Section I: 1.1 Background of The Study

SECTION I Introduction
1.1 Background of the Study
This study is a pre requisite of the degree requirement at the Institute of the Management
Sciences. IM/Sciences require its students to carry out a research focusing on a specific
function of the business and making a detailed report on it. It not only gives one work
experience but also an in-depth analysis of the organization and a particular industry that
u carry your research on.
The field that I have chosen for my research is the Tele communication sector. The
companies that I focused on are Warid Telecom a joint venture between Abu Dhabi
Group & SingTel Group and PTCL one of the largest telecommunication company in
Pakistan.The business function that I focused on is Human Resource Management and
specifically the Job Satisfaction Level of employees in these two companies. The reason
for selecting HRM and particularly the Job Satisfaction aspect is purely because I believe
that employees play a vital role in the success of any organization.
Introduction to the topic
Human Resource Management (HRM) is the function within an organization that focuses
on recruitment of, management of, and providing direction for the people who work in
the organization. Human Resource Management can also be performed by line
managers.1
Job Satisfaction
Job satisfaction, a worker's sense of achievement and success, is generally perceived to

be directly linked to productivity as well as to personal wellbeing. Job satisfaction
implies doing a job one enjoys, doing it well, and being suitably rewarded for one's
efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The
Harvard Professional Group (1998) sees job satisfaction as the key factor that leads to
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recognition, income, promotion, and the achievement of other goals that lead to a general
feeling of fulfillment.
Sisk {3} looks in some detail at whether there is a relationship between 'job satisfaction'
and productivity. Herzberg considers that 'feelings of self-improvement, achievement,
and the desire for the acceptance of greater responsibility' are more important than money
for persuading people to increase productivity.
Multinational enterprises (MNEs) have become one of the key drivers of the world
economy, and their importance continues to grow around the world. The increased role of
MNEs in developing and emerging economies has raised expectations about its potential
to contribute to their development. Through the introduction of modern production and
management techniques, multinational enterprises may raise productivity in the host
country and thereby promote better wages and working conditions. Such firms can do this
directly, offering better wages and working conditions to their employees than those
offered by local firms. Multinational enterprises may also stimulate local firms to
improve wages and working conditions indirectly.
1.2 Purpose of the Study
The premise of this study is to analyze the “Job Satisfaction of Employees” in both the
organizations that is Warid Telecom and PTCL and then make a comparison between the
two.
Through this research I will explore how both these companies manage their employees.
Will make a research and analyze the various determinants of Job Satisfaction and the
Satisfaction Level of their employees. The basic purpose of this research is to study to
make a comparison of the job satisfaction of employees between Multinational and Local
Firms. This study will give you an insight into the various strategies that the organization
adopts in order to satisfy its employees and the major factors in both the companies
which scores a lower satisfaction level with employees.
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On the whole this study will turn lens on the Job Satisfaction at Multinationals and Local
Firms, how it affects its employees, identify loopholes in their HR policies and give
recommendations to improve on the shortcomings. This will inform the reader of the
ways and means of “Employee Management” that the organization entails.
1.3 Importance to Worker and Organization
Job satisfaction and occupational success are major factors in personal satisfaction, self-
respect, self-esteem, and self-development. To the worker, job satisfaction brings a
pleasurable emotional state that often leads to a positive work attitude. A satisfied worker
is more likely to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated
and committed to high quality performance. Increased productivity—the quantity and
quality of output per hour worked—seems to be a byproduct of improved quality of
working life. It is important to note that the literature on the relationship between job
satisfaction and productivity is neither conclusive nor consistent. However, studies dating
back to Herzberg's (1957) have shown a correlation between high morale and high
productivity, and it does seem logical that more satisfied workers will tend to add more
value to an organization. Unhappy employees, who are motivated by fear of job loss, will
not give 100 percent of their effort for very long.
Tangible ways in which job satisfaction benefits the organization include reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Job satisfaction is also linked to a healthier work force
and has been found to be a good indicator of longevity. Brown (1996) notes that some
employers have found that satisfying or delighting employees is a prerequisite to
satisfying or delighting customers, thus protecting the "bottom line." 2
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1.4 Methodology
Primary Data
The main area of focus in my research is the Job Satisfaction of Employees which I was
able to study by visiting both the organizations and asking employees different questions.
I also asked for assistance from my supervisor assigned to me in this regard to guide me
through my research. This served as the primary data source. Other primary data sources
include;
• Questionnaires: The major source of primary data that I collected was through
questionnaires which helped me in collecting data directly from employees
regarding their satisfaction level, and complaints that they have regarding their
respective organizations.
• Organization: Various questions were asked from people working in Warid

Telecom and PTCL which includes management and employees at the lower level
about their degree to which they are satisfied with the salary, working conditions
etc of their respective organization.
Secondary Data
The secondary data sources include;
• Internet: This is another major source which helped me collect data

regarding HR and job satisfaction of employees from the company’s
official website, which was consulted from time for acquiring information
about the company.
• Internship Reports: Various internship reports published on this topic
were consulted for help.
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After gathering all the relevant data through various data sources, the data was analyzed
thoroughly to decide what was relevant and what not, put in proper order and scrutinized
before applying it to the final research report.
1.5 Scope of the Study
The scope of this study is limited to the Job Satisfaction of the Employees aspect of both
Multinationals and Local Firms that is Warid Telecom and PTCL. This Study includes
the various determinants of Job Satisfaction in these two organizations and how they
affect the employees. It is basically a comparison of the level of Job Satisfaction of the
employees that is present in these firms to find out which company’s employees are more
satisfied with their organization on the whole.
1.6 Scheme of the report
The report is divided into four sections; Section I is the Introduction to the Report which
includes, background, purpose, importance, methodology, scope and scheme of the
report. Section II is the Literature Review section which has two chapters, Chapter 1 is
Introduction to the topic chapter which includes MNE’s, Working Conditions and Wages,
Technology Benefit, Foreign Ownership and Wages and its impact on Domestic Firms
etc where as Chapter 2 is Introduction to the respective companies that is Ward Telecom
and PTCL and information such as Company Profile, Vision, Mission, Corporate Values,
Employee Benefits, Incentive Plan etc. Section III of the report is the Analysis aspect. It
consists the analysis of the questionnaire through which the research was conducted and
the interpretation of the results. Section VI is the last section of the report which is the
Recommendations section proposed for the loopholes identified in the HR policies of
each company.
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SECTION II
Literature Review
CHAPTER 1
2.1 Introduction to the topic
Over the last few years, human resources have been valued as an integral part of any
business. With institutions now heavily dependent on the contribution of their human
resources in terms of meeting goals and targets, it is essential that employers value their
employees and keep them motivated for increased commitment and competence.
As organizations expand and increase the size of their workforce, employee problems –
both personal and job-related – tend to multiply and can affect motivation and
productivity. Balancing work and family life and keeping employees satisfied have
become a great challenge for almost everyone.
When the mental and emotional well-being of the employee is promoted, there is a
general increase in productivity, quality of work, cooperation and creativity – all
conditions that are conducive to forming a respectful workplace. This benefits both the
individual in his or her job satisfaction as well as the employer since all these traits are
essential to a successful and thriving workplace. 3
Human Resource in the organization needs more attention with comparison of other
resources. Hardware equipments in the organization can be maintained by special and
static system but human resources need completely dynamic systems, so determination of
some critical factors for employee's satisfaction can help organizations to care for their
employees.
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Many factors influence a person's job satisfaction and, as a result, there are many
definitions of job satisfaction. Thornton (239) notes the following definitions:
(1) Job satisfaction is a dynamic changing idea that reflects and individual's attitudes
and experiences toward his work as well as his goals in life (Sherrer 17).
(2) Job satisfaction is the feeling an employee has about his pay, work, promotion,
coworkers, and supervisor (Vaughn & Dunn 163);
(3) Job satisfaction is defined as an employee's affective response to his job (Wahba
276).
Specific components of Job Satisfaction may include;
• Pay/Wages
• Promotions
• Work tasks
• Coworkers
• Supervisors
• Job Security
• Training Opportunities
• Career Development Opportunities
• Work Life Balance (Work Load)
• Employee Voice (Job Participation)
• Others
Employee satisfaction is supremely important in an organization because it is what

productivity depends on. If your employees are satisfied they would produce superior
quality performance in optimal time and lead to growing profits. Satisfied employees are
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also more likely to be creative and innovative and come up with breakthroughs that allow
a company to grow and change positively with time and changing market conditions.
From the 1980s onwards, Foreign Direct Investment (FDI) and Multinational Enterprises
(MNEs) have become increasingly important in most emerging markets. Affiliates of
multinational enterprises have become important employers: UNCTAD estimates that
worldwide, over 53 million people are employed by the foreign affiliates of MNEs. The
size and quality of employment, and the wages paid, by these MNEs are also often
considered as major ways in which MNEs could contribute to the development of host
countries. 4
Multinational enterprises (MNEs) have become one of the key drivers of the world
economy, and their importance continues to grow around the world. During the past
fifteen years, the total stock of foreign direct investment (FDI) increased from 8% of
world GDP in 1990 to 26% in 2006 (UNCTAD, 2007). The increased influence of
OECD-based MNEs in developing countries is particularly striking. Today, developing
countries account for almost one-third of the global stock of inward foreign direct
investment, compared to slightly more than one-fifth in 1990. Indeed, since the mid-
1990s, foreign direct investment by MNEs has become the single biggest source of
external finance for developing countries and is currently more than twice as large as
official development aid.
The increased role of MNEs in developing and emerging economies has raised
expectations about its potential to contribute to their development. Through the
introduction of modern production and management techniques, multinational enterprises
may raise productivity in the host country and thereby promote better wages and working
conditions. Such firms can do this directly, offering better wages and working conditions
to their employees than those offered by local firms. Multinational enterprises may also
stimulate local firms to improve wages and working conditions indirectly. For example,
MNEs sometimes provide technical and training support to local firms incorporated into
their supply chains. (Alexander Hijzen 4 August 2008).
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The aim of this research is to take stock of the current state of knowledge regarding the
social impact of Multinationals in host countries, with particular emphasis on the wages
and working conditions offered by OECD-based MNEs to their workforces in non-OECD
countries. The paper also considers possible spillover effects of MNEs on workers
employed by local firms.
A study on research in international management and organization theory to examine the

