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Report on Application of Motivational Concepts In Grameenphone

Submitted by:
Rownok Rahman Joy Zayed Ashraf Alaul Ashraf Showrav Sabby Zaman Ashraf Uz Zaman 10204113 10204108 10221032 11104101 11104068

Submitted to:
Course Instructor: Afsana Akhtar Assistant Professor MGT 211 Principles of Management BRAC Business School BRAC University

Date of submission : 30th November, 2012

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Letter of Transmittal
15th December, 2011 To

Afsana Akhtar Assistant Professor BRAC Business School BRAC University

Subject: Submission of Term Paper Dear Miss, It gives us immense pleasure to submit our report on Application of Motivational Theory in Grameenphone Bangladesh Ltd. This report was assigned to us as a completion of the course Principles of Management, MGT 211.At every phase of making this report, we tried to enhance our knowledge about the policies that prevail in the industrialization of the countrys economy. This report will try to give the picture of our efforts and seriousness. We would be keen to assist for interpreting our report or any other further clarification if required. We will appreciate your valuable inquiries and suggestions on the report. Sincerely yours,

Rownok Rahman Joy 10204113 Alaul Ashraf Showrav 10221032 Sabby Zaman 11104101

Ashraf Uz Zaman 11104068 Zayed Ashraf 10204108

Acknowledgement
This report might never have been completed without the necessary practical knowledge, assistance of many books, articles, websites, and primary data. It is a pleasure to acknowledge the assistance received from several individuals during the preparation of this term paper. We are significantly indebted to our course instructor Miss Afsana Akhtar for her valuable help by providing us with suitable instructions. The assistance from the websites and annual report of the company played a vital role in the preparation of the term paper. Finally, without the help and support of Almighty Allah this report would have been left incomplete.

Executive Summary:
The report is designed to bridge the gulf between the theoretical knowledge & real life. It is designed to have a practical experience while passing through the theoretical understanding. Grameenphone is one of the most advanced industries in Bangladesh currently. We took the term paper on Grameenphone which stands as a famous name in telecom industry. We are proud to work with Grameenphone and this experience will surely help us in our future assignments. Through this term paper we learned quite a bit about Grameenphones application of Motivational Concepts. Moreover, we had a wonderful experience during our working period. While working on this report we got to know about Grameenphones socioeconomic contributions and their future schemes for the progress of the economy. Last of all I thank our friends who were always inspired us during the working period.

Chapter
Chapter One

Page no.
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1.1 Introduction/Background- - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - -10 1.2 Mission & Vision- - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - --- - - --11 1.3 Objective of the report- - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - -- -12 1.4 Methodology- - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - -- - - - - - - -13 1.5 Limitations- - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - -- - - - - - - --13 Chapter Two 14

2.1 Grameenphones Motivation-- - - - - - - - - - - - -- - - - - - - - - - -- - - -15 2.2 Finding and Analysis- - - - - - - - - - - -- - - - - - - - - - -- - - - - - - - - - 19 Chapter Three 20

3.1 Conclusion- - - -- - - - - - - - - - -- - - - - - - - - --- - - - - - - - -- - --------21 3.2 Recommendation - - - -- - - - - - - - - - -- - - - - - - - - --- - - - - - - - -- 21 Appendix - - - -- - - - - - - - - - -- - - - - - - - - --- - - - - - - - - - - - - - -------22 Bibliography - - - -- - - - - - - - - - -- - - - - - - - - --- - - - - - - - -- - - - - - - 24

ABSTRACT
The main purpose of this study was to assess the role of work motivation on employee performance. This study in an assessment of this purpose used deductive approach in which a qualitative survey was carried out among employees of Grameenphone. The survey was intended to get their responses on what they feel are the best factors that could motivate them in future. In this light the study sets to identify the most ranked factors among the ten motivational factors. The analysis from the empirical findings showed that Job satisfaction was the most ranked factor for both sub groups that made up the sample survey. However a study from previous researches used in this study showed that different results could be obtained from different groups of already working employees. This study therefore can be seen as an introduction to a more detailed study to be carried by future researchers on the field of employees motivation.

