2011 Motivation and Job Satisfaction An Analytical Organizational - - PDF document

The Culture of Motivation and Job Satisfaction

November 4

2011

An Analytical Organizational Report on Shan Foods Private Limited

• By Siddiqui

Chapter: Letter of Acknowledgment

i

Letter of Acknowledgment

“If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude.” - Colin Powell In the name of Almighty Allah, the most Beneficent and the most Merciful, all the praise, humility and humbleness to Him, Who has blessed us with this beautiful gift of thought , for enabling us to achieve this feat and giving us the ability and courage to complete this project within specified time successfully. In any treatment of a basic subject, there is a little that the author can claim to be uniquely his own, especially if the authors are students just as in our case. We offer our heartiest gratitude to our course instructor Dr Humeira J. Abidi as the main source of encouragement and inspiration to us and we are extremely grateful to her for providing us maximum support, encouragement and valuable guidance. And we also want to thank our group members for their cooperation. No word of gratitude can express our love to our parents, without their deep love, affection & sacrifices we would be unable to achieve any success in our lives.

Chapter: Letter of Authorization

ii

Letter of Authorization

Dear Reader, As students of Institute Of Business Management we are authorized by our course instructor of Organizational Behavior Dr. Humeira J. Abidi to write the research report on Employee’s Motivation, Turnover & Culture of Shan Foods. This has been a great learning experience for us to experience practically the basic organizational behavioral practices in the real business organizations like Shan Foods (Pvt.) Ltd. Yours Sincerely, Afzal Jamal Sayyed Adeel Amir Siddiqui Afshan Afzal Khan Ahmer Memon Adnan Waqar

Chapter: Letter of Transmittal

iii

Letter of Transmittal

April 23, 2011 Dr Humeira J. Abidi IoBM Korangi Creek, Karachi-75190 Dear Dr Humeira We are pleased to submit our report on Shan Foods as our term project for spring 2011. We have visited the company and observed and measured the Employee’s Motivation, Turnover & Culture of Shan Foods through interviews, tools & techniques which are explained in detail in our report. We appreciate you for providing us in depth knowledge and information on Organizational Behavior. Yours Sincerely, Afzal Jamal Sayyed Adeel Amir Siddiqui Afshan Afzal Khan Ahmer Memon Adnan Waqar

Chapter: Writers Comments

iv

Writers Comments

Adeel A. Siddiqui (11262)

__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

Adnan Waqar (11828)

__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

Ahmer Memon (11354)

__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

Chapter: Writers Comments

v

Afshan Afzal (11382)

__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

Afzal Syed (10457)

__________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

Chapter: Writers Comments

vi

Table of Contents

Letter of Acknowledgment ................................................................................................................. i Letter of Authorization ...................................................................................................................... ii Letter of Transmittal ......................................................................................................................... iii Writers Comments ............................................................................................................................iv Adeel A. Siddiqui (11262) ...............................................................................................................iv Adnan Waqar (11828) ....................................................................................................................iv Ahmer Memon (11354) .................................................................................................................iv Afshan Afzal (11382) ...................................................................................................................... v Afzal Syed (10457) ......................................................................................................................... v

• 1. Company Profile

............................................................................... Error! Bookmark not defined. 1.1 Vision Statement ........................................................................ Error! Bookmark not defined. 1.2 Brainiacs Force ............................................................................ Error! Bookmark not defined. 1.3 Services Offered .......................................................................... Error! Bookmark not defined. 1.4 Privacy and Company Secrecy ..................................................... Error! Bookmark not defined.

• 2. Executive Summary

..................................................................................................................... 10

• 3. Introduction and Background

...................................................................................................... 12

• 4. Client: Introduction to Shan Foods Private Limited

....................................................................... 12 4.1 History ................................................................................................................................... 12 4.2 Organogram .......................................................................................................................... 14 4.3 SWOT .................................................................................................................................... 15 4.3.1 Strength .......................................................................................................................... 15

Chapter: Writers Comments

vii

4.3.2 Weakness ........................................................................................................................ 16 4.3.3 Opportunities .................................................................................................................. 16 4.3.4 Threats ............................................................................................................................ 16