factors of success of transnational transfers of organizational practices within
multinational companies was carried out. A theoretical model was developed proposing
two groups of factors operating at the country-level and at the level of the organization,
respectively. The effects on the success of transfer and on performance of the recipient
unit were examined. The model was tested with data from 110 facilities of a US
multinational company in 10 different countries. Theoretical contributions, implications
for business practice, and future research were discussed.
For purposes of synergy and efficiency organizations often engage in cross-unit transfers
of ‘best’ manufacturing and organizational practices, i.e., practices that reflect the core
competencies and superior knowledge of the organization and that are believed to be a
source of competitive advantage. While the internal transfer of practices is important for
all business organizations, it is extremely salient in the context of the MNE as it is widely
believed, in the theory of foreign direct investments, that the primary advantage a
multinational firm brings to foreign markets is its possession of superior knowledge
(Kogut & Zander, 1993).Subsidiaries have access to different types of resources and
therefore perform differently in their market-place and within a multinational corporation
(MNE). 5
The increase in MNEs is also reflected by a rise in the number of jobs in the foreign affiliates of
MNEs. An estimated 73 million workers, representing 3% of the global workforce, were
employed in foreign affiliates of MNEs in 2006, almost three times more than in 1990. A
disproportionate share of these workers is employed in the foreign affiliates of MNEs in
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developing and transition economies, presumably reflecting the higher labor-intensity of
production in foreign affiliates in those countries. 6.
OECD (2008a) adopts a “local standard” to evaluate the social impact of MNEs in the
host country. This involves comparing the wages and working conditions of employees in
the foreign affiliates of MNEs and their supplier firms to the wages and working
conditions that they would have received had they not been employed by a foreign firm
or one of its suppliers. The difference may be interpreted as the contribution of MNEs to
improving wages and working conditions in the host country as employment conditions
in comparable domestic firms provide a plausible approximation (“counterfactual”) of the
conditions that would have been offered to individuals had they not been able to work for
MNEs (directly or indirectly). 7
2.2 Do foreign multinationals pay higher wages than domestic firms? Simple
comparisons suggest they do. Moreover, wage differences between MNEs and local firms
tend to be larger in developing countries, presumably reflecting the larger productivity
advantage of MNEs over local firms in those countries. Multinational enterprises also
promote improvements in other aspects of workers’ employment conditions, such as
training, working hours and job stability etc. 8
There are also good theoretical reasons for believing that foreign ownership will affect
wage and productivity outcomes. The industrial relations literature has suggested that the
transfer of knowledge within a multinational corporation means that plants will adopt
new techniques related to the latest research and development and will therefore have
higher levels of technology than domestic plants. There is also evidence to support the
view that work practices are different in foreign owned plants (Cowling and Sugden
(1987), Dunning (1986)).
An MNE will bring in capital (of many possible forms) which will serve to raise the
marginal productivity of the firm's employees. For example, an MNE that brings an
internationally known brand name may be able to sell more output and/or do so at higher
margins than the domestic firm. This will serve to raise value added per employee, even
10
if the physical production process is identical. Comparing the simple mean of various
productivity measures of foreign plants with that of local plants, we found that foreign
plants have significantly higher labor productivity, capital-labor ratios, and higher wages.
In addition to having direct effects on workers, MNEs also have an indirect effect on
workers’ employment conditions in domestic firms when there are knowledge spillovers
associated with them. The effect on workers in domestic firms, however, is considerably
weaker than the direct effect on employees of foreign affiliates of MNEs. While it is true
that FDI brought by the MNEs typically has a strong effect on average wages in local
firms, this largely reflects the competition between foreign and domestic firms for local
workers.
2.3 MNE’s, Working Conditions and Wages
Policy-makers have tended to emphasize the potential benefits that MNEs can bring to
the host economy, including by improving pay and working conditions. These benefits
may be direct or indirect. The former refer to benefits for employees in foreign-owned
firms, whereas the latter refer to benefits for workers in domestic firms. MNEs are able to
provide higher wages and, possibly, working conditions because of their higher
productivity which, in turn, is explained by greater technological know-how and modern
management practices that allows them to compete effectively in foreign markets and to
offset the cost of coordinating activities across different countries. This transfer of
technological and managerial know-how across affiliates of MNEs may give rise to direct
benefits. But, it may also lead to indirect benefits by increasing the productivity of
domestic firms when the productivity advantage spills over from foreign affiliates to
domestic firms. 9
Productivity spillovers represent positive externalities to the host country and may
explain why policy-makers have sometimes treated foreign investment by MNEs more
favorable than investment by domestic firms. Although not automatic, increased
productivity in domestic or foreign-owned firms may lead to higher incomes, better
working conditions and more employment. However in competitive labor markets, MNEs
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may pay higher average wages only to the extent that they employ a more skilled
workforce or must compensate workers for undesirable differences in the characteristics
of jobs such as lower job security.
The presence of certain market failures, however, could provide MNEs with an incentive
to offer better pay and working conditions than domestic firms to individuals with similar
characteristics doing similar jobs. First, MNEs may be more likely to pay, so-called,
efficiency wages. For example, MNEs may be willing to pay higher wages than their
local competitors in an attempt to reduce worker turnover and thereby minimize the risk
of their productivity advantage spilling over to competing firms. MNEs may also be
willing to pay higher wages to motivate the workforce as they may face higher
monitoring costs related to informational problems.
Second, in the context of search frictions, the productivity advantage of MNEs may give
rise to rents. To the extent that employers share these rents with their employees, better
firms promote better jobs.
Finally, there may be institutional factors that provide incentives for MNEs to go beyond
local labor practices. For example, in developing countries where the rule of law is weak,
MNEs may be more likely to comply with national labor laws, because of reputational
concerns and consumer pressure in their home markets. Halegua (2007).
There is a consensus that foreign firms tend to provide better pay to workers than their
domestic counterparts, particularly in developing countries. Wages in developing
countries have been the topic of extensive literature and numerous empirical studies have
examined the links between foreign ownership and wages. Aitken, Harrison, and Lipsey
(1995) compared wages and foreign ownership in Mexico, Venezuela, and the United
States in the late 1970s through 1990 and consistently found evidence that foreign firms
paid more than their domestic counterparts, in the range of 20 per cent-30 per cent, even
after controlling for firm size, geographic location, skill mix, and capital intensity. They
also found little evidence of wage spillovers from foreign to domestic-owned firms in
12
Mexico and Venezuela, despite the belief that an infusion of technological knowledge
into developing countries leads to increased productivity within industries. 10
Multinational firms pay higher wages than do local, host-country firms. To a partial
extent, this phenomenon is an artifact of the data. If multinational firms draw on different
parts of the labor market than average local firms, then they may pay higher wages just
because on average they require different sorts of workers, in terms of education, skill, or
location. However, evidence show that multinationals continue to pay higher wages than
local firms even after accounting for these effects and several others.
There is a large empirical literature on multinational wage premia. Until recently, there
was a consensus that foreign firms tend to provide better pay to workers than their
domestic counterparts, particularly in developing countries. In an early study for Mexico,
the US and Venezuela, Aitken et al. (1996) compare average wages between domestic
and foreign-owned firms. They show that average wages in foreign-owned plants tend to
be about 30% higher than in domestic plants.
The simplest and apparently oldest version of efficiency wage theory applies best to
developing countries, where market wages may be insufficient to sustain workers’ health.
Firms may therefore pay higher than the market wage in order to improve the health of
their workers and thus their productivity.
Other versions of the theory depend on somewhat more complex modeling of interactions
between firms and workers. They can be summarized by saying that firms pay higher
than market wages in order to:
• Reduce shirking (or elicit greater effort);

• Reduce turnover and the costs of retraining;
• Attract and retain the most able and productive workers from a heterogeneous
workforce; and
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• Improve worker morale in a context where social pressures can make workers
more productive.
In all of these stories, it is clear that the workers who receive the above-market wages are
better off than those who do not (although in the case of efficiency wages this gain may
be partially offset by any extra effort that they provide in return).
In the case of efficiency wages, the firms get something in return for their higher wages
that they could not necessarily get elsewhere – higher productivity from their employees
– and that together with the low market wage, to which the wage premium is added, is
what attracts them to produce in these countries in the first place. 11
2.4 The direct impact of MNEs on other working conditions
Little is known about the impact of foreign ownership on non-wage working conditions.
A number of studies have attempted to characterize employment conditions in MNEs and
analyzed its determinants. While the definition of employment conditions differs across
studies, the literature appears to suggest that MNEs have a relatively low tendency to
export labor practices to their foreign affiliates, tending instead to adapt to local practices
(e.g. Almond and Ferner, 2006). Bloom et al. (2008) use survey data on management and
work-life balance practices for over 700 medium-sized firms in the US, UK, Germany
and France to analyze to what extent US multinationals export certain practices to their
affiliates in Europe. The evidence indicates that MNEs export management practices but
not work-life balance practices. Freeman et al. (2007) compare labor practices in
domestic and foreign affiliates of a single US firm in different countries and also find that
US firms adapt their labor practices to host-country conditions to an important extent.
The literature suggests a number of reasons why MNEs might have a low propensity to
export labor practices. First, labor practices tend to be embedded in national rules and
social norms. For example, the extensive regulation of the labor market in many
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European countries and the strong role of trade unions may make it difficult or
unattractive for US MNEs to export labor practices to Europe (Bloom et al., 2008).
Second, the low propensity of MNEs to export working practices may also reflect
strategic considerations. For example, local affiliates with a domestic market orientation
may enjoy a significantly greater degree of discretion about the way human resources are
managed than firms that are more export-oriented.
Finally, the low propensity of MNEs to export labor practices may reflect the specific
management style of MNEs and not be representative for MNEs originating from other
countries.
There appears to be no systematic evidence on the propensity of MNEs to export labor

