &ut it is !onfined to the non8de!isional tasks only. Bmployees are noten!ouraged to parti!ipate in de!ision making !ompletely. >hen there is no gain sharingand profit sharing plan as mentioned in the ook.

A&' A$() also has some motivational plans for those employees who are transferredto another !ity. ike if they have !hildren then organi"ation pays the admission fees inorder to get their !hildren admitted in the s!hool.

We !ame to know that if an employee violates the rules and regulation of the organi"ationthen positive reinfor!ement is used. &ut if that parti!ular employee keeps on !reatingdistur an!e then he or she is dismissed.

>he rewards and enefits that are given to the employees in order to motivate them areo tained y mean of performan!e appraisal. After appraising its employees theorgani"ation de!ides to what level the rewards should e given in order to motivate itsemployees. >hat means in A&' A$() motivation is depends upon the performan!e of employees. f he or she is performing well then the rewards are given other wise not.

)n the ases of our o servation and resear!h we had made the following diagrams whi!hshows link etween motivation and the fa!tors whi!h in!rease or de!rease motivation of employee at A&' A$().

65



>he dependent varia le 5is motivation, whi!h is the varia le of primary interest in whi!hthe varian!e is attempted to e e#plained y independent varia les of different!omponents of !ompensation like -1 <ire!t and indire!t !ompensation - >raining andedu!ation -5 Bmployee satisfa!tion -6 Performan!e appraisal.

I)depe)de)& Var%a$,e+ epe)de)& Var%a$,e+

>he greater is the amount of !ompensation pa!kage =uantity -pay, onus, reward et! thegreater is the motivation and if less the !ompensation pa!kage =uantity is the lesser the

motivation will e. %o we !an say !ompensation and motivation are dire!tly related. For e#ample whenever the demotivation is o served the etter relationship etween!ompensation and motivation is unlikely. Ba!h employee will loose its motivational spiritand will e working *ust to survive in the so!iety and it will loose her large pi!ture of mind !reativity and organi"ational !iti"enship ehavior. t s a !ore idea of usiness worldthat to attain high motivational employees you have to pay high !ompensation pa!kages.We !an say if etter !ompensation then more motivation level among employees. >hemore perks and enefits employee get the more motivation level will in!rease.

>he other ma*or sour!e to a!hieve motivation is to train and edu!ate the employees. A etter training program makes the employee !apa le of performing the organi"ationaloperations in etter effi!ient and less time spending and improved produ!tivity.

5 <ependent varia le is primary interest of the resear!her.

66

%re5& I)d%re5&ompe)+a&%o)

Tra%)%)< Ed#5a&%o)

Emp,oyeeSa&%+9a5&%o)

Per9orma)5eAppra%+a,+

Mo&%*a&%o)

%re5& I)d%re5&ompe)+a&%o) Mo&%*a&%o)

I)depe)de)& Var%a$,e epe)de)& Var%a$,e



3ooperative workers !ompanions !an also etter help ea!h other y telling the skill of ea!h other s interest. $anagerial poli!ies also help the employees to work in a etter environment. $anagers !an very easily help to redu!e oredom of work in employees yen!ouraging employee s etter interrelationship. >he more employee trained moreemployee will motivated, e!ause when employee will get skill enhan!ement then it will

also in!rease his salary or enefits.


>he other independent varia le 6is employee satisfa!tion. >he more employees satisfiedthe more he motivates. )r in other words the more you !ompensate employee more your employee will satisfy.


Performan!e appraisal !an also in!rease the motivation level of employees. When we doappraisals then we tell employee he is etter in su!h field due to whi!h he will get su!h

enefits whi!h will he will going to get. t is also possi le that appraisal !an demotivateemployee.


>he moderating varia le 7 in this resear!h are !ompanys !ompensation poli!ies and!ompany s udget. f !ompany poli!y is positive towards employee !ompensation

program then there will e more motivation otherwise it will de!rease the motivationlevel of employee. n other words it !an distur the relation ship etween employee

6 ndependent varia le is the varia le, whi!h have effe!t on dependent varia le.7 $oderating varia le is the third party varia le, whi!h effe!t on the relationship etween dependent andindependent varia le.

67

Tra%)%)< Ed#5a&%o) Mo&%*a&%o)

Emp,oyeeSa&%+9a5&%o) Mo&%*a&%o)

Per9orma)5eAppra%+a,+ Mo&%*a&%o)



f more training and edu!ation provided to employees then more motivationamong employees.

f more employee satisfa!tion then more motivation.

f performan!e appraisal then motivation.

64

%re5& I)d%re5&ompe)+a&%o)

Tra%)%)< Ed#5a&%o)

Emp,oyeeSa&%+9a5&%o)

Per9orma)5eAppra%+a,+

Mo&%*a&%o)

Par&%5%pa&%*eMa)a<eme)&

ompa)yompe)+a&%o

) Po,%5y

ompa)yB#d<e&

I)d%re5& *ar%a$,e+

I)&er*e)%)< *ar%a$,e

%re5& Var%a$,e

Modera&%)< *ar%a$,e+



G APS AT ABN AMRO

• >hey are not implementing $anagement &y ) *e!tive program.

•

A&' A$() doesn t share its profit with its employees.• >here is no !on!ept of Gain sharing in A&' A$().

• >here no fle#i le working !onditions for all employee e#!ept females in !ertain!onditions.

• A&' A$() doesn t have refined te!hni=ues to motivate diversifies workfor!e.

• >here is no or very less motivation for !ontingent workfor!e.

• >here are not ma*or program for employee !hildren edu!ation.

• >here is not spe!ial program for working parents.

ON /(SION

A&' A$() is one of the prominent international organi"ation. t is asi!ally a servi!es providing organi"ation, whi!h follows international standards to motivate its employees.Bmployees are the a!k oon of any organi"ation. >o get etter performan!e, employees

should e motivated in the form of monetary and non8monetary rewards like employeere!ognition program, employee involvement program, $&) plan, profit sharing plan,gain sharing, and sto!k option et!.

&eside of its own motivational te!hni=ues A&' A$() should follow not all ut some of the motivational te!hni=ues, whi!h have een mentioned in !hapter 5 under Dey ssues.>he motivational fa!tors whi!h are not eing implemented so far are $&) -$anagement

y o *e!tive , profit sharing, gain sharing, nvolvement of employees in de!ision making,and motivating employees y fle#i le time hours.