• 5. HR Policies: Salary and Rewards Systems

..................................................................................... 16 5.1 Policy ..................................................................................................................................... 16 5.2 Job Classification .................................................................................................................... 17 5.3 Increments ............................................................................................................................ 17 5.4 Merit Increase ....................................................................................................................... 17 5.5 Performance Rating ............................................................................................................... 17 5.6 Increment Range ................................................................................................................... 17 5.7 Proportionate Rating ............................................................................................................. 18 5.8 Promotions ............................................................................................................................ 18 5.8.1 Criteria ............................................................................................................................ 18 5.8.2 Selection Committee ....................................................................................................... 18 5.8.3 Approval ......................................................................................................................... 18 5.8.4 Salary Raise ..................................................................................................................... 18 5.9 Acting Charge of Higher Position ............................................................................................ 19 5.10 Against Leave Vacancy ......................................................................................................... 19 5.11 Against permanent vacancy ................................................................................................. 19 5.12 Increment, Promotion Dates ................................................................................................ 20 5.12.1 Increment dates ............................................................................................................ 20 5.12.2 Promotion dates ........................................................................................................... 20

Chapter: Writers Comments

viii

5.12.3 Salary change gap ......................................................................................................... 20 5.13 Expectations against Promises ............................................................................................. 20 5.14 Bonus .................................................................................................................................. 21 5.14.1 Variable Pay .................................................................................................................. 21 5.14.2 Eligibility ....................................................................................................................... 21 5.14.3 Philosophy .................................................................................................................... 21 5.14.4 Fixed Bonus ................................................................................................................... 21 5.14.5 Sales (incentive) Bonus: ................................................................................................. 22 5.15 Culture ................................................................................................................................. 22 5.15.1 Impeccable Integrity ...................................................................................................... 22 5.15.2 Caring Attitude .............................................................................................................. 22 5.15.3 Team Spirit .................................................................................................................... 23 5.15.4 Passion for Excellence ................................................................................................... 23 5.15.5 Delighting Consumers ................................................................................................... 23 5.15.6 Sharia Compliance ......................................................................................................... 24 5.16 Motivation Efforts ................................................................................................................ 24

• 6. Methodology

............................................................................................................................... 24 6.1 HR interview .......................................................................................................................... 24 6.2 Employee Questionnaire/Survey ............................................................................................ 26

• 7. Observations and Results

............................................................................................................. 28 7.1 Observed Organization’s Culture ............................................................................................ 28 7.2 Employee Motivation ............................................................................................................. 29

Chapter: Writers Comments

ix

7.3 Team Work ............................................................................................................................ 29 7.4 Job Satisfaction ...................................................................................................................... 30

• 8. Conclusions

................................................................................................................................. 31

• 9. Recommendations

....................................................................................................................... 31

• 10. References and Citations

........................................................................................................... 31

Chapter: 1. Executive Summary

1

• 1. Executive Summary

Shan Foods (Private) Limited is a rapidly growing food company with presence in over 60 countries in 4 continents, consisting of a work force of over 2500 employees. It is formed in 1981 in Karachi. Since its existence Shan Foods is providing the best to its consumers all over the globe. It has been able to do so with the help of latest equipment and in-house lab facilities, which scrupulously tests and analyzes each product right from the ingredient stage to finished form. Today, Shan is one of the largest exporters of premium quality products .In order to meet increasing needs of the consumers, Shan has now enhanced its production capacity even further with the manufacturing units in UAE and Saudi Arabia. In order to conduct our research report on Shan Foods, we interviewed Ms. Dania Hafeez, the HR manager of Shan Foods and also interviewed Shan’s employees with the help of questionnaires. After the collection of questionnaire data, we analyzed it using SPSS software for accurate results and conclusions. The culture at Shan Foods is very much supportive, customer centered, caring, and professional and most specifically Shariah based. They strictly follow the rules and guidelines mentioned by the Shariah of Islam. Shan foods has been so far very successful in motivating its employees and increasing their job satisfactory level through various rewards, appraisals and challenging tasks which are given to its employees on regular basis and also measuring its work force’s performance at appropriate time

• intervals. Shan Foods is also shining bright with its low employee turnover rate as compared to other
• rganizations in local markets.

This report contains a detailed insight of Shan Food’s organizational structure and its hierarchical

• levels. How did we gather the desired data and what are the conclusions and recommendations we

made on the basis of our valuable findings. It is all presented in our report. This report has given us the insight of all the concepts and practices, which we have learned in our course.

Chapter: 1. Executive Summary

11

Chapter: 2. Introduction and Background

12

• 2. Introduction and Background

25 years ago Shan was introduced in the market with food and culinary products. It was started from single room initially, family and relatives know about it then some other professionals also joined the newly born organization. Together, with the team work and motivation Shan crossed many milestones on the way towards success. Their main focus was to produce culinary products with superior taste, quality and convenience for local customers and international customers. This survey was conducted to identify the overall organization behavioral problems mainly focusing

• n the culture, motivation and Job satisfaction, and to recommend solutions to address these

problems.

