Job retention and motivation: A case study of Ufone

Abstract

ABSTRACTS The study was a survey conducted to evaluate the effectiveness of infrastructure of employment at Ufone. Following were the objectives of the study: 1. To explore the infrastructure of employment at Ufone 2. To determine the motivating factors that monitor employees’ retention at Ufone. 3. To investigate factors that lead to employee retention. 4. To analyze the amount of influence training has when it comes to encouraging the staff 5. To find out what challenges and bottle necks are preventing Ufone from increasing employee productivity and in retaining staff. 6. To discover the effect of motivation for employees in their decision to stay with the organization. 7. To judge whether increased delegation of authority and empowerment gives employees a greater sense of responsibility 8. To explore if internal and external factor would help increase the motivation process. The study was undertaken by using a questionnaire set at 5 point scale. To minimize the influence of gender bias, the 250 respondents were selected collectively from either sex (i.e. 185 male respondents and 65 female respondents). The findings of the study were as follows: 1. Gender Bias is general in a state like Pakistan. To avoid this practice we tried to put up both sex in the questionnaire. The primary question of our questionnaire was about gender in which 65 were female and 185 were male and total we have 250 respondents. 2. Result showed us that our respondents were from the age group of 18-27 which accumulated to 24.8%. Next in the age group of 28-43 we had 150 respondents which lead to a total of 60%. We saw the correspondents who belonged to age group of 44-65 this showed us the slightest percentage of respondents group as 15.2%. 3. This is understood that everyone is concerned about the performance of his work. The figure reveals us only 56% respondents disagreed that they had their concern with themselves instead of proving themselves to other. 44% are agreed. 4. The result revealed us that 4% staff doesn’t know what work you are doing because they have nothing to do with our work. Only 40%disagreed saying that if the team manager or line manager does not know what work you are doing this is less chances of hardwork.44% agreed that they do work not to prove their selves they are hard workers and 12% gave no opinion. 5. It was seen that 25.6% agreed and 64% strongly agreed that appreciation and recognition give them honour when they do work only 10% disagreed. 6. The figure showed that 140 respondents agreed, although it was significant to inform people how they were doing regarding this 56.00% are in favour and 24.00%and 4.00%. 7. As per the figure we concluded that 41.1%respondents liked taking up new assignments and tasks that seemed to be difficult to solve and 32% respondents also related the above statement.23.6% that are 59 people are disagreed to taking up new assignments and tasks which they had not seen before. 8. Achieving new goals and having good quality results increased the motivation level of workers or employees. From the facts and figures we found that 52% people are strongly agreed to help other people that lead to good result and 39.2% also favoured this statement but only 4% respondents disagreed they felt that sharing knowledge was not good. 9. The figure showed us that 56% agreed and 8% respondents strongly agreed that to know the work before hand won’t stretch person’s capabilities on the other hand 1% strongly disagreed and 23.2% respondents disagreed to the statement. 10. One thing was found very clear that salary plays an important role in the retention and motivation process. The results reflected us that 65 respondents strongly agreed and 150 respondents feel good with a fixed salary, 28 out of 250 respondents disagreed they felt that commission based job is better. 11. Salary is the one of the major motivating factor that leads to retention.102 out 250 and 90 out of 250 believed that salary plays a key role while delivering outcomes. Only 24 respondents disagreed to the statement they felt that they work to learn experience instead of salary. 12. Leadership drives the inspiration and gives energy to the team members. Every member knows that what he/she is going to be produced. Lack of leadership is seen therefore we asked this question. The respondents were asked whether the delegation of authority/empowerment leads to motivation. The figures revealed that 32% were motivated and 42% were highly motivated by giving them delegation of authority. Only 4e disagreed to it that empowerment and delegation of authority lead to motivation. 13. From the survey/ 28.8% respondents strongly believed and 66% believed that they feel secure when bestowed upon when decision making authority. Whereas 5.2% had with the neutral opinion. 14. Job rotation and new environment gives motivation to the employees they learn and make new links and relations create motivation. From the survey we concluded that 59.2% respondents strongly agreed that job rotation and new environment proves truly motivating, while 5.2% disagreed they said that while staying in that field they can built proficiency. 15. Extracurricular activities keep the employees free of tension. Extra healthy activities make an employee feel relax and increase the motivation level. 115 out of 250 respondents strongly agreed to it and 100out of 250 respondents agreed only 35 respondents are disagreed.

In a nut shell, it is quite evident that application of certain job incentives termed as motivating factors (namely; reward system, performance appraisal system and job training) plays pivotal role in retention of employees at Ufone. Therefore in the light of observation recorded and statistical analysis, induction and application of such motivating factor is recommended.