Working environment of A&' is very friendly i.e. very helpful to motivate the lower and

middle employees. &ut they are not allowed to parti!ipate in de!ision8making. t maydemotivate the employees espe!ially when they see other organi"ation where

parti!ipation in de!ision is en!ouraged.

n the end, ? f you don t take !are of your employee then other will do@.

6;



R E EREN ES

6:



Appe)d% -A

A r&%5,e+

71



stated work o *e!tives, num ers needed, report deadlines and re=uirements, ut theemployee re!eived a different message.

)r, the re=uirements !hange in the middle of the day, *o , or pro*e!t. While the newe#pe!tations are !ommuni!ated 8 usually poorly 8 the reason for the !hange or the !onte#t

for the !hange is rarely dis!ussed. >his !auses staff mem ers to think that the !ompanyleaders donLt know what they are doing. >his is hardly a !onfiden!e, morale8 uildingfeeling.

>his is ad news for employee motivation and morale. $ake sure you get feed a!k fromthe employee so you know he understands what you need. %hare the goals and reasons for doing the task or pro*e!t. n a manufa!turing environment, donLt emphasi"e *ust num ersif you want a =uality produ!t finished =ui!kly. f you must make a !hange midwaythrough a task or a pro*e!t, tell the staff why the !hange is needed tell them everythingyou know. Eou !an make their day.Pro*%de Re<#,ar eed$a58 9or Emp,oyee Mo&%*a&%o)

When poll supervisors, the motivation and morale uilder they identify first is knowinghow they are doing at work. Eour staff mem ers need the same information. >hey want toknow when they have done a pro*e!t well and when you are disappointed in their results.>hey need this information as soon as possi le following the event.>hey need to work with you to make sure they produ!e a positive out!ome the ne#t time.%et up a daily or weekly s!hedule and make sure feed a!k happens. EouLll e surprisedhow effe!tive this tool !an e in uilding employee motivation and morale. Eou !an maketheir day.

Peop,e Need Po+%&%*e a)d No& So Po+%&%*e o)+e #e)5e+Hand8in8hand with regular feed a!k, employees need rewards and re!ognition for

positive !ontri utions. )ne of my !lients has started a Rthank youR pro!ess in whi!hsupervisors are re!ogni"ing employees with personally written thank you !ards and asmall gift for work that is a ove and eyond e#pe!tations.Bmployees need a fair, !onsistently administered progressive dis!iplinary system for when they fail to perform effe!tively. >he motivation and morale of your est8!ontri uting employees is at stake. 'othing hurts positive motivation and morale more=ui!kly than unaddressed pro lems, or pro lems addressed in!onsistently.What a out supervisory dis!retion, you are pro a ly thinking.

Lm all for supervisory dis!retion, ut only when it is !onsistent. People need to knowwhat they !an e#pe!t from you. n employee relations, an apt statement isJ RFool meon!e, shame on you. Fool me twi!e, shame on me.R -attri ution unknown Eou !an maketheir day.I& A%);& Ma<%54 I&;+ %+5%p,%)e4%upervisors fre=uently ask, RHow do motivate employees R tLs one of the most!ommon =uestions am asked. Wrong =uestion. Ask instead, RHow do !reate a work environment in whi!h individual employees !hoose to e motivated a out work goals anda!tivities R

75



o5#+ o) &he e*e,opme)& o9 Peop,e 9or Emp,oyee Mo&%*a&%o)$ost people want to learn and grow their skills at work. 'o matter their reasonJ a

promotion, different work, a new position or a leadership role, employees appre!iate your help.

>alk a out !hanges they want to make to their *o s to etter serve their !ustomers.Bn!ourage e#perimentation and taking reasona le risk to develop employee skills. Get toknow them personally. Ask what motivates them. Ask what !areer o *e!tives they haveand are aiming to a!hieve. $ake a performan!e development plan with ea!h person andmake sure you help them !arry out the plan. >he =uarterly performan!e developmentmeeting is your opportunity to formali"e plans for people. Eou !an make their !areer.Share &he Goa,+ a)d &he o)&e &7 omm#)%5a&e 9or Emp,oyee Mo&%*a&%o)People e#pe!t you to know the goals and share the dire!tion in whi!h your work group isheading. >he more you !an tell them a out why an event is happening, the etter.Prepare staff in advan!e if visitors or !ustomers will !ome to your workpla!e. Holdregular meetings to share information, gain ideas for improvement, and train new

poli!ies. Hold fo!us groups to gather input efore implementing poli!ies that affe!temployees. Promote pro lem solving and pro!ess improvement teams.A ove all else, to effe!tively lead a work group, department, or unit, you must takeresponsi ility for your a!tions, the a!tions of the people you lead, and thea!!omplishment of the goals that are yours.

f you are unhappy with the !ali er of the people you are hiring, whose responsi ility isthat f you are unhappy a out the training people in your work group are re!eiving,whose responsi ility is that f you are tired of sales and a!!ounting !hanging your goals,s!hedule, and dire!tion, whose responsi ility is thatf you step up to the wire, people will respe!t you and follow you. Eou are !reating awork environment in whi!h people will !hoose motivation. t does start with you. Eou!an make their whole e#perien!e with your !ompany.

77



The More 3o# Be,%e*e I) O&her+:The More They;,, o To Pro*e 3o# R%<h&4By: Dr. Alan Zimmerman

Mo&%*a&%o)7

At a re!ent sales !onferen!e, a!hievement awards were eing given to the people whohad sold the most. Lll never forget the woman who re!eived the highest award. %he had

performed super ly, made a great deal of money, ut gave all the !redit to her salesmanager.

As she stood efore the !rowd of 5000 people, !lut!hing her award as the top produ!er of the year, she talked a out the slump she was in two years efore. %he said her future hadlooked so leak that she had de!ided to =uit on several o!!asions. &ut ea!h time her manager persuaded her to stay. He kept telling her that she had great potential indeed, hewouldnLt have hired her if he hadnLt elieved in her.