practices to developing countries. This is unfortunate, as it not obvious to what extent the
results for developed countries carry over to developing countries. On the one hand,
enforcement of labor provisions and trade unions tend to be weaker in developing
countries, thereby reducing the role of institutional constraints for the foreign affiliates of
MNEs to implement the same labor practices they use in OECD countries. On the other
hand, labor practices that are socially acceptable in developing countries may not be
acceptable to the consumers and investors in developed countries, creating incentives for
MNEs from developed countries to export their human-resource practices abroad.
A number of case studies have analyzed the impact of private codes of conduct adopted
by MNEs on working conditions in upstream suppliers. In general, the effectiveness of
such codes in the supply chain appears to be limited (ETI, 2006). The benefits of codes of
conduct are likely to be greater and more enduring when they are integrated into the
management structures that govern production and when the interests of workers in
employment and production are represented in effective institutions. This is more likely
when MNEs actively engage with supplier firms to help improve working practices and
productivity. For example, Locke et al. (2007) find that the quality of labor practices
15
across suppliers depends to an important extent on the involvement of MNEs in the
production process of supplier firms.
Also, Locke and Romis (2007) compare two supplier firms for Nike that both produce T-
shirts and are located in the same region, but differ substantially in terms of their working
conditions (wages, overtime, job satisfaction and employee voice). They attribute these
differences to the way the plants are managed. While in one plant labor is treated as a
variable input whose costs needs to be minimized, in the other plant workers are seen as
an important factor to bolster productivity and output quality. Interestingly, despite
paying higher wages, productivity is higher and unit labor cost lower in the plant that
provides better employment conditions.
2.5 A simple comparison of employment, productivity, pay and working conditions in

host countries
Using data from the World Bank Enterprise Survey, simple comparisons of MNEs and
local firms suggest that the former tend to employ more workers and provide better jobs
than local firms in the countries where they invest. The results are the following:
• On average, MNEs employ almost twice as many workers as the average local firm.
• Average wages are almost 50% higher in foreign MNEs than in domestic firms. Pay
differences are larger in Asia and Latin America, as are the technological and
productivity gaps between foreign MNEs and local firms in those regions.
• In all regions, the productivity gap between foreign and local firms appears to be even
larger than the wage gap.
• Foreign MNEs are more likely to provide training opportunities to their workforce
and their workforces are more highly unionized than those in domestic firms. Both
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the emphasis on training and the higher unionization rate could also help explain why
wages tend to be higher in MNEs.
OECD (2008a) also estimates the impact of MNEs on a number of working conditions
other than average pay: working hours (weekly working hours for full-time workers),
worker turnover (the rate of job separation), low pay (the probability of receiving a wage
equal or lower than the minimum wage) and union bargaining power (the wage premium
associated with collective agreements).
The increased role of MNEs in developing countries has raised expectations about its
potential to contribute to the development process in these countries, for example, by
serving as a channel for the international diffusion of know-how. One concrete way local
people may benefit from MNEs is through the creation of high-quality jobs, such as when
MNEs offer better pay and working conditions than domestic firms in the host country.
MNEs may also increase the supply of good jobs indirectly by stimulating domestic firms
to improve employment conditions.
While more research on the labor market effects of MNEs is clearly required, enough is
already known to draw some practical lessons. First, the evidence confirms that MNEs
are a potentially important driver of improving living standards for workers. This
suggests that governments should strive to create a framework for international
investment which facilitates economically and socially beneficial forms of FDI. The fact
that the impact of MNEs on wages and working conditions varies in complex ways across
different types of investments, workforce groups and national environments also suggests
that governments and other stakeholders may be able to take measures to enhance the
contribution of MNEs to economic and social development. Among the types of
initiatives that may prove to be helpful are government measures to enforce labor
standards and public and private initiatives to promote responsible business conduct.
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Workers employed by multinationals are generally well paid, unionized, have legal
protection of their rights, and receive mandated benefits, so that employees in these firms
are more satisfied with their job.
2.6 MNEs and the Technology Benefit
MNEs also often carry with it a technology that may not have been previously available
in the host country. That, as well as the additional possibility that such technology may
spread to workers and firms outside the foreign-owned establishment. A multinational
firm has a superior technology compared to local firms. Workers employed by the
multinational acquire knowledge of its superior technology.
The multinational may pay a wage premium to prevent local firms from hiring its
workers and thus gaining access to their knowledge. In this setting, the host government
has an incentive to attract investments by MNEs due to technology transfer to local firms
or the wage premium earned by employees of the multinational firm.
The reason why employees in MNEs are more satisfied maybe that the multinational has
better access to capital, which is why we start by considering the effects of capital flows
on wages. Or the multinational may have a technology that is not available in the
developing country, or even outside the multinational itself. But a third possibility is that
the multinational produces an input in one country, perhaps the source country location of
the parent firm, that contributes to the productivity of other activities that it performs in
the host country. 12
Graham (2000) argues that an improvement in technology must raise wages. After all, he
says, technology raises productivity, and workers are paid their marginal product, which
will be larger as a result of the improved technology.
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2.7 Foreign Ownership and Wages
The published evidence on the effects of foreign ownership on wages in developing

countries is based on ad hoc observations and surveys as well as a number of studies
using econometric methods.
Lim (2001, pp. 39-40) provides a useful summary of some evidence that foreign-owned
and subcontracting firms in manufacturing industries tend to pay higher wages than
domestic firms:
• Affiliates of U.S. multinational enterprises pay a wage premium that ranges from
40 percent in high-income countries to 100 percent, or double the local average in
low-income countries. Graham (2000)
• In Nike subcontractor factories in June/July 2000, annual wages were $670

compared with an average minimum wage of $134. In Indonesia, annual wages
were $720 compared with an average annual minimum of $241. Lim (2000)
• In Bangladesh, legal minimum wages in export processing zones are 40 percent

higher than the national minimum for unskilled workers, 15 percent higher for
semi-skilled workers, and 50 percent higher for skilled workers. Panos (1999)
• In Mexico, firms with between 40 and 80 percent of their total sales going to
exports paid wages that were, at the low end, 11 percent higher than the wages of
non-export oriented firms; for companies with export sales above 80 percent,
wages were between 58 and 67 percent higher. Lukacs (2000)
• In Shanghai, a survey of 48 U.S.-based companies found that respondents paid an

average hourly wage of $5.25, excluding benefits and bonuses, or about $10,900
per year. At a jointly-owned GM factory in Shanghai, workers earned $4.59 an
19
hour, including benefits; this is about three times higher than wages for
comparable work at a non-U.S. factory in Shanghai. Lukacs (2000))
It has been suggested that foreign firms pay premium wages for unobservable
characteristics such as intelligence, flexibility or discipline. Employees who reveal these
capabilities after they are hired are likely to be retained with higher-than-average
compensation.13
Furthermore, Budd and Slaughter (2000) and Budd, Konings, and Slaughter (2001)
present evidence that multinationals share profits with local and foreign workers. They
find, in particular, that affiliate wages are positively correlated with parent profits. They
argue that such profit sharing is profit maximizing in a model in which both workers and
firms are risk-averse. Profit sharing will also emerge if wages are set in a bargaining
framework in which the firm’s ability to pay depends positively on profitability.
2.8 MNEs and its impact on Domestic Firms
In addition to having direct effects on wages and working conditions in its foreign
affiliates, MNEs may also have indirect effects on employment conditions in domestic
firms. This may happen because the productivity advantage of MNEs spills over to local
firms or because the employment activities of foreign-owned firms affect the local labor
market.
The productivity advantage of MNEs may spill over to local firms for a number of
reasons. (Görg and Greenaway (2004)). First, domestic plants may be able to improve
productivity by imitating production or management practices in foreign firms.
Second, workers who move from a foreign-owned to a domestic plant may contribute to
transfer knowledge of modern production and management practices to their new
employers.
20
Third, spillovers may occur from foreign firms to domestic firms in the supply chain, as
foreign firms may collaborate with domestic suppliers to ensure that quality standards of
intermediate inputs are met and that labor practices correspond with their codes of
conduct. Finally, MNEs may increase productivity in domestic firms when more intense
product-market competition encourages local firms to remove inefficiencies in the
production process.
While the evidence suggests that positive productivity-driven wage spillovers are limited
on average, their importance is likely to differ across local firms according to their
engagement with foreign MNEs. In particular, productivity-driven wage spillovers are
likely to be more important for local firms that engage with foreign MNEs in the supply
chain or through worker mobility.
In order to get an idea of the role of foreign-domestic linkages for wages and working
conditions in domestic firms, comparison was made of employment conditions and
productivity in domestic firms without any apparent relationship with foreign firms with
conditions in domestic firms that supply intermediate inputs to foreign firms or have
managers with prior experience in foreign firms by host region. These data indicate that:
• Domestic firms that engage with foreign firms in the supply chain or that hire
managers with prior experience in foreign firms tend to be larger, more
productive and pay higher wages than local firms that have no apparent
relationship with foreign firms.
• Domestic firms that engage with foreign firms are also more likely to provide
training courses to their employees.
• There is no apparent difference in terms of union membership between such firms