Chapter: 01

1.1- Introduction Company Overview

This is Grameenphone
Grameenphone Ltd., the largest telecommunications service provider in Bangladesh, received its operating license in November 1996 and started its service from March 26, 1997, the Independence Day of Bangladesh. Now, after 12 years of successful operations, Grameenphone is the largest mobile phone service provider in Bangladesh, with more than 33 million subscribers as of May 2011. The Company was successfully listed in November 2009 which was the largest IPO in the history of the Bangladesh capital market. Grameenphone provides services to rural and urban customers across Bangladesh, where mobile telephony is acknowledged as a significant driver of socio-economic development, both for individuals and the nation.

Our Vision
We exist to help our customers get the full benefit of communications services in their daily lives. Were here to help.

Our Mission
Grammenphone is the only reliable means of communication that brings the people of Bangladesh close to their loved ones and important things in their lives through unparalleled network, relevant innovations & services.

Our Values MAKE IT EASY

Everything we produce should be easy to understand and use. We should always remember that we try to make customers lives easier.

KEEP PROMISES
Everything we do should work perfectly. If it doesnt, were there to put things right. Were about delivery, not over-promising. Were about actions, not words.

BE INSPIRING
Were creative. We bring energy and imagination to our work. Everything we produce should look fresh and modern.

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BE RESPECTFUL
We acknowledge and respect local cultures. We want to be a part of local communities wherever we operate. We want to help customers with their specific needs in a way that suits way of their life best.

Objectives of the Study

The study has been undertaken with the following objectives: 1. To understand the meaning and nature of CSR; 2. To identify the CSR activities of Grameen phone.

Business Review
The year 2009 has been a fantastic year for Grameenphone from many fronts we have successfully been able to introduce various first of its kind innovative products and services to the market. The biggest news, however, for the company has been successful listing of Grameenphone in November 2009 which was the largest IPO in the history of Bangladesh capital market. Notably the company crossed the 23 million subscriber mark in December 2009, and saw both a steady revenue growth from quarter to quarter and increasing EBITDA margins despite declining ARPU (Average Revenue Per User). The most significant BIG introductions for the company have been the launch of our internet vision light will find its way with the GP-branded EDGE Modem in February; the introduction of the Grameenphone branded handset V100 into the market in August; and the launch of the StudyLine service in October 2009. Among the other notable launches were the mobile back-up service and the in-flight roaming service. The Samsung handset bundle offer for Bengali New Year met with a great response allowing subscribers to choose between two handset packages at the two attractive package rates of BDT 5,899 & BDT 1,899 respectively. Grameenphone formally signed two separate agreements with ICX (Interconnection Exchange) operators, GETCO

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Telecommunications Ltd. and M&H Telecom Ltd. for routing domestic inter-operator calls and International calls to and from GP subscribers, and IGW (International Gateway) operators, Bangla Trac Communications Ltd. and NovoTel Ltd., for routing International calls to and from GP subscribers respectively. 2009 was also the year the company took a deeper look at environment and took the lead in protection of the environment in Bangladesh when the environment and climate change campaign was launched in June 2009. The objective of the campaign was to support a healthier environment by both reducing GPs carbon footprint. GPs environmental roadmap aims to promote a low-carbon society and taking responsibility for its own carbon emissions. The program aims to reduce carbon emissions by 30-40% within 2015 from business as usual situation considering 2008 as the baseline. The collaborative project with the Prothom Alo in the collection of letters from 1971, culminated in the publication of a book Ekatturer Chithi in March 2009. As CEO, Oddvar Hesjedal explained at the onset of the project in December 2008, the project comes from the heart and will leave behind in its wake a document which will help to preserve an important part of history through the letters written by the Freedom Fighters to their near and dear ones.