• 3. Introduction to Shan Foods Private Limited

Shan Foods (Private) Limited is a rapidly growing food company with presence in over 60

• countries. SFPL started from a single small room some twenty-five years ago. The first few spice

recipe mixes were indeed shared within the family and it was not until much later that orders from distant relatives, friends, acquaintances and even perfect strangers started to arrive. It was then that the management decided to launch its very own brand and started a full-scale manufacturing unit to cater to the taste of local public. But, as fate would have it, the recipe mixes soon found their way into the international markets by virtue of local travelers, globetrotters and expatriates. The Company then decided to go into exports and since then there has been not looking back. Today, Shan is one of the largest exporters of premium quality products delighting consumers across 60 countries in 4 continents. In order to meet increasing needs of the consumers, Shan has now enhanced its production capacity even further with the manufacturing units in UAE and Saudi Arabia.

3.1 History

Believe it or not Shan Foods started from a single small room some twenty five years ago. The first few spice recipe mixes were indeed shared within the family and it was not until much later that

• rders from distant relatives, friends, acquaintances and even perfect strangers started to arrive.

Chapter: 3. Introduction to Shan Foods Private Limited

13

It was then that the management decided to launch its very own brand and start a full-scale manufacturing unit to cater to the taste of the local public. But, as fate would have it, the recipe mixes soon found their way into the international markets by virtue of local travelers, globetrotters and expatriates. The Company then decided to go into exports and since then there has been no looking back. Today, Shan is one of the largest exporters of premium quality packaged spices, recipe mixes, rice, pickles and desserts with products adding taste and flavors to meals across 42 countries in 4 continents. Shan has now enhanced its production capacity even further and is all set to lend your cooking more great taste and your family more good times.

3.2 Vision Statement 3.3 Mission Statement

To continuously develop and produce quality products that meet the customers and markets demands, compatible with applicable regulatory requirements. To be a consumer oriented company with keen insigne of food products ensuring quality panty consistency and authentic taste to operate with state of the art technology to obtain optimum results and retain highest quality standard thrived efficient and motivation human resource and inculcate in them a sense of participation and proved for personal goals and development

Chapter: 4 Organogram

14

4 Organogram

M4 M5 M6 M7

CEO/Chairman COO HOD Sales Managers HOD Marketing Managers HOD Ops. Managers HOD SCM Managers HOD QC/QA Managers HOD HR/Admin Managers CFO Managers Director Finance HOD Audit Inspectors Managers HOD MIS/IT Managers

Chapter: 4 Organogram

15

4.1 Departmental Hierarchy 4.2 SWOT

4.2.1 Strength

• Shan Food has the finest and skilled men and women working within the organization
• Shan Food has a very strong heritage and legacy behind it which has given it a strong

goodwill in households.

• Shan Food enjoys an approximately 50% market share in the recipes mixes category.
• Shan Food is a leading exporter of food items from Pakistan providing it an opportunity to

tap the large global market which helps it to expand at a rapid pace.

• Shan has a wide range of products and SKU’s available consolidating its presence in various

niches and keeping its customers loyal to the brand.

Chapter: 5. HR Policies: Salary and Rewards Systems

16

4.2.2 Weakness

• Shan is not present in Jams and marmalades, Ketchups categories like National foods

thereby loosing an opportunity market. Many loyal Shan customers purchase National products in these categories which is causing loss of potential sales.

• Shan has a low market share outside Karachi in the Punjab market where National enjoys

market leadership. This is due to weak distribution of Shan products in Punjab market which is causing loss of potential sales. 4.2.3 Opportunities

• Shan can vertically integrate to produce its own raw materials which will not only reduce

costs but will also provide it more control over the quality of input.

• Shan currently has a very low advertising spend in the FMCG industry. It can deploy brand

activations and other innovative campaigns to switch customers from the loose/ unbranded segment to Shan products.

• Shan can also horizontally expand its scope like national foods and enter the other related

food categories where it can tap its loyal customers with minimal extra efforts. 4.2.4 Threats

• The biggest threat to Shan is the high inflation in Pakistan coupled by a global recession

which is putting pressure on the profits and sales.

• The prevalence of counterfeit products is also threat to Shan causing loss in goodwill and

potential sales.

• 5. HR Policies: Salary and Rewards Systems

5.1 Policy

The Company places esteem regard, attaches great value and high recognitions to excellent

• performance. It is a policy of the company to offer a career employment to its employees. Company

encourages its potential employees to grow with the Company.

Chapter: 5. HR Policies: Salary and Rewards Systems

17

5.2 Job Classification

Keeping in view the functional responsibilities and authorities placed with different positions, all the jobs have been classified into various grades. The salary of new employees is fixed according to the grades classified in the Job Classification chart.

