Unilever Pakistan: Motivation From HRM

Unilever Pakistan Motivation From HRMIntroductionThere is no doubt that constitutions in the modern world have attituded great importance in the development of the benignant resource management. This is beca intent geological formations put one overk to select, hire, retain and staff the exceed talent to the workforce. Rewards strategies ar iodine of the main functions of human resource management. Indeed, these functions atomic number 18 set to accession the motif of their workforce and avoid any dissatisfaction that whitethorn occur to the employees. Different theories of motif were thought of to explain and analyze the conduct of employees. In addition, many punish strategies were practiced in order to increase the motivation of employees and exclusivelyure them. The main sharpen of this paper is the chance to search how multinational organization of Unilever in Pakistan increases the motivation of their employees and deal with any dissatisfaction finished the use of payoff musical arrangements as Unilever Pakistan facing HR riddle of lag of proper reward administration for the motivation of employees and supervisors.Since the constraints of the situation be demanding that the research is conducted through with(predicate) the HR managers of Unilever Pakistan to be included in the research it has been mulish that Maslow Hierarchy of Needs is the roughly appropriate vehicle for testing the blow of rewards. In Unilever Pakistan HR managers are responsible for assessing levels of motivation in the workforce and this go away normally be a subjective assessment of levels by groups and not by individuals we feel that this reinforces the choice of Maslows theory for the purpose of the research. basis of Unilever PakistanUnilever Pakistan Limited is a multinational organization. Unilever PLC London is its parent group. Unilever is a European ground company with command center in London, and their shares are quoted at the stock substi tute of several European countries. They deal in all kinds of harvest from animal foodstuff to foods and detergents plus other individualal and consumer products.The organisational structure of Unilever Pakistan consists that Unilever has its subsidiaries in over 80 countries of the world, to which it spreads its vast understanding and resources.Unilever has cholecalciferol working companies in 80 countries. It has 0.3 million employees and proceeds of sales in 23000 million pounds. Unilever has around 2000 employees in Pakistan.InterventionsThe interventions relevant to the situation of reward constitution in Unilever are as followsLINK BETWEEN MOTIVATION AND come backTo assess the link mingled with motivation and reward of multinational organization of Unilever in Pakistan. The results indicate that there is an enormous link between motivation and reward. At Unilever Pakistan the best way to ensure continuous growth in peoples mathematical operation is to constituent a Rewar d scheme and the reward dodge moldiness emphasis on autocratic reinforcement as it is the most successful mean to cause preferred behavior. By positive reinforcement at Unilever Pakistan people put in more effort in work so that they may chance on a reward of their gravely work and reward system ensure that their unmanageable work doesnt go uncompensated. So it clearly indicates that at Unilever Pakistan there is an enormous link between motivation and reward. A well planned and efficient reward system when managed impressively would result into smooth organizations change process hence positive reinforcement of the desired behavior would enhance the carrying into action which proves our research intention of extensive link between motivation and reward.Whenever the word Motivation is used, the archetypal theory that hits the thought is the Abraham Maslows hierarchy of hire. He investigated the human behaviors and pointed out quintuplet basic needs of human psycholo gy and populateence in a hierarchy. These basic needs (physiologic, safety, social, self esteem and self actualization or self fulfillment) end be considered basic determinations for any human. These basic needs or goals have been prioritized into ranking and elaborate the pattern in which public go for these in their lives (Goble, 2004).Mans foremost struggle arises for its existence and as per Maslow, physiological (hunger, sleep, sex etc.) and safety or protection needs reflect the kindred efforts. As first need is satisfied the demand for the next iodin arises and gradually the aim is shifted through these needs one by one and finally reaches self actualization. Although, virtually all of these five needs exist in every one, except the realization of the need only comes when the human fulfils the general criteria to get qualified for that specific need. In-fact, the real variable that builds the instal for the qualification is the satisfaction of previous needs.According to the study, Job satisfaction of Employees Horticulture expression studies in Michigan, it has been proved that the supervisors and non supervisory employees differ regarding their satisfaction with job components. Supervisors see job security, attainment, interpersonal relations and supervision as the most meet factors at piece of work. They perceive the job itself and the company as ambiguous factors darn the compensation and working conditions as the hygiene factors. Supervisors are apt to be less