>he award winner !ontinued her a!!eptan!e spee!h along those lines, ut her !on!luding!omment was most insightful. %he said, R>hrough all those months when wanted to=uit, when didnLt think had any future, my manager &B BCB< in me more than

elieved in myself. He wanted me to su!!eed even more than did. R

ust like that top performer, everyone has a deep reservoir of a ility, a reservoir that goesuntapped until someone elieves in him. uite simply, A PB(%)' <)B% H % &B%>WHB' HB D')W% %)$B)'B &B BCB% ' H $, A'< HB <)B% H % W)(%>WHB' HB >H 'D% ') )'B &B BCB% ' H $.

>his is a asi! truth in motivation. >he pro lem is, most managers and leaders have not!ons!iously, systemati!ally used this truth to ring out the est in others. >hey havenLtapplied a step8 y8step methodology of elief that will produ!e the results they want. wonder why.

think one of the reasons lies in the fa!t that many people do not understand howmotivation works. >hey mistakenly think Rno news is good news. R n other words, if themanager doesnLt say anything to the employee, the employee !an assume that everythingis okay. >he employee !an assume that the manager elieves in the employee.

Well managers !an think that all they want, ut thatLs not how employees think.$anagerial silen!e or a la!k of feed a!k does not get interpreted y the employees as asign of positive elief. Bmployees interpret silen!e as a negative.

>he no8news8is8good8news philosophy simply doesnLt work. Bven though the employeemay know he has talent or has done a good *o , he needs to know that the manager also elieves that.

>he se!ond reason people donLt use the power of elief has to do with a misunderstandingof management. %ome managers think itLs their duty to point out employee mistakes andsuggest solutions. >hey adopt a pro lem8 solving mindset and spend most of their timefighting fires, resolving diffi!ulties, and fi#ing !rises.

As a result, these managers are so usy with the pro lems that they forget to e#hi it their

79



elief in their employees. >hey spend all their time seeing their employees Ras they areRinstead of envisioning them Ras they !ould e. R

>his approa!h to management or leadership is half8 aked at est. 3ertainly employeesneed guidelines. >hey need help with pro lems and limits on their empowerment. &ut thetransformational leadership that rings out the est in others !omes from a strong elief

in the employee.F E)/L(B A BA<B( )( $A'AGB( WH) <)B%'L> RBNH & >R A %>()'G&B BF ' E)/( B$P )EBB%, E)/L(B PAE 'G A $ GH>E & G P( 3B F)( E)/( $ %>ADB. At the very least, youLre !reating non8!ommuni!ative employees.

When employees think you donLt elieve in them, they get fearful. And fearful peopledonLt speak up or offer an opinion. >heyLre too afraid to disagree, and theyLre unwilling to

parti!ipate in team meetings. >heir thoughts and feelings, if they ever do !ome out, !omeout ehind your a!k where they do you no good whatsoever.

>hatLs an o vious waste of employee insight and talent. EouLre losing their !ontri utionsto any improvements you might want to make.

Eou also !reate demorali"ed employees when you fail to Re#hi itR your elief in them.>he (ussian military learned that after the (ussian (evolution of 1:14.

>heir offi!ial !ommunist poli!y e!ame that of showing no overt signs of elieving in theoffi!ers. All status signs were taken away. >he offi!ers swa ed their own =uarters, atewith the rank and file, stood in line with the orderlies, re!eived no privileges, salutes, or titles.

)vernight the military sank to its lowest level in military history. >he offi!ers were!ompletely demorali"ed. >hey were worthless as soldiers to say nothing of their leadership. t soon e!ame o vious what had happened, and (ussia egan to show overt

elief in its offi!ers. $edals, trophies, and titles were used generously to give distin!tionto all segments of the army.(ussia had overlooked one glaring, !ompelling fa!t in human ehavior. >o get the estfrom people, you must show that you elieve in them. People will work harder for someone who elieves in them than they will for almost anything else.

&elief !osts nothing to apply and works wonders. %o start &B BC 'G.

A5&%o) o) Mo&%*a&%o)7

%ele!t three people you want to RmotivateR to higher levels of a!hievement. >hey may eyour employees, your !oworkers, or even your kids. >hink of three ways you !an!ommuni!ate or Re#hi itR your elief in ea!h of them. >hen do it. >heyLll get turned on,and theyLll turn out etter results.

74



Team Mo&%*a&%o)by "eter Gra#ier

$ otivation. We hear the term often. Generally we associate the word with human behavior,meaning, a state of mind that moves us to action. And even though few of us have had formaltraining in it, it’s one of those characteristics of life that seems to fit the old adage, “I know it whenI see it.”

or most of my years working in the field of work!lace collaboration, this word has held a !lace of stature and im!ortance, because it has been, !erha!s, the most significant outcome of workerinvolvement. As the collaboration trend, and more s!ecifically, the use of em!loyee teamscontinues to grow, one "uestion that is taking on greater im!ortance is how to kee! the teammotivated over the long haul.

What are the ingredients or characteristics of teams that seem to sustain high levels ofmotivation?

I !osed this "uestion to a grou! of !eo!le recently and found that it ta!!ed into some dee!ly heldbeliefs about what makes us do what we do. #o for those of you working with teams, here aresome thoughts that might hel!$

What Makes Us Do Anything?%robably the first "uestion to be answered in a discussion of motivation is “What makes us doanything&” Why am I writing this article& Why are you reading it& Why did you get out of bedtoday and go to work& Why did you 'oin that volunteer organi(ation last month& Why did you dro!out of the other one&

)ach day brings with it an endless list of decisions to be made. *he !rocess of making thosedecisions is driven, in large !art, by the ho!e of a benefit or the fear of a conse"uence.

or e+am!le, I truly en'oy coffee and donuts from unkin’ onuts. I !ay them money for thebenefit of en'oying the taste and filling a void in my stomach. -owever, I limit my intake of thesedonuts for fear of the conse"uences of too much sugar and fat in my diet.

iterally, every decision we make is filtered through this !rocess. *he industrial !sychologistshave taken this further by defining these conse"uences as needs. Our needs for sustenance,safety, security, belonging, recognition, and a sense of growth and achievement becomestrong drivers (motivators of behavior!

*he sub'ect of motivation is, at once, sim!le and com!le+. #im!le, in that it e+!lains much of whatwe see ha!!ening in human behavior, yet com!le+ when it !oses contradictions.

or e+am!le, the need to nourish ourselves is strong, and hunger will drive us to e+treme actions,!articularly in the case of e+treme hunger. -owever, how does one e+!lain a hunger strike& -owcan you e+!lain the actions of someone who has died because they chose not to eat& *he!sychologists will say that a higher level need took over....!erha!s the need to make a !ointabout an issue that, to the !erson, was larger than life itself.