5.3 Increments

Fixation of salary is a matter between employee and the Company whether it is initial fixation on appointment or subsequent increases to the employees on permanent payroll.

5.4 Merit Increase

Salary increases are not automatic. The periodic increments are not granted solely on the basis of completing a fixed period or length of service. These have to be earned during the tenure of service with the Company. Performance will be evaluated on the basis of KPI achievement, the ratings acquired on Competencies required to perform the job and company performance for that year. It is an incentive to an employee to continue and increase his efforts for better achievement through enhanced performance which is the only determinant of a merit increase.

5.5 Performance Rating

Based on the performance appraisal, performance rating of each employee is determined which may be as follows:- 1 - Excellent 2 - Above Average 3 - Average 4 - Below Average 5 - Poor/unacceptable

5.6 Increment Range

Based on the Company’s performance at the end of the fiscal year, the management announces the range of increments to be applied on the different performance ratings and allowed to the employees accordingly to those who have completed one year of service with the company. Example: In case where the management has decided an Increment range of say, 2% to 10% is further allocated to the employees having different performance ratings which, according to the management, may be as follows: Performance Rating Percentage Increase 1 - Excellent 10% 2 - Above Average 7% 3 - Average 5% 4 – Below Average 3% 5 – Poor/unacceptable 2%

Chapter: 5. HR Policies: Salary and Rewards Systems

18

5.7 Proportionate Rating

There may be cases that on the date on which normal increments are due, some employees have either completed more than 6 months but less than 12 months, or more than 12 months but less than 18 months, of service since the date of their last increment or fixation of salary. In such cases, they are allowed a proportion of their normal due (according to the rating scale) increment, which the completed months bear to the 12 months.

5.8 Promotions

5.8.1 Criteria Employees working in one grade are promoted to the higher positions keeping in view their potential as well as the availability of a position in the higher grade. The word ‘Promotion’ is applied to assuming enhanced responsibilities. Otherwise, it is considered as ‘up gradation’ and not a

• promotion. As such, for promotion 3 criteria are applied:

a) The person should have potential to assume higher position and enhanced responsibilities. b) After promotion the employee must assume more responsibilities. c) There must be a position available / vacant in the higher grade in the hierarchy. 5.8.2 Selection Committee For the purpose of establishing fairness in promotion, various selection committees are constituted to clear the recommendations made by department heads for different levels of promotions. These recommendations are forwarded to HOD (HR) who compiles the list and after keeping in view the budget provision, puts up to Promotion Committee. 5.8.3 Approval Based on the clearance by the Promotion Committee, all the cases are forwarded to the Chief Executive for approval. 5.8.4 Salary Raise All the promotions are simultaneously followed by an appropriate increase in salary other than the merit increase. When an employee is promoted to a higher position his salary is fixed at the

Chapter: 5. HR Policies: Salary and Rewards Systems

19

minimum of the salary scale of the position where he is being promoted to. Provided that the increase in the gross salary so fixed is not less than 20%’ of his existing gross salary.

5.9 Acting Charge of Higher Position

Sometimes employees are put to assume the responsibility of higher position against: a) A leave vacancy which is of temporary nature; b) A vacancy of permanent nature in higher position may due to cessation of employment of the person in higher position; or c) Creation of a higher position in the Organogram.

5.10 Against Leave Vacancy

Assuming the responsibility of higher position on temporary basis is also a process of management

• development. The employee resumes back his responsibilities of the previous position when the

vacancy is filled up on the resumption of duties by the person who had earlier proceeded on leave.

5.11 Against permanent vacancy

When a permanent vacancy, arise either by vacating the position by an employee or creation of new position, is filled from within by a person who is presently working in a lower position following practices are adopted:

• That the incumbent is asked to assume the charge of higher position on ‘acting basis till

further orders’. This would eliminate the concept of defining any probation period for promotion to higher position.

• That in case the incumbent is not found fit for the position, he is returned back to his original

position.

• That no salary raises or benefits attached to the higher position is granted to the incumbent

for working in the new position unless confirmed in that position.

• That the selection committee recommends the promotions of the incumbent in the higher

position on the basis of his performance in the existing position and the potential for assuming enhanced responsibilities of higher position. In such case, if approved by the competent authority, a letter of promotion is issued to the incumbent with the salary raise

Chapter: 5. HR Policies: Salary and Rewards Systems

20

and the benefits, if any, attached to the higher position. The promotion, if the committee approves, may be with retrospective effect.