displeased with their rewards (Sara , Barry Kathleen, 2004).One of the most rejoiced solution of this HR problem is that rewards by the employees at Unilever Pakistan can be awarding them with paid provide by their supervisors as the acknowledgement of their commendable feat. Along with that Supervisors essential be rewarded with salary increment within the approved salary range of their positions. composition at Unilever Pakistan must facilitate their supervisor to have an au thority to reward their employees with annual merit increment due to their praiseworthy work which has brought somewhat considerable benefit to the organization or department.Key talking to unequivocal reinforcement, behavior, reward, motivationREWARDS STRATEGIES TO INCREASE MOTIVATIONTo assess the extent to which organizations attempt to use their reward strategies to increase motivation of their supervisors at multinational organization of Unilever in Pakistan. Unilever Pakistan implementing performance management process must also not lose track of variables which are critical for its success and evaluate them at pre defines prescribed intervals. Feedbacks must be depicted in charts in timely manner performers must be valued through some token of appreciation. Performers revaluations must be use as an opportunity to reflect how winning can be possible in achieving goals and which practices must be adopted and these reviews must be as frequent as possible so that the inform ation is fortified. Always set many closely achievable milestones instead of every quarter achievable milestones and whenever those milestones are attained celebrate them. There must be some other source of feedback other than annual performance appraisals. life in mind while material bodying your organizations program to be as original and unique as possible and avoid the design to solely comprise of forms. (Reference Pinder. C.(1984) Work and motivation University of brutish Columbia, Foresman and company. )Three assumptions forge Adams equity theory. First, beliefs that are developed by people hold that the fine they receive is equitable to the percentages they made for their work. Secondly, the theory suggests that employee compare their input and rig with and the benefit they received with other employees input and output. Finally, if an inequality is existed wherefore this will lead to the dissatisfaction of the employees (Pinder 1984). Therefore, this theory gives HR manager some guidelines in to design a reward system that can be perceived as equable by employees and avoid any dissatisfaction (Richard, 2008).Hertzberg provided five motivators in the workplace credit entry, achievement, advancement, responsibility and the work itself. He oppositeiated motivators and hygiene factors by suggesting that motivators aim achieving job satisfaction in the long run but hygiene factors are focused on short term satisfaction of the employees (Gmez Crowther, 2007).HR managers use different strategies to reward different class of employees depending upon their job nature, competencies, clevernesss, knowledge, performance and their contribution in the productivity of the organization. In terms of best practice, different policies of HR are only suitable in different destiny (thrope and Homan 2000). Following are some general practices in this regard These rewards may be monetary as well as nonmonetary (Nelson, 2005).Longevity break plansPay for perform ance strategiesPay work skills and knowledgeTeam based pay packages to promote team effortsIndividual pay plansCompensation plans for ExecutivesIncentives boodle sharing in terms of merit based bonuses or by giving ownership share through stocksOffering perks and fringe benefitsProviding well job environs, flexible working hours, interpersonal and recreational activities etc.Rewards are given to emphasize or reinforce the certain attributes like performance and loyalty etc. depending upon the strategic goals of the organizations. The nature of attributes and rewards varies from organization to organization.Key words Motivation, reward, physiologyRECOMMENDATIONS FOR POSSIBLE CHANGES REWARDING AND MOTIVATIONTo make recommendations for possible changes to practice at multinational organization of Unilever in Pakistan. Certain sets of criteria are designed retention in mind all the salient aspects which are needed to be catered in designing and evaluating programs.Specific Ambiguity emerges when there are unreadable instructions about the rewards and their required actions and this creates a negative sense for the organization in the heart and mind of the people. Keeping it simple, clear and specific helps arrive at ambiguity and hence streng whenceing the overall program.Meaningful Rewarded achievements should carry a significant return over investment for both the performer and the organization. The rewards must be specified for an achievement which has any significant impact on organizational progress as well as performers personal or passe-partout life.Achievable If goals are unrea inclination of an orbitically high to achieve then those propagates negative reinforcement within the employees so while setting the goal for any individual or group of employees it should be kept in mind that those goal must fall within the boundary of achievable. authentic The program designed must follow its rules and procedures accordingly. Any Exceptions must be dealt with certain pre-defined steps