#o as we attem!t to understand motivation, we need to a!!reciate the subtleties that e+ist inhuman behavior, and focus our attention on general !rinci!les of motivation that have widera!!lication. At least if we can understand some of these !rinci!les, we might be better !re!aredto lead or facilitate a long/term, highly motivating team e+!erience.

7;



Why "e #art Of A $eam?0ou’ve been asked to !artici!ate on a team to accom!lish some task. Immediately your decision/making !rocess begins.

• What is the !ur!ose of the team& • Is it a to!ic that interests me& • Who will be on the team with me& • What kind of authority will we have& • Is it im!ortant to management& • What is the reward for !artici!ating& • What is the risk 1!erceived as !unishment2 for not !artici!ating& • -ow long will it run& • Will I be better off as a result of my !artici!ation&

*hese are some of the "uestions we ask ourselves when faced with an invitation to !artici!ate insome kind of team. Are they ty!ical "uestions&...of course. o they relate to our motivation to!artici!ate&... certainly.

#ometimes, however, we are not given the o!!ortunity to refuse !artici!ation on a team$ fore+am!le, a work grou! or an organi(ation that has restructured itself into self/directed workteams. In these cases, by default, we are !art of the grou! or team.

3evertheless, in either case, motivation can rise or fall de!ending on a myriad of factors. et’slook at some of them.

%actors $hat &nfluence $eam Motivation

&! #ur'oseI have asked !eo!le for years to describe the characteristics of their most successful andrewarding team e+!eriences. At the to! of almost everyone’s list is a clear !ur!ose, focus, ormission. 4ut further, for long/term motivation, it must be a !ur!ose or mission that they find alignswith their !ersonal wants and needs.

5ne can be asked to !artici!ate on a tem!orary task force. If the mission is clear, he might beable to sustain motivation for the duration if he feels it is im!ortant. -owever, if it is a to!ic that isnot in line with his wants and needs, his motivation to continue may diminish.

6any years ago on a construction !ro'ect, I had assembled a grou! of electricians to streamlinethe !rocess of making cable terminations. #ince they were all electricians, I thought there wouldbe great interest in working on a !rocess that was frustrating !eo!le the way it was designed.

About a month into the grou!’s work, they were having great difficulty maintaining momentum and

focus. When I asked them why, they said that some of the electricians were conduit s!ecialistsand some were cable tray s!ecialists, and that those not working directly with the cableterminations sim!ly couldn’t get interested in the sub'ect. What a lesson for me7 Motivation inthis case was lacking because the team s 'ur'ose was not in line with some of themembers wants and needs!

#o one strategy with a lethargic team might be to sto! the !rocess, re/visit the team’s !ur!ose ormission, and see if there’s alignment on it. )ven with a team that seems well/motivated, it still is agood strategy to recheck once in a while.

7:



&&! )hallenge Another term that I hear fre"uently when I ask about team motivation is challenge. *he humans!ecies, as with most animals, has been given a survival mechanism called fight or flightsyndrome. When !resented with a challenge, our defenses are alerted to move us to action....torun away from danger or address it directly.

6any !eo!le will say that their most rewarding team e+!eriences resulted from some sort ofchallenge. I’ve heard the stories often of mediocre grou!s that res!onded to a challenge withheroic success. $he challenge itself was the motivator .

In the work!lace, these challenges occur infre"uently. *eams are not !resented with stimulatingchallenges every day. #o the "uestion becomes how to !rovide challenges to the team at morefre"uent intervals.

An additional criteria for a challenge is the level of difficulty . If a challenge is too difficult,!erha!s !erceived as im!ossible, then team members may give u! before they start. -owever,the same result may occur if the members !erceive the challenge as too easy. ittle energy isre"uired to accom!lish something so easily obtained.

#o for ongoing teams, !eriodic stimulation in the form of a worthy challenge is another method ofmaintaining motivation.

In 89:;, I was managing a work grou! for a large construction organi(ation. It was a long/term!ro'ect 18< years2, and senior management had discussed conducting an o!en house for theworkforce. 6anagement, however, had always ni+ed the idea//fearing the difficulty of coordinatingan event that would encom!ass seven thousand workers and their families.

6y work grou! heard about the idea, however, and asked to take on this assignment. *here wasenormous interest in conducting this event within the workforce, so with much su!!ort, my grou!!lanned and successfully coordinated an o!en house that ultimately attracted over 8<,<<<!eo!le.

*he challenge for my grou! was enormous....but achievable. *he challenge created high levels of motivation while !lanning the event= and the sense of accom!lishment after the event sustainedmotivation even longer.

I don’t suggest by this e+am!le, that every work grou! take on such a formidable task, butsim!ly think about the im!lications of taking on a new challenge !eriodically.

&&&! )amaraderie#eldom, if ever, in our 64A !rograms 1which !ur!ort to be leadershi! develo!ment !rograms2have we seen courses of study in team develo!ment and motivation. *hat is changing now andwill continue to change in the future.

If one studies highly effective grou!s, one finds that the most successful grou!s over the longhaul tend to address both the technical needs and human needs. *hese grou!s are at the sametime com!etent in the work they !erform and highly functional in their inter!ersonal relationshi!s.*he grou! is well balanced in both technical and human skills.

Another factor that emerges from my "ueries about successful teams is camaraderie, meaningcomradeshi!, fellowshi!, and loyalty. *he !eo!le on these teams genuinely like each other andwork hard to develo! and maintain their relationshi!s.

90



Although they are !robably not aware that research su!!orts this behavior, they 'ust seem tounderstand that it’s a lot easier to su!!ort your team member when you have a good relationshi!.$he fallout from this kind of relationshi' building is o'en and direct communication,fre*uent 'raising of each others contributions, and mutual su''ort!

#o, you will say, that is all well and good for teams whose members like each other, but what if

they don t like each other?

6uch of the time we like or dislike someone, it relates more to how well we understand them. Andsince our formal training has not addressed this, most of us enter adulthood ill/e"ui!!ed to dealwith the myriad of !ersonalities, tem!eraments, cultures, values, beliefs, ideologies, religions, andidiosyncratic behaviors of those we meet.