and other domestic firms.
21
The comparisons suggest that backward linkages and worker mobility could be an
important channel of wage spillovers between foreign and domestic firms. However, the
simple comparisons do not provide conclusive evidence about the causal effect of
engaging with foreign firms on working conditions in domestic firms. Indeed, it seems
plausible that foreign firms select more productive firms as their suppliers and those
managers, with prior experience in foreign firms, find it more attractive to work in more
productive firms.
It is true that, as a theoretical matter, multinationals can have an array of positive impacts
on host-country workers and the domestic firms itself. It can help to improve the living
standards of employees and their jobs on the whole.
The potential of multinational enterprises to contribute to economic development in host

countries provides a case for encouraging inward foreign direct investment. For a start,
removing specific regulatory obstacles to inward FDI could be important. Under certain
circumstances, it may also be appropriate to provide specific incentives to potential
foreign investors. Such targeted policies should not, however, become a substitute for
policies aimed at improving the business environment more generally. By contrast,
lowering core labor standards in an effort to provide a more competitive environment for
potential investors is likely to be counter-productive. It does not appear to be effective in
attracting FDI and is likely to discourage investment from responsible MNEs, anxious to
ensure that minimum labor standards are respected throughout their operations. 14
This literature review summarizes what is known about this issue, surveying prior
research on the labor market impacts of MNEs and presenting the main results from a
new OECD study. Overall, the evidence indicates that MNEs tend to promote higher pay
in the countries in which they operate. The positive wage effect tends to be concentrated
among workers that are directly employed by MNEs, but there also appears to be a small
positive impact on wages in domestic firms participating in the supply chains established
by MNEs. These effects are larger in developing than in developed countries, probably
because the technology gap between foreign and domestic firms is larger in the former.
22
CHAPTER 2
INTRODUCTION
2.8 About Warid
Warid Telecom is a joint venture between Abu Dhabi Group & SingTel Group. Abu
Dhabi Group entered into a strategic alliance with Singapore Telecom. Subsequent to this
transaction in July 2007, telecom giant SingTel acquired 30% percent equity stake in
Warid Telecom, Pakistan, for US$758 million. This partnership is part of a strategy to
support Warid Telecom’s continued growth and to enhance its market position.
Abu Dhabi Group, one of the largest business groups in the Middle East and the single
largest foreign investor in Pakistan. It has diversified business interests, offering strong
financial resources and extensive management expertise that result in commercial success
for several institutions.
Warid Telecom is a large telecommunication company in the private sector has become
the detrimental catalyst that has rampantly moved forward the country into a digital
revolution with its ability to seamlessly connect and enable smarter, faster, cost-effective
and flexible communication solutions to reach its valued customers.15
2.8.1 The Warid New Look
• An evolution that strengthens the Warid identity while keeping the customers
in focus.
• Use of a more contemporary font & style to give a more approachable image.
• This new logo encompasses the expanding reach of Warid not just in
Pakistan but in an international footprint.
23
• With their strengthened GPRS/EDGE network they would empower their
customers to create their own life style networks.
2.8.2 Vision
To launch Pakistan into the 21st century digital revolution by providing complete
communication solutions to Telecom Operators, Corporate, Consumers and to be the leading
“Carriers’ Carrier” by creating a world-class cutting-edge network to deliver a broad range of
reliable, affordable and quality customer-centric services.
2.8.3 Mission
• To provide affordable communication services that meets and exceeds customers'

requirements.
• To deliver high-quality, flexible and innovative solutions those are cost effective
and conducive.
• To provide complete customer satisfaction on time, every time.
2.8.4 Corporate Values
• Simplicity: Practical and easy-to-use.

• Satisfaction: Customer satisfaction is foremost.
• Quality: Premier services; no compromises.
• Innovation: Always at par with the latest technology.
• Honesty: Practice what we preach: integrity, ethics and open communication.
24
2.8.5 Customer Service
Warid's Customer Service division functions on the premise of pleasing and satisfying their
valuable customers, resolving their problems and addressing their queries. Our Contact
Centre is equipped with the latest technology and its staff is trained to inform, educate and
help customers in the best possible way.
2.8.6 Employees
Warid Telecom recognizes that their greatest asset is their people. They are committed
towards recruiting and retaining the best individuals.
This commitment is viewed as a strategic business imperative and is articulated in their

vision. Warid believes that diversity is essential to outstanding business success. The existing
employee force of Warid Telecom has a blend of talented individuals having exposure to
multi-cultural and multinational environment.
Warid continues to build on the heritage of its parent company - The Abu Dhabi Group.
Warid believes in leadership through people. Their technology and service-delivery strengths
stems from their valued employees who have joined Warid n from all over the world to earn
customer trust and loyalty with a continuing commitment to the deployment of innovative
products and services, reliable, high-quality service and excellent customer care.
Warid Telecom is building and integrating the next generation of intelligent, converged
networks with a plethora of key services and differentiators in the market. The primal
objective is to become a leader in the telecom sector in Pakistan and provide turn key
solutions for all customer requirements and specifications. At Warid Telecom they are
seeking innovative and intelligent people to help them design, market, sell and support their
innovative & intelligent product portfolio to a diversified evolving market. Warid strives to
hire only the best, create an exhilarating work environment and above all else, respect
each individual's unique contributions.
25
2.9 The benefits that Warid provides its employees
Beyond being part of a thriving telecom market and ensuring your presence in a diversified
group of individuals dedicated and committed to meet and exceed customer expectations,
Warid provides the following benefits to its employees:
2.9.1 Environment and Culture
At Warid they have a unique environment to work for since it houses a diversity of skills,
backgrounds, viewpoints and experiences from around the world. It is ensured that hiring is
based on merit, skill and ability, without regard to race, color, religion, sex, national origin,
ancestry, age, physical or mental disability, military or veteran status, marital status, or any
other classification.
2.9.2 Competitive Pay
Warid’s pay and benefits programs reflect how much the employees and their families are
valued. These programs are among the most comprehensive and competitive in the industry.
Warid pay practices are designed to attract, motivate, retain and reward employees with
competitive base pay complemented with short-term and long-term incentives. Warid
believes in compensating employees in a manner comparable to their competitors in the
industry. Warid also fosters a pay-for-performance culture that provides employees with
opportunities to earn higher levels of compensation and receive rewards tied to company,
team and individual performance.
2.9.3 Comprehensive Employee Benefits
Warid makes a significant investment in employee benefits, an important part of each

employee's total compensation. The benefits program is reviewed each year to ensure that the
plans are cost effective and continue to provide competitive benefits meeting the needs of our
employees and their families.
26
2.10 About PTCL
PTCL is one of the largest telecommunication company in Pakistan. This company

provides telephony services to the nation and still holds the status of backbone for
country's telecommunication infrastructure despite arrival of many other service
providers including telecom giants like Telenor and China Mobile. The company consists
of around 2000 telephone exchanges across country providing largest fixed line network.
GSM, CDMA and Internet are other resources of PTCL, making it a gigantic
organization.
Whether it is an office in the largest city of Pakistan or a home in a small village, they are
present in every corner of Pakistan to serve their customers.
In middle of 2006 Government of Pakistan decided to sell at least 26 percent of this

company to some private agency. There were three participants in the bet for
privatization of PTCL. Etisalat, a Dubai based company was able to get the shares with a
large margin in the bet.16
2.10.1 Vision
To be the leading Information and Communication Technology Service Provider in the

region by achieving customer satisfaction and maximizing shareholders' value'.
The future is unfolding around us. In times to come, we will be the link that allows global
communication. We are striving towards mobilizing the world for the future. By
becoming partners in innovation, we are ready to shape a future that offers telecom
services that bring us closer.
27
2.10.2 Mission
To achieve our vision by having:
• An organizational environment that fosters professionalism, motivation and

quality
• An environment that is cost effective and quality conscious
• Services that are based on the most optimum technology
• Quality" and "Time" conscious customer service
• Sustained growth in earnings and profitability
2.10.3 Core Values
• Professional Integrity
• Customer Satisfaction
• Teamwork
• Company Loyalty
2.10.4 Company Profile
With an employee strength of 65,000 and 5.7 million customers, PTCL is the largest
telecommunications provider in Pakistan. PTCL also continues to be the largest CDMA
operator in the country with 0.8 million V-fone customers.
The company maintains a leading position in Pakistan as an infrastructure provider to

other telecom operators and corporate customers of the country. It has the potential to be
an instrumental agent in Pakistan’s economic growth. PTCL has laid an Optical Fiber
Access Network in the major metropolitan centers of Pakistan and local loop services
have started to be modernized and upgraded from copper to an optical network.
28
On the Long Distance and International infrastructure side, the capacity of two SEA-ME-
WE submarine cables is being expanded to meet the increasing demand of International
traffic.
2.10.5 Working at PTCL
Telecommunications is now an integral part of the social, economic and political fabric of
the world. As we embrace new technologies and make the world of global
communications accessible to more people in more ways we perfect the art of bringing
people together.
With this new vision and many new opportunities to excel, PTCL offers a continually
challenging and professionally rewarding experience — be it in data networks, Internet,
mobile networks, information technology, finance or sales management.
2.11 PTCL Incentive Plan
In order to have sustainable business performance in the highly competitive environment

of the Telecom industry, PTCL has to deliver highest quality services to its customers.
Quick provisioning of PTCL services brings lot of value to the customers which not only
guarantees more revenues but creates goodwill for the company.
In the backdrop of this situation, PTCL management is taking key initiatives in different
business areas. One important move aimed at improving the Sales and Customer
satisfaction is to boost the morale and motivation level of their employees.
An Incentive Plan has been worked out to present substantial cash rewards to the
employees performing beyond the specified benchmarks. This will be the start of an era
where the rewards shall be linked with the performance and achievement of targets.17
29
Important features of this plan are:
2.11.1 General Guidelines:
• Implementation would be highly transparent, with zero tolerance for abuse.