5.12 Increment, Promotion Dates

5.12.1 Increment dates Normally the increments are granted on annual basis preferably on the commencement of fiscal year of the Company. However, in very special case, the merit increment to an employee may be awarded on a date other than the commencement of fiscal year with the special approval of the Chief Executive. 5.12.2 Promotion dates It is not necessary that the promotions are made only effective from the commencement of the fiscal year. The promotion can be made at any time when the management feels the justification of promoting an employee to the higher position. Delayed promotions may not motivate the employee as much as the timely promotion would do. 5.12.3 Salary change gap As a practice, there should be no change in the salary of an employee due to an increment within a period of six months. However, in case of a promotion, the change in salary may be of a shorter period than 6 months For the next increment, procedure as laid down in paragraph 2.4 may be applied.

5.13 Expectations against Promises

Company does not believe in making promises for the future increments, promotions or other

• benefits. Increments are based on the performance of an employee as appraised by the concerned

supervisor and approved by the management. For promotions, many factors are considered and looked at before upgrading or promoting an employee to a higher position which is also cleared by a committee and approved by the Chief Executive. Therefore, it is clear that any person who is not competent in his own capacity to sanction any increments or promotion is not allowed repeat not allowed to make any promise for good increments / promotion to motivate an employee. If any person does so, he is believed to take shelter against his own incompetence in managerial skills. If an employee believes in such promises he may do so at his will. The Company does not entertain any grievance of not keeping up any promises by his superiors.

Chapter: 5. HR Policies: Salary and Rewards Systems

21

5.14 Bonus

With the management’s commitment to the employees’ welfare coupled with its liberal approach towards their wellbeing it has set financial assistance to them in the shape of following bonuses:

• Variable Pay
• Fixed Bonus
• Mandatory Bonus (10-C)
• Sales (incentive) Bonus

5.14.1 Variable Pay This bonus is also known as Performance Bonus. 5.14.2 Eligibility All the employees who have contributed towards company’s progress or helping it in meeting its strategic goals are eligible to the performance bonus. 5.14.3 Philosophy Variable Pay will amount to 10% of Annual Gross Salary. The components of Variable Pay are Company Performance (Top line and Bottom Line) and Employee Performance which is their achievement against their Key Performance Indicators (KPIs). The Variable Pay will be paid out as per the model as agreed and discussed by the Management and approved by the Chief Executive. Performance bonus is based on the company’s performance which, in fact is the results of each employee’s performance contributing collectively towards the company’s performance. The profitability of the company for the year has direct impact on the performance bonus available to

• employees. The variation in the company’s profitability causes changes in the ratio formulae that

have been designed to determine the performance bonus due to employees. 5.14.4 Fixed Bonus This will be paid out by the company on the occasion of Ramzan / Eid ul Fitr and will amount to 5%

• f Annual Gross Salary.

Chapter: 5. HR Policies: Salary and Rewards Systems

22

5.14.5 Sales (incentive) Bonus: 5.14.5.1 Eligibility All the field sales force is eligible to get a sales incentive bonus. 5.14.5.2 Quantum The amount of each salesman’s bonus is calculated based on his achievements against the given targets.

5.15 Culture

Shan Foods Private Limited maintains a culture covering the following core values 5.15.1 Impeccable Integrity

• We are driven by our Vision, Mission and Values
• Our personal and business conduct ensures that ours is a company worthy of trust.
• We are ambassadors of Shan Foods and are proud to be a part of it. We take care of our

business image & promote it wherever we go and whatever we do.

• We are professionals and treat one another with respect and dignity; regardless of position,

age, gender, ethnic ,individual and cultural differences

• We do what we say and say what we do
• We comply with all legal laws and requirements.
• We honor our commitments.
• We are fair and ethical with all stakeholders

5.15.2 Caring Attitude

• We care about and actively contribute to the community in which we operate and to the

world community as well.

• We aim to make a positive impact in many ways: through our brands, our commercial
• perations and relationships, through voluntary contributions, and through the various
• ther ways in which we engage with society.
• We are responsible to our employees; men and women who work with us throughout the

world.

• Our working conditions are clean, orderly and safe
• Everyone is considered as an individual. We respect their dignity and recognize merit.

Chapter: 5. HR Policies: Salary and Rewards Systems

23

• There is equal opportunity for employment, development and promotion for those qualified
• We are mindful of ways to help our employees fulfill their family responsibilities

5.15.3 Team Spirit

• Our team spirit binds us together, transcending organizational, functional, and geographic
• boundaries. We cooperate, collaborate, and empower one another in recognition that a

united effort translates into exceptional solutions.

• We work hard towards a common goal and deliver beyond expectations
• We encourage individuals and teams to express their views, contribute suggestions,

constantly search for creative business solutions and use their talent to the fullest.