5ne way to break down these barriers is to e+'and one s understanding of his own s'ecies .*raining is available to address most of the to!ics above, and e+ercises can be beneficial if theymove us to another level of understanding.

4ut don’t overlook the sim!le solutions. esigning an off site activity for the team, sometimes 'ust to !lay together, is a !owerful way of building camaraderie.

&-! .es'onsibilityIn general, !eo!le and teams are stimulated by being given res!onsibility. -aving ownershi! ofan identifiable block of work is a long/held tenet of motivation in grou!s.

>es!onsibility can be tricky, however. Im!lied in this conce!t is the understanding that theres!onsibility comes along with authority to make the necessary changes. *eams that have boththe res'onsibility and authority tend to maintain motivation over longer !eriods of time.

.es'onsibility can be demotivating if the conse*uences of error or failure are too great! Ifthe organi(ation, for e+am!le, has a history of !unishing mistakes, then the giving ofres!onsibility is viewed more as a negative. *he short/term !erformance may be good 1remember fear is a motivator2, but long/term motivation will suffer. It is difficult to sustain high !erformancewhen energy is being sa!!ed by fear.

-! /rowthinally, !ersonal and team growth can !rovide another basis for sustained motivation. When!eo!le feel they are moving forward, learning new conce'ts, adding to their skill base, andstretching their minds , motivation tends to remain high. %ersonal growth adds value to theindividual, enhancing self/esteem and self/worth.

Accordingly, team members and team leaders should look for o!!ortunities that hel! addknowledge and skills. A good techni"ue is to sim!ly ask members what they would like to getfrom their association with the team, then listen for areas of !ossible growth.

-&! 0eadershi' A good leader can be a catalyst for motivation in the short term, but the best leaders create theconditions for the team to motivate itself.

We have all seen e+am!les of how leaders ins!ired teams to accom!lish some !henomenal task.-istory books and -ollywood are full of these stories, and we come to honor these leaders.

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4ut the charismatic leader that can be so effective in the short term, cannot necessarily sustainmotivation indefinitely. 6otivation is inherently intrinsic, residing within oneself. *herefore, if onede!ends continually on another for their source of motivation, eventually it ends.

Great leaders have a knack for hel'ing others see the best in themselves , !roviding thestimulus for self/actuali(ing behaviors.

4ut great leaders also understand the im'ortance of team 'ur'ose, challenge, camaraderie,res'onsibility, and growth, and focus much of their time on creating the conditions forthese to e+ist!

Great leaders understand that their team members have needs , and that for motivation togrow and continue, the activities of the team must hel! in some way to meet these needs.

9



12 easy ways to motivate your em'loyeesand get the 'erformance you want

"y3 Ale+ander 4iam, Author, and Streetwise Motivating and Rewarding Employees

8. $hink about your em'loyees5 strengths6 6ost managers worry about whattheir !eo!le are doing wrong. A natural concern, but it kicks off a demotivatings!iral. *o build motivation, remind yourself what each em!loyee?s greateststrength is.

@.Don5t use motivation methods that don5t work! When you kee! tellingem!loyees what to do and they kee! messing u!, who?s being stu!id& #omemight say doing the same thing over and over, when it obviously doesn?t work,isn?t too shar!. 0et we often do 'ust that, trying the same su!ervisory behaviorsover and over and getting more and more frustrated when they don?t work.

;. .e calibrate your motivation scale! We routinely acce!t mediocre motivationat work, forgetting that everyone is ca!able of high motivation levels. 4y lookingat non/traditional benchmarks, we can re/calibrate our sense of what truly highmotivation is. #haring this reali(ation throughout the organi(ation hel!s create avision of motivation for everyone to !ursue.

-ow& Ask em!loyees and managers for e+am!les of e+ce!tional motivation.#eek out and share stories of e+ce!tionally motivated e+!lorers, athletes,musicians, artists, volunteers, inventors and entre!reneurs. ind out whatactivities or !ursuits have created ma+imum motivation in the !ast for

em!loyees.. $each em'loyees to measure their own success! )m!loyees who kee!track of their !erformances are able to notice and document their develo!ment.*hey create their own scoreboards and are able to track their wins moreeffectively than any manager.

-ow& )very !erformance goal can be reduced to a sim!le, easy/to/trackmeasurement. If the goal is not inherently "uantitative, create a 'udgment scaleto rate !erformance against. *oday, only em!loyees o!erating machinery in"uality/ oriented factories track their own !erformances routinely. *omorrow,

every em!loyee should be measuring their own success.B. Measure and track motivation levels! -ow can you manage something youdon?t measure& 0et most organi(ations and managers have no idea howmotivated their !eo!le really are. *he ty!ical em!loyee satisfaction !oll does notmeasure motivation. If you start to measure motivation, you can realisticallye+!ect to learn how to manage it. Without good measures, you?ll never get anybetter at managing it.

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-ow& Cse a sim!le, re!eatable instrument such as the Dob 6otivation evel1D6 2. *ake !eriodic measures of overall em!loyee motivation. And encouragesu!ervisors to track motivation within their own s!ans of control on a routinebasis.

E. Ask em'loyees what they want! )m!loyees are motivated by...whatmotivates them7 )m!loyees have different goals and desires, and therefore needdifferent !erformance and develo!ment o!!ortunities. 0ou can?t motivateindividuals with generic !rograms. *o ma+imi(e motivation ask each em!loyeewhat turns them on.

F. 0earn to recogni7e and eliminate threats! )m!loyees often feel that theirmanagers use threats to try to motivate them, yet managers routinely deny it.*hey don?t mean to threaten em!loyees, but if that?s how it feels to the em!loyee,then it is a threat and it?s damaging to motivation levels. #o managers need tolearn to recogni(e the things that em!loyees see as threats and work on

eliminating or reframing them. 5!!ortunity is an effective motivator. ear is not.:. 8to' Distracting 9m'loyees! 6ost em!loyees want nothing more than tofocus on doing their 'obs better and better. 4ut from their !ers!ective, criticalincidents distract them, leading to worries about communication, security,fairness, res!ect and other key 'ob criteria that managers rarely recogni(e. If youfirst take care of em!loy/ ees? most fundamental intangible re"uirements, you canthen shift the focus from their concerns to your motivation and !erformanceagenda.