1.2 - Objective of the report

Two types of objectives are given below:

Broad objective:
To present an overview and brief introduction to GP To learn about the motivation approaches to employees used by GP To learn about dealing with employees

Special objective:
To gain a relationship between theoretical and practical learning real life situation of GP To identify the motivational factors of GP

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To identify the different sectors those have direct involvement with employee motivation To give some suggestions for the maintenance of employee motivation

1.3 - Methodology
Both primary and secondary forms of information have been used to prepare this report. The details of these sources are highlighted below. Primary sources: Discussions with the employees of GP Informal conversation with the employees of customer service Different manuals of GP Secondary sources: Annual report of GP Information regarding the telecommunication service Different books and periodicals related to the telecommunication sectors Newspapers Website information

1.4 - Limitations
Briefly, we face the following limitation during preparing the term paper: Since GP is a big corporation it was something difficult to us to prepare the term paper within this time. One of the main barriers was time shortage. Due to time shortage, details of many aspects of the motivational factors of GP have been skipped in this term paper. It was very difficult to collect adequate data from such a big corporation because of some divisional and confidential problems. We also faced some hierarchical formalities. 13

Chapter: 02

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2.1 - Grameenphones Motivation:

Employee Motivation of Grameenphone: Theory and practice
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that's easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines. Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership. These articles on motivation theory and practice concentrate on various theories regarding human nature in general and motivation in particular. Included are articles on the practical aspects of motivation in the workplace and the research that has been undertaken in this field, notably by Douglas McGregor (theory y), Frederick Herzberg (two factor motivation hygiene theory,) Abraham Maslow (theory z, hierarchy of needs), Elton Mayo (Hawthorne Experiments) Chris Argyris ,Rensis Likert and Vroom's Expectancy Theory.

Why study and apply employee motivation principles?

Quite apart from the benefit and moral value of an altruistic approach to treating colleagues as human beings and respecting human dignity in all its forms, research and observations show that well motivated employees are more productive and creative. The inverse also holds true. The schematic below indicates the potential contribution the practical application of the principles this paper has on reducing work content in the organization.

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Motivation is the key to performance improvement:

There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it, either by themselves or through external stimulus. Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. There are many options and an uninitiated manager may not even know where to start. As a guideline, there are broadly seven strategies for motivation.

Positive reinforcement / high expectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance

Grameenphone Theory Implication:

Theory Y:
Grameenphone uses the theory Y in the employee motivation process. It gives them opportunity to work independently. It believes that the employees have the creativity, ingenuity, potential and self-direction to treat the customers and they take responsibility 16

for their own interest. Sharing ideas and views with employees and taking an effective and efficient decision with the participation of employee is a common phenomenon here.

Theory X:
When an emergency situation creates in the organization grameenphone tends to take or apply theory X for the better interest of the organization. High official decision, strategically formulas and to protect organization from some uncared employees grameenphone sometimes apply theory X.

Herzberg's Hygiene and Motivational Factors

As a leading telecommunication company grameenphone seems to be more careful about their standards of service and customer satisfaction. Dissatisfactory factors are generally not found but sometime policies and personal life factors create some dissatisfactory condition in the organization. Motivating factors often are easily found in the grameenphone as a leading company in this sector .Employees feels motivated with the statue, recognition such as the company always uses we in its recognition stage. Continuous growth and shareholders eagerness to this company motivates employee to have a chance to work with such a company.

Maslow's Hierarchy of Needs

As a leading telecommunication company grameen phone seems to be more careful about their standards of service and employee motivation. As a human being employee here tends to find a good working life . standard salary which serves as basic need of an emoployee,job safety unless any kinds of unwanted occurrence works as safety needs, group working which fulfills belonging needs. GP uses we in their formal work standards this fulfills the recognition needs, the need is totally employee personal factor but as far as we know a high recognition is given for an employees total contribution in the organization through the whole life. 17

Chris Argyris Theory:

The employee motivation of Grameenphone mostly follow the small group based works rather than the boss based works and also they follow the satisfaction in workplace rather material rewards. They emphasize the work restructured in order to enable individuals to develop to the fullest extent. Grameenphone also tries to motivate their employees individually that their work time will become more meaningful and challenging through self motivation.