which are specified in the programs design. sentencely Time factor is very keen in positive reinforcement. The Reward system heavily relies on rewarding the performers at the right time for their hard work so that they can feel esteemed. Certain intervals must be specified onto which the performers would be rewarded.At Unilever Pakistan supervisors appraisal are top of the list when it comes to positively reinforce and motivate the employees. Supervisors at Unilever Pakistan must acknowledge employees contribution both verbally and in written either personally or with an electronic aid although the personal interaction is much more effective and employees feel valued and recognized for their effort and contribution.Another solution is that supervisors at Unilever Pakistan must be provided with opportunity to increase their professional expertise and skills by letting them participate in educational programs and workshops. It is very important for professio nal growth and development opportunities at Unilever Pakistan. As employees at Unilever Pakistan would develop unused skills, organization can have additional benefit from it. (Reference Bruce, Anne Pepitone, James S.(1998) need employees., McGraw-Hill Professional,.)Bruce and Pepitone (1998) provide that motivation is the inner drive that compels a person to act as in a particular pattern. People have different needs which they require to satisfy through different means. People are actuate when their needs are satisfied. When people are in need they look opportunities which can satisfy them. The urge to get satisfaction drives a person to achieve something. Therefore, the existence of needs motivates individuals to work hard to achieve goals and objectives. respective(a) theories of motivation explain the influence of rewards on the behavior of individuals and teams (Armstrong 2002). Motivation determines the performance of activities within the organization. The behavior of individuals is shaped by the motivators since people seek factors which ameliorate their work conditions. Satisfaction of one need leads to the demand for another need according to Abraham Maslow (McClelland, 1987). There are both intrinsic and extrinsic factors which motivate an individual to behave in a particular manner. inbuilt factors expire from within the person and give a person the will to achieve more. Extrinsic factors originate from the environment in which a person lives (Goble, 2004).Bruce and Pepitone (1998) were of the stamp that there are two categories of motivational factors Intrinsic and extrinsic factors. Intrinsic factors refer to the inner feeling that a person has about the place of work. Extrinsic factors are the external factors which motivate an employee. Extrinsic factors include rewards, promotion, recognition and others. Employees work harder when their welfare is put into consideration by their managers. According to Bogardus (2009) employees are not only make by the wages they receive from the organizations but also motivated by many other factors within the environment of the organization. Therefore, in an organization the employees have different personalities, attitudes, responsibilities and views. Employees require different motivation strategies to ensure they improve their performance and work for a long continuation of time (Gmez Crowther, 2007). Finally, reward systems are developed to cater the requirements of any organization in a specific manner because it is considered that they directly affect the force of employees by motivating or de-motivating them (Sara, Barry Kathleen, 2004). Further to the discussion, the later part of the review will cover the various theories of motivation.Key words Motivation, reward, performance deduction I analyzed that to achieve Unilever Pakistan goals and to bring out the required results from the employees it is exceedingly necessary that they are kept highly motivated and s hould be provided with such(prenominal) an environment in which their motivation is not only keep constitutional but also flourish. To attain this environment and to stimulate their motivation I figured out that positive reinforcement through rewards and performance appraisal system can prove very much beneficial. While in a higher place we discuss what kind of rewards could be employed and what criteria should performance appraisal system must abide to enhance motivational environment of the organization, here are list of few steps that a manager can communicate himself apart from all the organizational process and procedure to keep a clear check, balance and knowledge about the motivating factors of his employees.Dont just bide to theory. Implement it practically because just reading the articles or research custom help until it is put in practice.Analyze your own set of factors that keeps you motivated in the organizations. This would help you understand other employees fact ors as well.Identify the factors and then take input from the employees. It can also be done through a survey forms.Work with each employee to include their motivational factors into the reward system.Improve your interpersonal relationship with each employee and try to nurture the skill to delegate in every employee.Rewards must not be lingered for long. They must be awarded as soon as the desired behavior or the reward criteria is achieved by the employees. Late rewards have negative impact on motivation of the employees.