• We reward & recognize our winning teams and celebrate our success. Success stories are

shared and celebrated 5.15.4 Passion for Excellence

• We constantly strive to redefine the standard of excellence in everything we do
• We set new benchmarks for the industry by going the Extra mile and delivering superior

value to our consumers and stakeholders.

• We are inspired by new challenges and are committed to deliver extra ordinary results in a

timely manner.

• Innovation is the cornerstone of our success.
• We encourage risk taking and creativity. We promote a work culture where people are

cohesively working together, processes are improved and innovation is cherished.

• We continuously strive to instill winning instincts in all spheres of activities.

5.15.5 Delighting Consumers

• We owe our existence to mothers, wives, daughters, homemakers, chefs and all others who

use our products. In meeting their needs everything we do is of premium quality.

• We delight our consumers by offering innovative and exciting food solutions. We reach out

to them wherever they are, to meet their current and emerging needs.

• We provide consistent quality and continuously improve our products through processes,

systems and ingredients for a delightful food experience

Chapter: 6. Methodology

24

5.15.6 Sharia Compliance

• We strictly comply with all Sharia laws and remain conscious of it in every sphere of

business.

• We make decisions and business plans in compliance to Sharia laws and ensure that all our

business processes, policies and products adhere to Sharia

• We never compromise with our religious values.

5.16 Motivation Efforts

Shan Foods believes in that motivation increases efficiency of the employees. Therefore the company makes the following efforts to enhance motivation and the trust of the employees of the

• rganization.
• Monetary Benefits
• Candid Appraisals
• Training Programs
• Promoting Team Spirit
• Employee of the Month (Departmental & Interdepartmental)
• Extra Curricular
• 6. Methodology

The methodology is based on the Employees Questionnaire/Survey and an Interview with the HoD

• HR. The Data collected, is statistically analyzed. The Findings are interpreted and recommendations

are made accordingly.

6.1 HR interview

• What are the timings and total duration of work conducted by your employees?
• Is the organization’s timing followed rigidly or leniently?
• What is the duration of lunch break and is there any additional breaks like Namaz or tea are
• ffered to employees?
• What are the benefits offered and Is Rewards are given out to suit the preference of the

recipients? Is there openness to suggestions from people at all levels of the organization?

Chapter: 6. Methodology

25

• To what extent employee’s safety is considered?
• Do seniors values new ideas and implements them quickly?
• Do HR department is creative in finding new ways to attract top talent among diverse

groups?

• How often organizational policies are reviewed to assess effectiveness?
• Is the Top executives in this company are innovative and approachable?
• In your organization, change is viewed as a challenge and an opportunity?
• To what extent your organization focuses on interaction between employees?
• What social and cultural events are celebrated in your organization?
• What employee recognition programs (like Employee of the Month etc.) are offered in your
• rganization?

Your organization prefers your employees to work in group or individually?

Chapter: 6. Methodology

26

6.2 Employee Questionnaire/Survey

The questionnaire is carefully drafted into three sections.

• First section is measuring 14 Dimensions of Motivation.
• Second section is measuring Team Culture by using weight-age and correlation method.
• Third section is measuring their level of Job Satisfaction. This part is structured on WELCOA

(Wellness Council of America) Job Satisfaction dimensions evaluation. The Sample of the questionnaire is as follows.

Institute of Business & Management

Em ployee Survey Questionnaire

Version 1.0

Name: Designation: Age: Gender: Years of Education Completed: Department: What is the Nature of your Job? What is your Role in the Organization? How long have you been working in the Organization? Q. No. Mark with 'X' on the scale, how much you like the following about Shan Foods Private Limited Strong Disagree Disagree Indifferent Agree Strongly Agree 1 I like my Organization 2 I like my Nature of Job 3 The Work Environment of my Organization is Good 4 Exercising Power & Authority is Fair 5 My Colleagues Cooperate with me 6 I see my Personal Growth here 7 I am proud to be affiliated with the Organization

Chapter: 6. Methodology

27

8 My Organization provides opportunities for Career Progress 9 There is a healthy Competition 10 I get Recognition for my achievements 11 The Job I do is of my Interest 12 My Job involves adequate level of activities 13 Organization provides Ease & Security to perform Tasks 14 I am Satisfied with the Monetary Reward Q. No. Mark with 'X' on the scale, how much you like the following about Shan Foods Private Limited Never Rarely Indifferent Most

• f the

Time Always 15 My work group plans together 16 My work group coordinates its efforts 17 My work group make good decisions 18 My work group solve problems well 19 Information about important events and situations are shared within my workgroup 20 My workgroup is responsible for meeting