• It would cover Installation/Provisioning of Telephone (wire-line) & Broadband
connections.
• Rewards would be applicable to all the channels of request for installation/
provisioning of connections.
• Rewards against Installation/Provisioning are subject to receipt of the amount of
first monthly bill through B&CC.
• Rewards against Installation/Provisioning of telephone connections are strictly
subject to the fact that the whole process completes within a span of 03 days
(from service request registration to the final service activation).
2.11.2 New Telephone Connections (wire-line):
For each installed connection, following amounts have to be paid as incentive:
• Lineman Rs.100
• Technician Rs. 20
• Engg. Supervisor Rs. 20
• AE/ADE/SDO Rs. 20
• Senior Engineer Rs.15
Total Rs.175
30
2.11.3 Broadband Installation/Provisioning:
a) For the installation of 41 to 80 connections per month per CPE Installer, following
amounts would be paid as incentive for each additional connection beyond the
baseline of 40 connections (no incentive for first 40 connections):
• CPE Installer Rs.150

• Lineman Rs.75
• MDF Technician Rs.45
• DSL Officer/AM Field Support Rs.15
• Manager Provisioning Rs.10
• SM MM&BB Rs.05
Total Rs.300
b) For the installation of 81 or more connections per month per CPE Installer,
following amounts would be paid as incentive against each additional connection
beyond the first 80 connections (for 41 to 80 connections, reward mentioned in the
above category would apply):
• CPE Installer Rs.250

• Lineman Rs.125
• MDF Technician Rs.75
• DSL Officer/AM Field Support Rs.25
• Manager Provisioning Rs.15
• SM MM&BB Rs.10
Total Rs.500
31
Having confidence in the capabilities of their employees, it is hoped that the Incentive
Plan would enable them to further improve their performance and demonstrate their
best talent in pursuit of the company’s business objectives. The Incentive Plan would
take effect from October 01, 2008.
32
SECTION 3:
ANALYSIS
3.1 Analysis
The purpose of this questionnaire was to find out the satisfaction level of employees at
Warid Telecom and PTCL considering different factors which lead to their satisfaction
level and then making a comparison between the two companies taking Warid Telecom
as a multinational company and PTCL as a local firm. A sample size of 34 employees
was taken in each organization and the results analyzed.
1. Overall, I am satisfied with the Company as an employee. (Encircle one number).
Overall Job Satisfaction
Valid Cumulative
WARID Frequency Percent Percent Percent
Valid Strongly
1 2.9 2.9 2.9
1. Disagree
2. Disagree 6 17.6 17.6 20.6
3. Somewhat
7 20.6 20.6 41.2
Agree
4. Agree 17 50.0 50.0 91.2
5. Strongly
3 8.8 8.8 100.0
Agree
Total 34 100.0 100.0
Table 1
Valid Cumulative
PTCL Frequency Percent Percent Percent
Valid Strongly
2 5.9 5.9 5.9
1. Disagree
2. Disagree 11 32.4 32.4 38.2
3. Somewhat
17 50.0 50.0 88.2
Agree
4. Agree 3 8.8 8.8 97.1
5. Strongly 1 2.9 2.9 100.0
33
Agree
Total 34 100.0 100.0
Table 2
Interpretations:
Overall Job Satisfaction is an employees feelings regarding their work and their job, the
more satisfied an employee is the more he or she will be able to contribute to the success
if the organization. With the help of this question we can find out how much employees
are satisfied with the company as a whole. From the results we can deduce that
employees in Warid are more satisfied with the company as compared to PTCL as 50%
of the employees in Warid Agree and almost 9% Strongly Agree to the fact that they are
overall satisfied with the company whereas only 8.8% of the employees in PTCL Agree
and 2.9 % Strongly Agree that they are overall satisfied with the company. The
cumulative percentage also shows that 38.2 percent of the PTCL employees are not
satisfied with the company at all as 32.4 percent of them Disagree and 5.9 Strongly
Disagrees to this question as compared to the 20.6 percent of the Warid employees which
is relatively low as compared to PTCL which proves the hypothesis that employees in
multinationals are more satisfied as compared to local firms.
34
Warid
Strongly
Disagree
8.8% 2.9%
17.6% Disagree
Somewhat
50% 20.6%
Agree
Agree
Strongly
Agree
Figure 1
PTCL
35
Strongly
Disagree
8.8% 2.9%
17.6% Disagree
Somewhat
50% 20.6%
Agree
Agree
Strongly
Agree
Figure 2
2: My salary is fair for my responsibilities.
36
Salary & Benefits
Valid Cumulative
WARID Frequency Percent Percent Percent
Valid Strongly
5 14.7 14.7 14.7
1. Disagree
2. Disagree 3 8.8 8.8 23.5
3. Somewhat
8 23.5 23.5 47.1
Agree
4. Agree 16 47.1 47.1 94.1
5. Strongly
2 5.9 5.9 100.0
Agree
Total 34 100.0 100.0
Table 3
Salary & Benefits
Valid Cumulative
Valid Strongly
21 61.8 61.8 61.8
1. Disagree
2. Disagree 10 29.4 29.4 91.2
3. Somewhat
2 5.9 5.9 97.1
Agree
5. Strongly
1 2.9 2.9 100.0
Agree
Total 34 100.0 100.0
Table 4
Interpretations:
Salary and Benefits is one of the most important factor which contributes to the
Satisfaction of employees in an organization. From the comparison we can see that a high
percentage of employees at Warid Telecom that is about 53 percent Agree that they are
satisfied with the salary and benefits given to them at Warid where as only about 9
percent of the employees at PTCL are satisfied with their salary and benefits being
provided to them. As a large number of PTCL employees, that is up to 62 percent
Strongly Disagreeing and almost 30 percent simply disagree that are happy with the
salary and benefits being paid by the company where as only up to 24 percent of the
employees at Warid are not happy with their salary and benefits meaning that the main
37
portion of the employees are still satisfied which contributes a great deal to the overall
satisfaction level of the employees at the work place. Respondents who preferred a salary
increase demonstrated a less satisfied attitude with current salary and overall satisfaction
with the job.
Warid
Salary and Benefits
Strongly
5.9% 14.7%
Disagree
Disagree
8.8%
Somewhat
47.1% 23.1%
Agree
Agree
Strongly
Agree
Figure 3
PTCL
Salary and Benefits
Strongly
Disagree
5.9% 2.9%
Disagree
29.4% Somewhat
61.8%
Agree
Agree
Strongly
Agree
Figure 4
3. I understand the long-term strategy of the company.
38
Long Term Strategy
Valid Cumulative
Warid Frequency Percent Percent Percent
Valid Strongly
6 17.6 17.6 17.6
1. Disagree
2. Disagree 6 17.6 17.6 35.3
3. Somewhat
10 29.4 29.4 64.7
Agree
4. Agree 9 26.5 26.5 91.2
5. Strongly
3 8.8 8.8 100.0
Agree
Total 34 100.0 100.0
Table 5
Long Term Strategy
Valid Cumulative
Valid Strongly
9 26.5 26.5 26.5
1. Disagree
2. Disagree 10 29.4 29.4 55.9
3. Somewhat
13 38.2 38.2 94.1
Agree
4. Agree 1 2.9 2.9 97.1
5. Strongly
1 2.9 2.9 100.0
Agree
Total 34 100.0 100.0
Table 6
Interpretations:
Understanding the Long Term Strategy of the company is also very important for the
employees to make them feel a part of the organization and to lead them in a right
direction. The results show that a significant portion of the employees at Warid Telecom
that is almost 27 percent agree and about 9 percent strongly agree that they understand
the long term strategy of the company where as only about 6 percent of the PTCL agree
and strongly agree to the fact that they understand the long term strategy of the company.
Although 38 percent of the PTCL employees somewhat agree that they understand the
long term strategy of the company but compared to Warid Telecom cumulative
39
percentage show that only about 35 percent of the Warid employees disagree and
strongly disagree to this statement where as a large amount of the PTCL employees that
is about 60 percent disagree and strongly disagree that they understand the long term
strategy of the company which plays a very important role in the job satisfaction of
employees at work.
Warid
Long Term Strategy

Strongly
Disagree
8.8% Disagree
17.6%
26.5% Somewhat
Agree
17.6%
Agree
29.4%
Strongly
Agree
Figure 5
PTCL
Long Term Strategy