Rensis Likert Theory:

Grameenphone uses these four types of styles to motivate their employees in their different situations when they face any types of employee motivation problems. When the employees dont be motivated then the company uses the exploitative-authoritative motivation program and also uses the benevolent-authoritative. By counseling they use the consultative motivation program and by the participation of all employees they user the participative motivation program.

Vroom's Expectancy Theory:

The employee will work more and more when their outcome will be equal or more than their expectation. They will be also motivated when a relationship between what they want and what they get is positive. If the company evaluates their employees work then the employees will be motivated to do more work to gain performance reward and Grameenphone does these kinds of works for motivating their employees.

Theory Z:
Grameenphone uses this theory when they face the problem of change their internal and external changing program in their organization. The management of Grameenphone promises to change the way managers and employees alike think about their jobs, their companies, and their working lives.

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Findings and Analysis:

To finish this term paper, we find that Grameenphone covers a lot of works for the motivation of their employees. As Grameenphone is the largest telecommunication company in our country so their employee motivation is more better than the other telecommunication company. Especially Grameenphone uses the consultative and supportive leadership program for motivating their employees in the workplace so that they can easily improve the productivity. After the entire employee motivation of Grameenphone Limited is more appreciated than others.

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Chapter: 03

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Conclusion:
There is no simple answer to the question of how to motivate people. Can money motivate? Yes, but money alone is not enough, though it does help. We have discussed some of the pertinent theories bearing on human motivation and this is balanced by some of the practical factors which can lead to excellence. Human resource remains the focal point and leadership the critical component, and motivation has to be 'tailored' to each individual. The next section deals with an important mode of motivation, namely financial aspects of rewarding employees.

Recommendation:
The recommendations for Grameenphone Ltd. should follows which are given bellow: As a competitive market, the company should become more innovative and competitive for their own benefit. As Grameenphone is the largest organization so they should improve their customer satisfaction and employee motivation system. For motivating employee they should give the employees some incentive and promotional packages. They should ensure the safety working conditions for the motivating employees for their own betterment. They should give the profit sharing opportunities for the employees that employees will be motivated to work more and more. They should give the emphasis on the empowerment of employees.

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Appendix
Glossary
McGregor's Theory X and Theory Y Herzberg's Hygiene and Motivational Factors Maslow's Hierarchy of Needs Chris Argyris Theory: Rensis Likert Theory: Vroom's Expectancy Theory: Theory Z:

Self-esteem The degree to which the qualities andcharacteristics contained in ones self concept are perceived to be positive One's estimation of one's own self-worth. A construct that enjoyed tremendous popularity in the 1970ss but since has been considered epiphenomenal not causal. A minority of psychologists consider positive and negative evaluations of the self to be the sixth and seventh factors of personality. Possibly grouped with self-efficacy, etc.

Big Five personality model A model of the primary dimensions of individual differences in personality. The dimensions are usually labeled extraversion, neuroticism, agreeableness, conscientiousness, and openness to experience, thought he labels vary somewhat among researchers.

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Myers-Briggs Type Indicator (MPTI) A personality test designed to classify individuals according to their expressed choices between contrasting alternatives in certain categories of traits. The categories, based on Jungian typology, are extraversion-Introversion, Sensing-Intuition, Thinking-Feeling, and Judging-Perceiving.The test has little credibility among research psychologists but is widely used in educational counseling and human resource management

Type A/Type B personality Type A personality is a personality pattern characterized by chronic competitiveness, high levels of achievement motivation, and hostility. Type B personality is a personality pattern characterized by low levels of competitiveness and frustration and a relaxed, easy going approach. Cognitive reflection A specific mental ability. The tendency to reflect before taking an intuitive answer as correct. Motivation The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. Hierarchy A hierarchy (sometimes abbreviated HR) can link entities either directly or indirectly, and either vertically or horizontally. The only direct links in a hierarchy, insofar as they are hierarchical, are to one's immediate superior or to one of one's subordinates, although

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a system that is largely hierarchical can also incorporate alternative hierarchies. Indirect hierarchical links can extend "vertically" upwards or downwards via multiple links in the same direction, following a path. Telecommunication Telecommunication is the transmission of information over significant distances to communicate. In earlier times, telecommunications involved the use of visual signals, such as beacons, smoke signals, semaphore telegraphs, signal flags, and optical heliographs , or audio messages via coded drumbeats, lung-blown horns, or sent by loud whistles.