-ow& Ask em!loyees what bothers or worries them about their work and

work!lace.9. )ommunicate6 5!en communication is most em!loyees? 8 !riority. And thema'ority of em!loyees say their managers don?t communicate o!enly with them.4ut a ma'ority of managers say they do. Who?s right& Wrong "uestion. Ifem!loyees feel you are withholding information they need about their work orwork!lace, they will lose motivation and develo! resistance to your management.*ime to communicate more o!enly.

-ow& #ince em!loyees and managers generally see this issue differently, thesim!lest fi+ is to ask em!loyees what they want to know. Ask them one/on/one,

by e/ mail, in meetings. Give em!loyees at least one chance a week to ask youfor information. And then give them the information.

8<. Ask em'loyees for information about their 'erformance! *his methodturns on the !ower of informative feedback, which is information about how youare doing. *he more information, the more intrinsic motivation. #o goodmanagers try to offer informative feedback. 4ut do you always know the details&

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%robably not. #o instead of telling them, ask them for information about their!erformance.

88. 9+'lain your reward systems! Arbitrary rewards generate cynicism, notmotivation. )m!loyees feel their managers don?t res!ect them when a new

!rogram is announced out of the blue. *hey com!lain that the em!loyer treatsthem like children. #how your res!ect for em!loyees and a!!reciate their need toknow by informing them fully about any new

8@. )arry an idea notebook! What do em!loyees think& o they have any goodideas& Who cares7 At least, that?s the attitude many em!loyees assume theirmanagers take. 0et most managers wish em!loyees would share more of theirideas and insights. *hey 'ust aren?t very good at asking. *hey tend to interru!t oroverrule ideas without really meaning to, accidentally discouraging the verybehaviors they desire.

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themselves know who works hard and deserves recognition. #fter all,managers can t be everywhere all the time, and employees are in thebest position to catch people doing the right things.

6ueen or 7ing for the 6uarter. 3ayton Metro 8ousing created the

69 T program to reward their workforce for demonstrating goodcustomer service skills. ach quarter, employees receive three tokens.hen they spot a fellow employee or manager providing goodcustomer service, they hand them a 69 T token. #t the end of thequarter, the person with the highest number of tokens is crowned kingor queen. Those with eight or more tokens are knighted.- #ll the 7ing,6ueens, and 7nights attend a special banquet. #t the end of the yearall token winners can use their tokens to bid on various awards andpri%es. 2urthermore, the individual with the highest yearly number oftokens is bequeathed a scepter.-

;ou re Magnificent<- #t the M#= 5nsurance 4ompany they use a formof recognition called ;ou re Magnificent<- The form is printed intriplicate and given to all employees to nominate each other foroutstanding behavior. The top copy goes to the recogni%ed employee.The second copy goes to the employee s supervisor. The third copy isposted for everyone to see on a bulletin board. &nce a month theytake the posted copies and randomly draw the names of fiveindividuals called, ;ou re Magnificent- for ()* gift certificates. Thenthree additional Magnificent- are drawn each quarter for a (1+* giftcertificate.

afety /ingo.- 2or every accident free day at the mory 4onference4enter 8otel, associates are awarded a bingo number. ach associatehas a card and plays the game. # pot grows at the rate of () per daywith a starting amount of ()**. The associate who wins at safetybingo is awarded the cash in the pot. 5f they go over )** days withoutan accident, it increases by (1 per day. 5f we have an accident, the potfalls back down to ()** and it starts over again. 5f someone wins, thepot remains at same pay out level, and continues to grow () or (1 perday. This program reduced accidents by +*> each year.

=uess hose 0et This 5s.- #t 5ndustrial 3evelopments 5nternational,the sprit- 4ommittee organi%es fun activities such as the 0et of theMonth contest. # pet s picture is put on the bulletin board and theyguess who the owner is.

hining tars.- mployees are allowed to reward each other andprovided an unlimited supply of hining tar forms to handwrite notes

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about a coworker s good job. &n the back of the form is a list ofbehaviors such as:

• 3emonstrates friendly, caring service• hows fle!ibility• 3emonstrates teamwork• 8elps to save money etc.

orkers hand completed forms directly to coworkers or send itthrough interoffice mail. #t the end of the month the department holdsa recognition ceremony for everyone recogni%ed. The employee whoreceived the highest number of forms gets an e!tra appreciation and areward by the director. Then, they place all the month s forms into abasket and they randomly draw out ?$+ forms for additional pri%es.Then the read the forms aloud and provide recognition to both theawardee as well as the person who submitted the form.

5n its Thank ;ou 4oupon- program, the Te!as 4redit 9nion gives eachemployee seven coupons a year to give to any employees they wish torecogni%e for going out of their way to help customers or fellowemployees. The coupons are redeemed for ()* certificates for food,movies, golf, and the like. veryone in the company, from thepresident and vice presidents down, is eligible for a coupon.

# work environment that attracts, keeps, and motivates its workforceis one that gives workers a sense of pride, accomplishment, andpurpose in what they do. These informal programs provide an effectivestrategy for motivating employees and they are simple to administer.They do not cost much, do not take much time, and do not complicatethe payroll. 5nstead of providing cash incentives, you can substitute byproviding winners with e!tra breaks, movie tickets, time off, t$shirts,and other small gifts.

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Appe)d% -B

#e+&%o)er

9:



ABN AMRO M OTIVATION OR STA

I)&er*%e?ee $a%%ar &ia#i and bdul leem uerishee+%<)a&%o) dmin (ead) "roperty Ser*i+e (eadBra)5h ,& - / Marka# ,ran+ha&e 01 th De+ember) 2003

14 Ho? ma)y $ra)5he+ o9 ABN are &here %) Pa8%+&a) a)d ho? ma)y +&a99JTotal 42 bran+hes in "akistan.

round 510 permanent employees. round 4100 +ontra+tual employees.

4 A& ?ha& <rade )e? h%re+ are re5r#%&edJ &e6 entrant is hired as Super*isor.

=4 A& ?ha& po+%&%o) yo# h%re )e? e)&ra)&+ MTOCJThey are hired throu7h pro7ram Mana7ement sso+iates 8M 9s .

>4 Ho? ma)y mo)&h+ &ra%)%)< <%*e) &o )e? e)&ra)&+J!ne year trainin7 is 7i*en to M 9s.