Strongly
Disagree
2.9%
Disagree
2.9% 26.5%
Somewhat
38.2% Agree
29.4% Agree
Strongly
Agree
Figure 6
40
4. My manager clearly defines my job responsibilities.
Job Responsibilities
Valid Cumulative
Valid Strongly
6 17.6 17.6 17.6
1. Disagree
2. Disagree 1 2.9 2.9 20.6
3. Somewhat
7 20.6 20.6 41.2
Agree
4. Agree 14 41.2 41.2 82.4
5. Strongly
6 17.6 17.6 100.0
Agree
Total 34 100.0 100.0
Table 7
Valid Cumulative
Valid Strongly
1 2.9 2.9 2.9
1. Disagree
2. Disagree 4 11.8 11.8 14.7
3. Somewhat
16 47.1 47.1 61.8
Agree
4. Agree 9 26.5 26.5 88.2
5. Strongly
4 11.8 11.8 100.0
Agree
Total 34 100.0 100.0
Table 8
Interpretation:
Style of leadership also plays an important role in determining level of job satisfaction. If
the manager is such that clearly defines the job responsibilities of each employee, it will
increase the satisfaction level of the employee. We can deduce from these results that a
major portion of the employees at Warid Telecom that is cumulatively 59 percent of the
employees agree and strongly agree that their job responsibilities are being clearly
defined by their managers as compared to PTCL where cumulatively about 38 percent of
the employees are of the same view that job responsibilities are clearly defined. Although
about 47 percent of the employees somewhat agree to the fact which means the company
41
is not doing that bad but still have room for improvement at Warid Telecom is doing a lot
better than them.
Warid
Strongly
Disagree
17.6% 17.6% Disagree
2.9%
Somewhat
Agree
20.6%
41.2% Agree
Strongly
Agree
Figure 7
PTCL
Strongly
2.9%
Disagree
11.8%
11.8% Disagree
Somewhat
26.5%
Agree
47.1% Agree
Strongly
Agree
Figure 8
5. I believe my job is secure.
42
Job Security
Valid Cumulative
Valid Strongly
7 20.6 20.6 20.6
1. Disagree
2. Disagree 5 14.7 14.7 35.3
3. Somewhat
4 11.8 11.8 47.1
Agree
4. Agree 14 41.2 41.2 88.2
5. Strongly
4 11.8 11.8 100.0
Agree
Total 34 100.0 100.0
Table 9
Job Security
Valid Cumulative
Valid Strongly
25 73.5 73.5 73.5
1. Disagree
2. Disagree 5 14.7 14.7 88.2
3. Somewhat
3 8.8 8.8 97.1
Agree
4. Agree 1 2.9 2.9 100.0
Total 34 100.0 100.0
Table 10
Interpretations:
Job security is the probability that an individual will keep his or her job; a job with a high
level of job security is such that a person with the job would have a small chance of
becoming unemployed so the more Job Security an employee has the more satisfied he or
43
she will be with his or her job. From the comparison we can clearly see that employees in
Warid Telecom have more job security than employees in PTCL as the results show that
41 percent of the Warid employees agree and almost 12 percent of the employees
strongly agree to the point that they feel that their job is secure where as only 2.9 percent
of the PTCL employees agree to the fact and a major part of the employees that is almost
74 percent of them feel that their jobs are not secure at all. This result clearly shows that
employees at Warid Telecom has a high level of job security as compared to PTCL which
means that their employees will feel more secure and satisfied with their jobs.
Warid
Job Security
Strongly
Disagree
11.8%
20.6% Disagree
Somewhat
14.7% Agree
41.2% Agree
11.8%
Strongly
Agree
Figure 9
PTCL
44
Job Security
Strongly
2.9% Disagree
8.8%
Disagree
14.7%
Somewhat
73.5% Agree
Agree
Strongly
Agree
Figure 10
6. I like the type of work that I do.
Nature of Work
Valid Cumulative
Valid Strongly
4 11.8 11.8 11.8
1. Disagree
2. Disagree 5 14.7 14.7 26.5
3. Somewhat
9 26.5 26.5 52.9
Agree
4. Agree 12 35.3 35.3 88.2
5. Strongly
4 11.8 11.8 100.0
Agree
Total 34 100.0 100.0
Table 11
Nature of Work
Valid Cumulative
Valid Strongly
6 17.6 17.6 17.6
1. Disagree
45
2. Disagree 2 5.9 5.9 23.5
3. Somewhat
24 70.6 70.6 94.1
Agree
4. Agree 1 2.9 2.9 97.1
5. Strongly
1 2.9 2.9 100.0
Agree
Total 34 100.0 100.0
Table 12
Interpretation:
It has been observed that routine jobs are boring and they create a type of boredom and
monotony. On the other hand, when jobs are challenging in nature and employees like the
type of the work that they do, they create an environment of satisfaction so the nature of
work is another important factor. From the survey conducted and the results obtained we
can find out that at Warid Telecom employees are much more satisfied with the type of
work that they do as compared to PTCL employees as 35.3 percent and 11.8 percent of
the Warid employees agree and strongly disagree respectively that they like the type of
work that they do where as on the other hand only about 6 percent of the PTCL
employees agree to the statement. Although about 71 percent of the PTCL employees
somewhat agree to the fact but that does not clearly mean that they like the type of work
that they do as somewhat agreeing may mean that they are not really sure of it and
portray ambiguity. If employees at Warid Telecom like the type of work that they do, that
means they are more satisfied as compared to PTCL employees and will be able to
contribute to the organization positively.
Warid
46
Nature of Work
Strongly
Disagree
11.8%
11.8%
Disagree
14.7%
Somewhat
35.3% Agree
Agree
26.5%
Strongly
Agree
Figure 11
PTCL
Nature of Work
Strongly
2.9% Disagree
2.9%
17.6% Disagree
5.9%
Somewhat
Agree
70.6% Agree
Strongly
Agree
Figure 12
7. I believe there is a spirit of cooperation at the company.
Cooperation
Valid Cumulative
47
Valid Strongly
2 5.9 5.9 5.9
1. Disagree
2. Disagree 4 11.8 11.8 17.6
3. Somewhat
6 17.6 17.6 35.3
Agree
4. Agree 16 47.1 47.1 82.4
5. Strongly
6 17.6 17.6 100.0
Agree
Total 34 100.0 100.0
Table 13
Cooperation
Valid Cumulative
Valid Strongly
8 23.5 23.5 23.5
1. Disagree
2. Disagree 12 35.3 35.3 58.8
3. Somewhat
13 38.2 38.2 97.1
Agree
4. Agree 1 2.9 2.9 100.0
Total 34 100.0 100.0
Table 14
Interpretation:
Increased upward communication and cooperation between employees also results in job
satisfaction. The more communication and cooperation between employees, the more
satisfied they will be as it would result in a healthy work environment. From the results
obtained we can see that 41 percent of the employees at Warid agree and almost 18
percent strongly agree that they find a spirit of cooperation at the company where as only
2.9 percent of the PTCL employees agree to it which clearly shows that a spirit of
cooperation exits between employees at Warid Telecom which contributes to their overall
job satisfaction. Where as on the other hand PTCL lacks this cooperation in the company
which we can see from the table that a major part of its employees that is a cumulative of
59 percent disagree strongly that a spirit of cooperation exists in the company which may
lead to the dissatisfaction of employees at work.
Warid
48
Cooperation
Strongly
5.9% Disagree
17.6%
11.8% Disagree
Somewhat
17.6%
Agree
Agree
47.1%
Strongly
Agree
Figure 13
PTCL
Cooperation
Strongly
2.9% Disagree
23.5% Disagree
38.2%
Somewhat
Agree
35.3% Agree
Strongly
Agree
Figure 14
8. My manager/supervisor provides me with continuous feedback to help me achieve
my goal.
Feedback
49
Valid Cumulative
Valid Strongly
3 8.8 8.8 8.8
1. Disagree
2. Disagree 4 11.8 11.8 20.6
3. Somewhat
9 26.5 26.5 47.1
Agree
4. Agree 14 41.2 41.2 88.2
5. Strongly Agree 4 11.8 11.8 100.0
Total 34 100.0 100.0
Table 15
Feedback
Valid Cumulative
Valid Strongly
3 8.8 8.8 8.8
1. Disagree
2. Disagree 6 17.6 17.6 26.5
3. Somewhat
15 44.1 44.1 70.6
Agree
4. Agree 6 17.6 17.6 88.2
5. Strongly
4 11.8 11.8 100.0
Agree
Total 34 100.0 100.0
Table 16
Interpretation:
Giving feedback on both good and poor performance helps the firm and the employee
grow. A manager needs to make sure they let the employees know what they are doing
right as well as what needs adjustment. Constructive feedback takes place daily in all
successful organizations. The results here show that a great number of employees at
Warid Telecom that is 41.2 percent agree and 11.8 percent strongly agree to the fact that
their manager or supervisor gives them continuous feedback on their work which helps
them achieve their goals where as only 17.6 percent of the PTCL employees agree and
11.8 strongly agree to this point which is still quite less as compared to Warid Telecom. It
shows that employees at Warid are much more satisfied with the continuous feedback
system as compared to PTCL which contributes a great deal to the over all satisfaction of
employees.
50
Warid
Feedback
Strongly
Disagree
8.8%
11.8%
Disagree
11.8%
Somewhat
Agree
47.2%
26.5%
Agree
Strongly
Agree
Figure 15
PTCL
Feedback
Strongly
Disagree
11.8% 8.8%
Disagree
17.6% 17.6%
Somewhat
Agree
Agree
44.1%
Strongly
Agree
Figure 16
9. I am satisfied with the quality of training and development that I receive.
Training and Development
51
Warid Frequency Percent Valid Cumulative
Percent Percent
Valid Strongly
4 11.8 11.8 11.8
1. Disagree
2. Disagree 5 14.7 14.7 26.5
3. Somewhat
9 26.5 26.5 52.9
Agree
4. Agree 12 35.3 35.3 88.2
5. Strongly
4 11.8 11.8 100.0
Agree
Total 34 100.0 100.0
Table 17
Valid Cumulative
Valid Strongly
20 58.8 58.8 58.8
1. Disagree
2. Disagree 6 17.6 17.6 76.5
3. Somewhat
7 20.6 20.6 97.1
Agree
4. Agree 1 2.9 2.9 100.0
Total 34 100.0 100.0
Table 18
Interpretation:
The right employee training, development and education at the right time provides big
payoffs for the employer in increased productivity, knowledge, loyalty, and contribution.
The question regarding the employees being satisfied with the quality of Training and
Development that they receive, the results showed that cumulatively about 47 percent of
the Warid employees were very much satisfied with it where 35.3 percent agreeing and
11.8 percent strongly agreeing that they are satisfied with the Training and Development
that they receive where as on the other hand the PTCL employee survey showed that 20.6
percent of the PTCL employees only partially agree or somewhat agree and 2.9 percent
agree that they are satisfied with the Training and Development that they receive. A large
percentage of PTCL employees which is almost 60 percent strongly disagree that they are
52
satisfied with the Training and Development which is quite high as compared to Warid
Telecom where the employees who strongly disagree to this is only 11.8 percent.
Warid