• bjectives successfully

21 My workgroup is able to respond to unusual work demands placed upon it 22 Overall I am satisfied with my boss 23 Overall I am satisfied with my job 24 Overall I am satisfied with this

• rganization

25 I am satisfied with the chances of getting ahead in the organization in the future 26 The organization is effective in getting you to meet its needs and contribute to its effectiveness 27 The organization meets my needs as an individual 28 My team has enough freedom to decide its way of working Q. No. Mark with 'X' on the scale, the following about Shan Foods Private Limited Yes No Somewhat 29 I look forward going to work on Monday morning. 30 I feel positive and up most of the time I am working. 31 I have energy at the end of each work day to attend to the people I care about. 32 I have energy at the end of each work day to engage in personal

Chapter: 7. Observations and Results

28

interests. 33 I have the time and energy in my life to read books that interest me. 34 Most interactions at work are positive. 35 I have good friends at work. 36 I feel valued and affirmed at work. 37 I feel recognized and appreciated at work. 38 Work is a real plus in my life. 39 I’m engaged in meaningful work. 40 I feel free to be who I am at work. 41 I feel free to do things the way I like at work. 42 My values fit with the organizational values. 43 I am aligned with the organizational mission. 44 I trust our leadership team. 45 I respect the work of my peers. 46 I have opportunities to learn what I want to learn. 47 I feel involved in decisions that affect our organizational community. 48 Creativity and innovation are supported. 49 I feel informed about what’s going on. 50 I know what is expected of me at work. 51 I have the materials and equipment that I need in order to do my work right. 52 I have the opportunity to do what I do best every day at work. 53 My manager cares about me as a person. 54 I know someone at work who encourages my development. 55 My opinions count. 56 My coworkers are committed to doing quality work. 57 My manager reviews my progress. 58 I am fairly compensated.

• 7. Observations and Results

The sample frame was all permanent employees and the sample size was 2577. Unfortunately the entire sample data acquisition wasn’t possible as 5 employees from different department were on annual leaves. The Observations and finding according to the objectives of the survey and interview are as follows

7.1 Observed Organization’s Culture

Following are the Observed Culture at Shan Foods

Chapter: 7. Observations and Results

29

• Respect, Integrity and Honesty are the virtues of Shan Foods culture. The employees, we

interacted with, were highly motivated and the management cooperated with us during the procedures.

• Religious Culture (Islamic)
• Shan Foods practices an effective diversity management
• Office ambience was clean, very attractive and very well decorated
• Shan Foods practices monthly acknowledgments for best employees both departmentally

and inter departmentally.

• Annual Interdepartmental Indoor Sport Championship
• Annual Cricket Tournament Hosted by the Director Finance
• Shariah Compliant Business process

7.2 Employee Motivation

• Q. No.

Description Sample Mean 1 I like my Organization 4.67 2 I like my Nature of Job 4.72 3 The Work Environment of my Organization is Good 4.98 4 Exercising Power & Authority is Fair 4.67 5 My Colleagues Cooperate with me 4.82 6 I see my Personal Growth here 2.78 7 I am proud to be affiliated with the Organization 4.98 8 My Organization provides opportunities for Career Progress 2.88 9 There is a healthy Competition 4.89 10 I get Recognition for my achievements 4.97 11 The Job I do is of my Interest 4.87 12 My Job involves adequate level of activities 4.93 13 Organization provides Ease & Security to perform Tasks 4.76 14 I am Satisfied with the Monetary Reward 4.65 Total Average level of Motivation 4.54 Note: The Average Motivation level shows that there is a Highly Motivated environment of Work

7.3 Team Work

• Q. No.

Description Sample Mean 15 My work group plans together 3.33 16 My work group coordinates its efforts 3.75 17 My work group make good decisions 4.01 18 My work group solve problems well 3.87 19 Information about important events and situations are shared 3.91

Chapter: 7. Observations and Results

30

within my workgroup 20 My workgroup is responsible for meeting objectives successfully 4.23 21 My workgroup is able to respond to unusual work demands placed upon it 4.17 22 Overall I am satisfied with my boss 3.82 23 Overall I am satisfied with my job 4.89 24 Overall I am satisfied with this organization 4.34 25 I am satisfied with the chances of getting ahead in the

• rganization in the future

3.89 26 The organization is effective in getting you to meet its needs and contribute to its effectiveness 3.99 27 The organization meets my needs as an individual 4.56 28 My team has enough freedom to decide its way of working 4.28 Total Average Level of Team Work 4.07 Note: The Average level of team work score is 4.07 which is Good

7.4 Job Satisfaction

• Q. No.