@4 Grad%)< +&r#5&#reJSuper*isor to !%%i+er) !%%i+er to Senior !%%i+er) Senior !%%i+ers to sst. Mana7er)

sst. Mana7er to Mana7er) Mana7er to ;") ;" to ;") ;" to S;" 4) S;" 4 toS;" 2) S;" 2 to SE;"

!4 oe+ ABN h%re peop,e $eyo)d &he <rad%)< +5a,e %9 ye+ &he) %) ?ha&5%r5#m+&a)5e+J

,& mro do (irin7 normally %rom M 9s but in spe+ial +ir+umstan+es the dobeyond the 7radin7 s+ale on the bases o% e<perien+e %or the spe+iali#ed %ield.

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F4 .ha& are &he *ar%o#+ $e)e9%&+ per8+ a)d a,,o?a)5e+ %) add%&%o) &o &he $a+%5+a,aryJ

(ouse =ent > ?1@ o% basi+Atility > 40@

"4 Sa,ary pa58a<e 5o)+%+&+ o9 ?ha& 5ompo)e)&+J llo6an+es Dedu+tions 8E7: "ro*ident %und) E!,I) Loan et+

4 .ha& are &he o&her a,,o?a)5e+ a)d per8+ %)5,#ded %) &he +a,aryJ (ouse Loan) +ar loans) Mobile phone +redit) ,onus) Eid allo6an+e et+) %uleallo6an+e.

104 rom ?ha& <rade a)d ?ha& amo#)& o9 9#e, a,,o?a)5e %+ <%*e) &o yo#remp,oyee+J

Mana7er and abo*e. Mana7er 400 liters) ;" 4/1 liters) ;" 221 liters) S;" 4 2/1 liters) S;" 2 ?21liters) SE;" ?/1 liters.

114 rom ?ha& <rade a)d ?ha& &ype o9 5ar pro*%ded &o yo#r emp,oyee+JCompany maintained +ar is pro*ided to ;" and abo*e employees.

;" is 7i*en 4?00 CC +ar) ;" 4100 ++ +ar) S;" 4 4300 ++ +ar) and S;" 2 4B00++) SE;" ha*e option to buy 4 or 2 +ars 6ith 5 million ran7e.

1 4 .ha& &h%)<+ are %)5,#ded %) *eh%5,e ma%)&e)a)5e a,,o?a)5eJ &othin7) be+ause +ar is %ully maintained by the +ompany.

1=4 .ha& %+ &he amo#)& o9 *eh%5,e ma%)&e)a)5e a,,o?a)5e per mo)&hJCar is %ully maintained bye the +ompany.

1>4 .ha& %+ &he amo#)& o9 med%5a, e pe)+e+ re%m$#r+eme)& per mo)&hJ510 per +on%inement 8 0 days payment up to 510000 =s %or sin7le disease .

41



1@4 I+ &here a)y %)+#ra)5e 5ompa)y %)*o,*e 9or &he emp,oyee ho+p%&a,%za&%o) a)dre%m$#r+eme)& o9 e pe)+eJes) ,& employee is insured %rom di%%erent insuran+e +ompany 8E-A) damFee)Commer+ials Anion!n normal death o% employee 5B 7ross salaries are 7i*en to employee %amily.

!n death due to a++ident then 3 7ores salaries are 7i*en to employee %amily.

1!4 Ho? m#5h La<e o9 pro*%de)& 9#)d %+ ded#5&ed 9rom emp,oyee +a,ary permo)&hJ40@ o% basi+.

1F4 .ha& are &he $a+e+ o9 $o)#+ a)d ho? ma)y &%me+ %& %+ <%*e) &o emp,oyee %) ayearJ

&ormally yearly but sometimes uarterly. "ermanent employees 7ets bonus on the bases o% "er%orman+e ppraisal.Contra+tual employees 7ets bonus e ual to one 7ross salary.

1"4 .ha& %+ &he ra)<e o9 $o)#+J Depend on per%orman+e appraisal.

1 4 I+ &here a)y +&o58 op&%o) 9or emp,oyee+ a)d ?ha& +5a,e %& %+ o99eredJes) but only %or E<e+uti*e Employees.

04 .ha& are &he $a+e+ o9 +a,ary %)5reme)& a)d %&+ ra)<eJSalary in+rement is 7i*en basi+ally on yearly bases but sometimes ,& in+reaseon hal% yearly bases depends on ,!D9s de+ision.

In+rement is 7i*en purely on per%orman+e appraisal bases.

14 .ha& re&%reme)& pa58a<e a)d pe)+%o) p,a) ABN o99er+Jes) 7ratuity is 7i*en to employee 6ho 6orked 1 or more than 1 years in ,&

mro.

4



4 Ho? ma)y pa%d ,ea*e+ are <%*e) &o e*ery emp,oyeeJ Employees are entitled to take ?0 paid lea*es.

=4 I+ &here a)y ,ea*e 9a%r a++%+&a)5e a,,o?a)5e <%*e) &o emp,oyee+J &o) there is not lea*e assistan+e allo6an+e 7i*en to employees.

>4 Ho? ma)y pa%d +%58 ,ea*e+ are a,,o?edJ Employee to take ?0 paid si+k lea*es.

@4 Ho? ma)y 5a+#a, ,ea*e+ are a,,o?ed ?%&h payme)&J Employees are entitled to take 40 +asual lea*es.

!4 Ho? ma)y Hajj (mrah ,ea*e+ a,,o?ed %) 5areerJ Employees are entitled to take 41 days (aFFHAmrah lea*es durin7 +areer li%e+y+le.

F4 Ho? ma)y marr%a<e ,ea*e+ are a,,o?edJ ,& employees +an take 1 days marria7e lea*es durin7 +areer li%e +y+le.

"4 I+ &here a)y 5,#$ mem$er+h%p 9or emp,oyee+ %9 ye+ &he) 9rom ?ha& <rade a)d%) ?ha& ra)<eJes) there is +lub membership %or ;" and abo*e employees.

Islamabad Employee 7et membership o% Islamabad +lub. ,& ara+hi employees 7et membership o% Creek Club D( .

4 A%r &ra*e,%)< 5,a++e+ 9or d%99ere)& emp,oyee+ e e5#&%*e+J E+onomy +lass %or all ,& mro employees.

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=04 .ha& are &he a,,o?a)5e+ <%*e) &o emp,oyee+ ?he) &hey &ra*e, o#& o9 &he 5%&yJ ++ommodation plus B00 =s per day. I% not 6illin7 to take a++ommodation then he is 7i*en 2000 =s per day.