Strongly
Disagree
11.8% 11.8% Disagree
14.7%
Somewhat
35.3% Agree
Agree
26.5%
Strongly
Agree
Figure 17
PTCL
Strongly
Disagree
2.9%
Disagree
20.6%
58.8% Somewhat
Disagree
17.6%
Agree
Strongly
Agree
Figure 18
10. I am able to maintain a reasonable balance between family life and work life.
53
Work Life Balance
Valid Cumulative
Valid Strongly
10 29.4 29.4 29.4
1. Disagree
2. Disagree 5 14.7 14.7 44.1
3. Somewhat
4 11.8 11.8 55.9
Agree
4. Agree 10 29.4 29.4 85.3
5. Strongly
5 14.7 14.7 100.0
Agree
Total 34 100.0 100.0
Table 19
Work Life Balance
Valid Cumulative
Valid Strongly
4 11.8 11.8 11.8
1. Disagree
2. Disagree 6 17.6 17.6 29.4
3. Somewhat
13 38.2 38.2 67.6
Agree
4. Agree 9 26.5 26.5 94.1
5. Strongly
2 5.9 5.9 100.0
Agree
Total 34 100.0 100.0
Table 20
Interpretation:
Employees, who find themselves unable to adjust between work and family, generally
seem to be less satisfied with their jobs as well as their life so work life balance is an
important factor that effects job satisfaction. This question was to ask employees if they
are able to maintain a reasonable balance between their work and life, the results here
show that 29.4 percent of the Warid employees agree and 14.7 percent strongly agree that
they are able to maintain a reasonable balance between work n life where as from the
PTCL employee survey we can see that 26.5 percent of the employees agree and 5.9
percent strongly agree with the Work Life Balance that they are able to maintain at
PTCL. But here we can see from the cumulative percentage that a total of 44.1 percent of
the Warid employees and 29.4 percent of the PTCL employees disagree and strongly
54
disagree with them not being satisfied with the Work Life Balance practices. So here we
can see that although comparatively a larger number of Warid employees are satisfied
with the work life balance than PTCL but when we look at the number of employees
those are not satisfied with it, we see that a larger number of Warid employees that is
almost 41 percent are not satisfied as well meaning a significant number of PTCL
employees somewhat agree to this statement.
Warid
Work Life Balance Strongly

Disagree
Disagree
14.7%
29.4% Somewhat
Agree
29.4%
Agree
14.7%
11.8%
Strongly
Agree
Figure 19
PTCL
Work Life Balance Strongly

Disagree
Disagree
5.9% 11.8%
26.5% 17.6% Somewhat

Disagree
Agree
38.2%
Strongly
Agree
Figure 20
11. I am given enough authority to make decisions I need to make.
55
Involvement in Decision Making
Valid Cumulative
Valid Strongly
5 14.7 14.7 14.7
1. Disagree
2. Disagree 7 20.6 20.6 35.3
3. Somewhat
9 26.5 26.5 61.8
Agree
4. Agree 9 26.5 26.5 88.2
5. Strongly
4 11.8 11.8 100.0
Agree
Total 34 100.0 100.0
Table 21
Valid Cumulative
Valid Strongly
24 70.6 70.6 70.6
1. Disagree
2. Disagree 6 17.6 17.6 88.2
3. Somewhat
3 8.8 8.8 97.1
Agree
5. Strongly
1 2.9 2.9 100.0
Agree
Total 34 100.0 100.0
Table 22
Interpretation:
Employee involvement in decision making is a management and leadership philosophy
about how people are most enabled to contribute to continuous improvement and the
ongoing success of their work organization. Involving them in decision making make
them feel a part of the organization and contribute to them being more satisfied with the
organization. Analyzing the results we can clearly see that a large number of PTCL
employees believe that they are not given enough authority to make decisions in the
organization as we can see from the results that a significant portion that is cumulatively
88.2 percent of the employees disagree and strongly disagree that they are involved in
decision making where as when compared to Warid Telecom only 35.3 percent of the
employees believe they are not given enough authority in decision making. Further
56
analyzing the results we can see that 26.5 percent of the Warid employees agree and 11.8
percent strongly agree that they are involved in decision making where as only 2.9
percent of the PTCL employees agree to that meaning Warid employees are given much
authority as compared to PTCL employees which will contribute significantly to their
over all satisfaction as an employee.
Warid

Strongly
Disagree
Disagree
11.8% 14.7%
Somewhat
26.5% 20.6% Agree
Agree
26.5%
Strongly
Agree
Figure 21
PTCL
Involvement in Decision Making Strongly

Disagree
2.9% Disagree
8.8%
Somewhat
17.6% Disagree
70.6%
Agree
Strongly
Agree
Figure 22
12. What can the Company do to increase your satisfaction as an employee?
57
The common suggestions that most of the employees listed are as follows:
Warid Telecom
• Appreciation for good work, salary does not matter that much rather job security
and reward for hard work should be given in the form of regular promotions.
• Incentives such as bonuses, salary increments and other activities like arranging
tours, musical nights and parties.
• Employees should not be over burdened with work.
• Invest in employees.
PTCL
• The company can at least compare the benefits being given to employees of other
Telecom Companies. It can only then expect its workforce to be satisfied and put
their heart in their work.
• Promotions should be given
• Job Security should be given and working hours should be decreased
• The company should realize their responsibilities towards their employees
• The salary given to the employees by the company is very low as compared to
other multinational companies so the Salary should be increased and benefits
given.
58
• The management should understand the problems of the employees and help
them solve it.
• Employees need recognition for their work.
• Company should increase incentives and must engage employees in decision

making.
3.2 Conclusion
Overall average response ranking of job elements resulted in Salary and Benefits being
ranked as the number one element in importance towards job satisfaction while increase
in Job Security, Training and Development etc being amongst the other important
determinants of Job Satisfaction. From the results we can conclude that Warid Telecom
Employees has a greater level of satisfaction as compared to PTCL where the satisfaction
level of employees is quite low. This we can deduce from analyzing the results as
Warid’s employees are much more satisfied with most of the determinants of Job
Satisfaction being discussed in this report such as the Over all Satisfaction, Salary and
Benefits, Long Term Strategy, Job Responsibility, Job Security, Nature of Work,
Cooperation, Feedback, Training and Development, and Involvement in Decision Making
where as they were not that satisfied with the Work Life Balance Practices of the
Company.
On the other hand employees at PTCL were not that satisfied with almost all the factors
or determinants discussed above, Salary and Benefits, Job Security, Training and
Development and Involvement in Decision Making being the most unsatisfied factors,
and Work Life Balance and Job Responsibilities being the least. We could see a positive
relationship between Job Satisfaction and the other variables discussed above, which is if
they are satisfied with these factors, it will automatically increase their Overall Job
Satisfaction. So from the results we came to a conclusion that the results proves our
59
hypothesis that “Employees at Multinationals (Warid Telecom) are more satisfied as
compared to Local Firms (PTCL)”.
60
SECTION 4 RECOMMENDATIONS
4.1 Importance of Job Satisfaction for Organizations;
Investigated by several disciplines such as psychology, sociology, economics and

management sciences, job satisfaction is a frequently studied subject in work and
organizational literature. This is mainly due to the fact that many experts believe that job
satisfaction trends can affect labor market behavior and influence work productivity,
work effort, employee absenteeism and staff turnover. Moreover, job satisfaction is
considered a strong predictor of overall individual well-being, as well as a good predictor
of intentions or decisions of employees to leave a job.
Beyond the research literature and studies, job satisfaction is also important in everyday
life. Organizations have significant effects on the people who work for them and some of
those effects are reflected in how people feel about their work. This makes job
satisfaction an issue of substantial importance for both employers and employees. As
many studies suggest, employers benefit from satisfied employees as they are more likely
to profit from lower staff turnover and higher productivity if their employees experience
a high level of job satisfaction. However, employees should also ‘be happy in their work,
given the amount of time they have to devote to it throughout their working lives.18
4.2 Recommendations;
4.2.1 Work Life Balance
The major factor that Warid’s lacking based upon this research is Work Life Balance that
is to maintain a reasonable balance between work and life which is an important factor
that effects customer satisfaction. If personal life is paid more attention the professional
life will get disturbed and as a result losing the job and income. On the other hand, if the
professional life is paid more attention, the personal life is adversely affected resulting
into higher stress levels. Helping employees maintain work/life balance isn’t something
you do just for them — it can be vital to the health of the company. Employee burnout
has a major impact on productivity, can have high absentee rates, high turnover, less
61
efficiency and low morale. So Warid Telecom needs to focus on this in order to further
increase the satisfaction level of their employees. . In this context, the company should
provide employees with flexible work hours. Warid should recognize that, to cultivate
and support effective employees, the organization must assist employees to learn how to
achieve and maintain suitable work-life balance. Efforts should be made not to mix up
personal life with professional life. There should not be an encroachment.
On the other hand there are a lot of things that PTCL has to improve on in order to
increase the satisfaction level of their employees as the results showed that their
employees has a very low level of satisfaction regarding many things.
4.2.2 Salary and Benefits
First of all they need to focus their efforts on the Salary and Benefits of employees as
work is about the money. Work only becomes not about the money when employees have
sufficient income that supports their chosen life style. With sufficient money, work
becomes about other motivations.
I believe every organization can benefit from industry comparison studies, and that is
what PTCL should do as well. Research the salary and benefits for similar positions and
job descriptions in the industry and try and base your salary and benefits on that. PTCL
should determine whether they are competitive with similar positions with organizations
of similar size, sales, and markets. If PTCL can find companies in the same industry,
such as other Telecom Companies in the industry, that can be a good comparison source.
Secondly Pay must relate to the accomplishment of goals, the company mission and
vision. The company’s salary strategy must align with the human resources goals and
strategies. If PTCL wants to develop a highly skilled, outstanding workforce, they must
pay above industry or regional averages to attract quality employees. Paying less than
comparable firms will result in dissatisfied employees who will fail to fulfill the
company’s the desire to create an outstanding and motivated workforce.
62
4.2.3 Job Security
Job security is an important determinant of job satisfaction, higher the job security the
higher will be the Job satisfaction. PTCL should try to increase the Job Security of its
employees as they may gain substantially from employee job security, since it may
increase labor productivity through encouragement of worker investment in firm-specific
human capital and increased worker motivation through affiliation to the organization.
The company can do this by valuing their employees and making them feel a part of the
organization, include them in decision making, keep them informed about what’s going
on in the company and try to understand their problems and help them solve it. Improving
productivity may also help to create new jobs and maintain the old ones because if the
company has high productivity it will need its employees which in turn would increase
their Job Security.
4.2.4 Training and Development
Training and Development is one of an important determinant of Job Satisfaction which