Bibliography
REFERENCE LIST Textbooks
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 David A. DeCenzo, Stephen P. Robbins (2007-2008), Fundamentals of Human Resource Management 8th edition, Liberty of congress cataloging-inpublication Data (34-52) John W. Newstorm, Keith Davis-Organizational Behavior: human behavior at work-11th edition, Tata McGraw-Hill Edition (2003-2004). Argyris, Chris (1994). Good Communication That Blocks Learning. Harvard Business Review, 72(4), 77-85. Argyris, Chris and D. Schoen (1996). Organizational Learning II: Theory Method, and Practice. Reading, MA: Addison-Wesley.

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Helepota, H.A. (2005) Motivational Theories and their application in construction, Cost Engineering, Vol. 47, No. 3 pp. 14-35. Harpaz, I. (1990), The importance of work goals: An international perspective, Journal of International Business Studies, Vol. 21, issue 1, pp.75-100. Hersey, P. & Blanchard, K. (1996) Management of Organisational behaviour, PrenticeHall, Inc, Englewood Cliffs, N.J, pp.34-35 Herberg, F. (1987), One More Time: How Do You Motivate Employees? Harvard Business Review, January, Vol.81, Issue 1-8,pp. 86-96. Hersberg, F. (1988) Workers Needs: the same around the world, Industry week, 21 September, pp. 29-32, 34 Katz, R. (2005) Motivating Technical Professionals Today, Journal of Research Technology Management, Nov-Dec, vol. 48, Issue 8, pp. 21-30 Kovach, K.A. (1987) What motivates Employees? Workers and Supervisors give different answers, Business Horizons, Sept/Oct, Vol. 30, No. 6,pp. 58-65 Lindner, J.R, (1998), Understanding employee Motivation, Journal of Extension, June, Vol. No3, pp.1-8 Saleh, S. (1964), A study of Attitude change in the pre-retirement period, Journal of Applied Psychology, Vol. 48, No.6, pp. 310-318. Shenkel, R. & Gardner, C.(2004), Five ways to retain good staff, Family Practice Management, Now-Dec, pp. 57-59 Shipley, D. & Kiely, J (1998) Motivation and Dissatisfaction of Industrial workersHow relevant is Maslows Theory European Journal of Marketing, Vol. 22, Issue 1, pp.17-24. Steers, R.M., Mowday, R.T.& Shapiro, D.L (2004), The future of work motivation Theory, Academy of Management Review, Vol.29, No.3 pp.379-387) Tietjan, M.A.& Myers, R.M. (1998), Motivation and Job Satisfaction Journal of Management Decision, Vol. 29,No4. Pp 226-231 Whittington, J.L & Evans, B. (2005),General Issues in Management, Problems and Perspectives in Management, Issue 2, pp. 114-122 Wiley, C.(1997) What motivates employees according to over 40 years of Motivation surveys.International Journal of Mnapower, Vol. 18, No3, pp. 264-280 26

Raiyan Mahmood Moon, Shaffat Fahmi and Shoiab Mortuza. (2011), Mobile telecom industry in Bangladesh, Blitz, Vol. # 6, Issue # 48, Dhaka Daily Star Business Daily Star Campus

Websites
www.wikipedia.com. www.google.com. Nelson, B. (2001), Motivate employees with intangible benefits, Available at: http://www.findarticles.com. Young, B.C. (2000), Methods of Motivating: Yesterday and Today Available at: http://acedemic.empria.edu. Mobile Phone Subscribers in Bangladesh. Available at: http://www.btrc.gov.bd/newsandevents/mobile_phone_subscribers/mobile_phone_subscr ibers_june_2011.php http://www.weeklyblitz.net/988/mobile-telecom-industry-in-bangladesh Mailing address of grameenphone customer care: http://grameenphone.com/customerservice/online-customer-service

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