=14 oe+ ABN 9%)d o#& emp,oyee %)&ere+& a)d a%m+ $e9ore +e&&%)< o$je5&%*e 9or&hem MBOCJ

"artially no. ,& ha*e "er%orman+e ppraisal Mana7ement pro7ram on yearlyand hal% yearly bases and throu7h this pro7ram they de+ide 6hat task 6ill employees need to do.

= 4 I+ &here emp,oyee re5o<)%&%o) pro<ram %) ABN: %9 ye+ &he) ?ha& are &hed%99ere)& ?ay+ o9 emp,oyee re5o<)%&%o) Emp,oyee Re5o<)%&%o) Pro<ramCJ

es) ,& ha*e di%%erent Employee =e+o7nition "ro7rams. Employee o% the month. Employee o% the years. ,est dressed person o% the year.

==4 a) ABN emp,oyee par&%5%pa&e %) de5%+%o) ma8%)< ?he) +e&&%)< &heor<a)%za&%o) <oa,+ a)d o$je5&%*e+ Emp,oyee I)*o,*eme)& Pro<ramCJes) and they ha*e Employee En7a7ement Ser*i+e pro7ram %or this.

=>4 oe+ 5ompa)y +hare %&+ pro9%& ?%&h a,, emp,oyee+ Pro9%& Shar%)< P,a)CJ &o) ,& doesn9t share its pro%it 6ith employee. It only 7i*e bonus on per%orman+e appraisal.

=@4 I+ &here a)y <ro#p o9 emp,oyee+ ?ho re5e%*ed +a,ary o) &he $a+e+ o9 ?or8eddo)e or )#m$er o9 &a8e+ per9ormed P%e5e ra&e pay p,a)CJ

&o.

=!4 I9 par&%5#,ar <ro#p <%*e per9orma)5e &ha& %)5rea+e+ &he ABN pro9%&: &he)?o#,d ABN +hare &ha& <a%) ?%&h &ha& <ro#p Ga%) +har%)<CJ

&o. ,onus only on per%orman+e appraisal.

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=F4 oe+ ABN ha*e a)y +8%,,ed $a+e+ pay +y+&em %) order &o mo&%*a&e +8%,,9#,emp,oyee+ S8%,, $a+ed pay +y+&emCJes) but 6ith ran7e.

Like %or e<ample ;" salary ran7e is /0 to 0 then skilled based pay system isappli+able in 6ith this ran7e

="4 oe+ ABN pro*%ded 9,e %$,e ?or8%)< 5o)d%&%o)+ &o %&+ emp,oyee+Jes) but at *ery minimum le*el mostly to %emale employees.

= 4 .ha& +or&+ o9 $e)e9%&+ are $e%)< o99ered $y &he or<a)%za&%o) %) order &o%)5rea+e mo&%*a&%o)JTrainin7) re6ards) Fob rotation) Do7 trainin7) sendin7 employee out o% +ountry)

buy ba+k option.

>04 I+ &here a)y %mpa5& o9 $e)e9%&+ o) emp,oyee per9orma)5eJes) i% per%orman+e appraisal is positi*e other6ise employee need trainin7.

>14 To ?ha& e &e)& &he emp,oyee+ are %)*o,*ed ?%&h +ome +pe5%9%5 <ro#p &od%+5#++ &he%r #a,%&y pro$,em+: %)*e+&%<a&e 5a#+e: re5omme)d +o,#&%o) a)d&a8e 5orre5&%*e a5&%o)+ #a,%&y %r5,eCJ

(= is usually doin7 this Fob on periodi+ bases. (= Department) Complian+e Department) Super*isors) and udit Department is+omes in these or o% pro7ram.

> 4 Ho? &he or<a)%za&%o) &rade demo<raph%5 5ha,,e)<e+ %) &he ?or89or5eCJ Ho?&he ABN ma%)&a%)+ &he ,e*e, o9 mo&%*a&%o) amo)< %&+ emp,oyee+ ?ho ha*ed%99ere)& $a58<ro#)d+ Mo&%*a&%)< d%*er+%9%ed ?or89or5eCJ

,& use all those te+hni ues to moti*ate employee 6hi+h are a++eptable byemployees.There use di%%erent te+hni ues %or di%%erent people.

,ut ,& also +he+k 6hether te+hni ue is a++ept table in +ulture or not.

>=4 .ha& &e5h)% #e+ are #+ed $y ABN &o mo&%*a&e ,o?er ,e*e, emp,oyee+J En*ironment) +om%ortably) +arin7) %riendliness) =e6ards.

>>4 .ha& %+ &he ABN mo+& %mpor&a)& a)d $a+%5 &oo, 9or mo&%*a&%)< %&+ emp,oyee+J

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&ot really) but 6hen employee is relo+ated then his +hildren edu+ation e<pensesin ne6 +ity are +o*ered by ,& mro.

@ 4 A)y +pe5%a, pro<ram 9or ?or8%)< pare)& emp,oyeeJ &o) but %emales are allo6ed to take 0 days lea*e durin7 their maternity period.

@=4 oe+ ABN emp,oyee 9ee, ea+y ?%&h &he%r $o++e+ &o ?or8JAsually yes.

@>4 .ha& are &he 5r%&er%a 9or emp,oyee promo&%o)J Depends on Fob re uirements) due to enri+hment o% Fob.

@@4 .h%5h &h%)< ?o#,d yo# ,%8e &o addJ ,& arran7es Man7o party to moti*ate employees) "i+ni+) 1 year medal) 40 year medal.

=elo+ation "a+ka7e +an also moti*ate be+ause it o%%ers hi7h salary and bear employee +hildren ne6 s+hool pro7ram e<pense) pro*ide a++ommodation rent in+ase o% pa+ka7e relo+ation.Cash re6ards) %orei7n trainin7s) parties) +on+erts et+.

omme)&7By7 A$d#, A,eem #er%+he

Interestin7 and 6ell or7ani#ed uestioner.Students ha*e sho6n keen interest in 7ainin7Hobtainin7 in%ormation.

,& (= Mission is to be Employer i% +hoi+eJ

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Appe)d% -

#)5&%o)%)< e&a%,+

4;



4:



;0



Appe)d% -

ABN AMRO H %+&oryR epor&

abn motivation report

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