helps in increasing the productivity of the employees that helps the organization further
to achieve its long-term goal. From the research we could see that a greater number of
employees of PTCL were not satisfied with the quality of Training and Development that
they receive so the company needs to focus on that as it is very vital for optimizing the
utilization of human resource that further helps the employee to achieve the
organizational goals as well as their individual goals.
PTCL needs to have the right employee training, development and education at the right
time which will provide big payoffs for them in increased productivity, knowledge,
loyalty, and increased employee satisfaction. They need to invest in their employees by
arranging training sessions for them often. PTCL needs to determine the training needs of
its employees first, educate them about the importance and purpose of the training
session, and adopt an effective training and development program based on the need.
Training sessions should be conducted incase of the following;
63
• The need for organizations to constantly develop their employees' ability to keep
up with the pace of change
• Transfer of training from the training provider, whether online or in a classroom,
to the job
• Grow their skills and knowledge to better perform their current job
• New employee orientation, or new employee on boarding
• Technological innovations.
Training and Development will help PTCL increase employee loyalty, and thus retention,
and in turn their over all Satisfaction of employees. It will also help them in improving
upon the quality of work and work-life.
4.2.5 Involvement in Decision Making
Involvement in Decision Making was another major factor with which PTCL employees
were quite dissatisfied, so the company needs to pay attention towards this. Employee
involvement is creating an environment in which people have an impact on decisions and
actions that affect their jobs. Employee involvement is a management and leadership
philosophy about how people are most enabled to contribute to continuous improvement
and the ongoing success of their work organization.
PTCL needs to involve people as much as possible in all aspects of work decisions and
planning. This involvement will increase ownership and commitment, retain the
company’s best employees, and fosters an environment in which people choose to be
motivated and contributing. How to involve employees in decision-making and
continuous improvement activities is an important point that PTCL needs to work on and
it might include such methods as;
• Consult: the supervisor asks for input into a decision while retaining authority to
make the final decision him or herself.
64
• Join: the supervisor can invite employees to make decisions with the supervisor;
he or she considers employee’s voice equal in the decision process.
•
• Delegate: the supervisor can turn the decision over completely to the employee
that is allowing them to take their own decisions.
• Suggestion systems
• Work teams
• Continuous improvement meetings
• Corrective action processes
• Periodic discussions with the supervisor
4.2.6 Cooperation
PTCL should try to develop a spirit of Cooperation in the organization which includes
both employer/employee relations as well employee/employee cooperation amongst
themselves. Successful employer/employee relations involve striking a balance of
interests between to the two, open communication should take place between
representatives of employees and employers and should create a system of shared
responsibility of employers and employees for working practices, conditions and other
areas of working life.
On the other hand employee/employee relation is another aspect of cooperation they need
to focus on such them assigning them group tasks or team work so that they learn how to
work with one another and develop a spirit of cooperation in the company.
65
4.2.7 Nature of Work
Frequently, work underlies self-esteem and identity while unemployment lowers self-
worth and produces anxiety. At the same time, monotonous jobs can erode a worker's
initiative and enthusiasm and can lead to absenteeism and unnecessary turnover so the
nature of work is another important factor which needs attention form the management of
PTCL. They need to create such jobs where an employee’s capability matches their job
requirements, jobs should be challenging and interesting in nature so that employees like
and enjoy the type of work that they do in order to be more satisfied and contribute to the
organization’s success.
4.2.8 Long Term Strategy
The company should have meetings with the employees where they train and educate
them about the Long Term Strategy of the company so that they understand what the
company is aiming for and try to contribute towards it positively. By doing so the
employees will also feel more valued and be more motivated, as a result will lead to their
over all satisfaction being increased.
The company needs to focus on the other factors too such as defining job responsibilities
clearly for each employee, providing them continuous feed back on their work,
recognizing their accomplishments and giving them recognition for their contributions
etc. By focusing on these and the factors discussed above the company can increase the
over all satisfaction of its employees which will in turn lead to the success of the
company.
66
Questionnaire
IM|Sciences
Employee Satisfaction Survey
The purpose of this questionnaire is to find out the satisfaction level of employees at the
work place, to see how satisfied they are with their working conditions and the firm as a
whole.
Name: …………………………...................….. (Optional
Gender: (a) Male (b) Female
Position: (a) Top Level (b) Middle Level (c) Lower Level
Department: ……………………………………………
Company Name: …………………….............................
How do you feel about each of the following matters?
Key:
(1) Strongly Disagree (2) Disagree (3) Somewhat Agree (4) Agree (5) Strongly Agree
1. Overall, I am satisfied with the Company as an employee. (Encircle one number).
1...........2.............3.............4...5
2. My salary is fair for my responsibilities. 1..........2.............3.............4...5
3. I understand the long-term strategy of the company. 1.........2.............3.............4...5
67
4. I have confidence in the leadership of the company. 1.........2.............3.............4...5
Key: (1) Strongly Disagree (2) Disagree (3) Somewhat Agree (4) Agree (5) Strongly Agree
Strongly
5. I am given enough authority to make decisions I need to make.
1..........2.............3.............4...5
6. I like the type of work that I do. 1..........2.............3.............4...5
7. I believe my job is secure. 1..........2.............3.............4...5
8. I believe there is a spirit of cooperation at the company. 1.........2.............3.............4...5
9. My supervisor treats me fairly. 1.........2.............3.............4...5
10. My supervisor asks me for my input to help make decisions.
1.........2.............3.............4...5
11. The company provided as much initial training as I needed.
1.........2.............3.............4...5
12. I receive appropriate recognition for my contributions.
1.........2.............3.............4...5
13. I am able to maintain a reasonable balance between family life and work life?
68
1 .......2.............3.............4...5
Key: (1) Strongly Disagree (2) Disagree (3) Somewhat Agree (4) Agree (5) Strongly Agree
14. I am satisfied with my understanding of how my goals are linked to company goals.
1 .........2.............3.............4...5
15. My supervisor keeps me well informed about what's going on in the company.
1 ........2.............3.............4...5
16. My manager/supervisor provides me with continuous feedback to help me achieve my

goal.
1 ........2.............3.............4...5
17. My manager clearly defines my job responsibilities. 1 .......2.............3.............4...5
18. I am satisfied with the benefits that the company provides me compared with other
companies in the industry.
1 ........2.............3.............4...5
19. I am satisfied with the quality of training and development that I receive.
1 .......2.............3.............4...5
20. Compared with a year ago, I am more satisfied with my overall job today.
1 ......2.............3.............4...5
21. What can the Company do to increase your satisfaction as an employee?
__________________________________________________________________________
__________________________________________________________________________
69
__________________________________________________________________________
__________________________________________________________________________
____
70

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SECTION I Introduction

1.1 Background of the Study

Introduction to the topic

Job satisfaction, a worker's sense of achievement and success, is generally perceived to

1.2 Purpose of the Study

1.3 Importance to Worker and Organization

• Organization: Various questions were asked from people working in Warid

The secondary data sources include;

• Internet: This is another major source which helped me collect data

1.5 Scope of the Study

1.6 Scheme of the report

2.1 Introduction to the topic

Specific components of Job Satisfaction may include;

Employee satisfaction is supremely important in an organization because it is what

A study on research in international management and organization theory to examine the

2.3 MNE’s, Working Conditions and Wages

• Reduce shirking (or elicit greater effort);

2.4 The direct impact of MNEs on other working conditions

There appears to be no systematic evidence on the propensity of MNEs to export labor

2.5 A simple comparison of employment, productivity, pay and working conditions in

2.6 MNEs and the Technology Benefit

The published evidence on the effects of foreign ownership on wages in developing

• In Nike subcontractor factories in June/July 2000, annual wages were $670

• In Bangladesh, legal minimum wages in export processing zones are 40 percent

• In Shanghai, a survey of 48 U.S.-based companies found that respondents paid an

2.8 MNEs and its impact on Domestic Firms

• There is no apparent difference in terms of union membership between such firms

The potential of multinational enterprises to contribute to economic development in host

2.8 About Warid

2.8.1 The Warid New Look

• To provide affordable communication services that meets and exceeds customers'

2.8.4 Corporate Values

• Simplicity: Practical and easy-to-use.

This commitment is viewed as a strategic business imperative and is articulated in their

2.9.1 Environment and Culture

2.9.2 Competitive Pay

2.9.3 Comprehensive Employee Benefits

Warid makes a significant investment in employee benefits, an important part of each

PTCL is one of the largest telecommunication company in Pakistan. This company

In middle of 2006 Government of Pakistan decided to sell at least 26 percent of this

To be the leading Information and Communication Technology Service Provider in the

To achieve our vision by having:

• An organizational environment that fosters professionalism, motivation and

2.10.3 Core Values

2.10.4 Company Profile

The company maintains a leading position in Pakistan as an infrastructure provider to

2.10.5 Working at PTCL

2.11 PTCL Incentive Plan

In order to have sustainable business performance in the highly competitive environment

2.11.1 General Guidelines:

• Implementation would be highly transparent, with zero tolerance for abuse.

2.11.2 New Telephone Connections (wire-line):

For each installed connection, following amounts have to be paid as incentive:

• CPE Installer Rs.150

• CPE Installer Rs.250

1. Overall, I am satisfied with the Company as an employee. (Encircle one number).

Overall Job Satisfaction

Overall Job Satisfaction

Overall Job Satisfaction