Description Sample Mean 29 I look forward going to work on Monday morning. 1.89 30 I feel positive and up most of the time I am working. 1.56 31 I have energy at the end of each work day to attend to the people I care about. 1.78 32 I have energy at the end of each work day to engage in personal interests. 1.86 33 I have the time and energy in my life to read books that interest me. 1.36 34 Most interactions at work are positive. 1.39 35 I have good friends at work. 1.67 36 I feel valued and affirmed at work. 1.76 37 I feel recognized and appreciated at work. 1.45 38 Work is a real plus in my life. 1.34 39 I’m engaged in meaningful work. 1.62 40 I feel free to be who I am at work. 1.26 41 I feel free to do things the way I like at work. 1.65 42 My values fit with the organizational values. 1.43 43 I am aligned with the organizational mission. 1.65 44 I trust our leadership team. 1.23 45 I respect the work of my peers. 1.21 46 I have opportunities to learn what I want to learn. 1.23 47 I feel involved in decisions that affect our organizational community. 1.14 48 Creativity and innovation are supported. 1.67 49 I feel informed about what’s going on. 1.11 50 I know what is expected of me at work. 1.35 51 I have the materials and equipment that I need in order to do my work right. 1.7

Chapter: 8. Conclusions

31

52 I have the opportunity to do what I do best every day at work. 1.56 53 My manager cares about me as a person. 1.66 54 I know someone at work who encourages my development. 1.43 55 My opinions count. 1.76 56 My coworkers are committed to doing quality work. 1.67 57 My manager reviews my progress. 1.57 58 I am fairly compensated. 1.76 Average WELCOA Evaluation 45.72 Note: The Average WELCOA Evaluation is 45.72 which represent that the Job Satisfaction Level is good.

• 8. Conclusions

The Employee turnover during the fiscal year 2009-2010 was 16 as told by AM Human Resource, which is 0.64% of the total. The Motivation Level of Shan Foods is high, whereas the areas of Personal Growth and Career Progress are below the required level of the respective dimensions. Shan Foods employees practice an affective team work The level of Job Satisfaction is good as well

• 9. Recommendations

Following are the recommendation to cover the little lagging in motivation environment.

• A Recommendation to conduct TNA within the organization
• Announcing Employee Training and skill development programs
• Practice Job Enrichments
• 10. References and Citations
• Shan Foods Human Resource Policy Manual 2009 – 2010 /HRM-001
• Shan Foods Business Portfolio 2009 – 2010 /BPR – 101
• Shan Foods Situation Analysis 2009 – 2010 /STG – 104
• WELCOA Evaluations http://www.welcoa.org/

Chapter: 10. References and Citations

32

• Society of Human Resource Management http://www.shrm.org/

10/4/2012 1

SHAN FOODS

Presented By Dynamic Solutions

Vision Statement:

• Services are fully customized for each client.
• Effective CRM System is the backbone of our success.
• Privacy and Data Security Systems has been the key to win

SHAN FOODS (Pvt) Ltd.

Company’s Profile

• Established in 1981
• Consisting of a work force of over 2500 employees.
• Continuously emphasizing on Human Resource Development through:

• Equipped with latest In‐House Lab Facilities, which scrupulously tests and analyzes each

10/4/2012 2

Vision Statement

Mission Statement Mission Statement

• ur consumers. We will enhance shareholders value through

Shan’s Recipe for Success

• Fully‐Equipped, Modern Facilities
• State‐of‐the‐Art Production Techniques
• Training and Development Programs

Measuring Employee’s Motivation, Turnover & Culture at Shan foods

Objectives of our Study

• Methodology:

• Questionnaires from the selected unit of analysis at Shan Foods.
• Conducted an interview with Head of HR Department
• Procedure of the Study:

Process:

10/4/2012 3

Findings

Culture

• 1. Impeccable Integrity
• 2. Caring Attitude
• 3. Team Spirit
• 4. Passion for Excellence
• 5. Delighting Customer
• 6. Shariah Compliance

Motivation

• 10. Recognition

• 11. Interest
• 12. Level of Activity
• 13. Ease & Security
• 14. Monetary Reward

Job Satisfaction

• We used WELCOA ‘s Job Satisfaction Evaluation Method.
• It uses 30 question for evaluation
• It comprises of 5 slabs / level of Job

Results

• Personal Growth & Progress has an Average Below ‘3’.

Motivation

• Others have an average of ‘4.5’.

10/4/2012 4

• Shan Food’s Average WELCOA Evaluation Score was

Job Satisfaction

• Shan’s Employee Turnover Rate in 2009‐2010 was

Conclusion!

Recommendations!

• Progress

• Personal Growth

Thank Y ank You!