MOBILINK recognises individual differences
Mobilink believes that Employees have different needs. Do not treat them all alike. Mobilink spend the time necessary to understand what is important to each employee. This will allow mobilink employee to individualize goals, level of involvement, and rewards to align with individual needs.
Recognising External Factors along with Internal Factors
The managers and employees at Mobilink agrees that the internal factor that should dominate employees motivation. Mobilink agrees with theory regarding motivational factors managers can use. It is the internal factors that play the major role whenmotivating employees at the company, but the external variables are not overlooked since the workers at Quetta receive a salary higher than the collective agreements. The internal factors also matter, but due to the piece rate employees have it is the external factors that dominate.
MOBILINK Use goals and feedback:
Mobilink consider that employees should have hard but realistic, specific goals, as well as feedback on how well they are faring in pursuit of those goals.
Mobilink have shift work and therefore they know that the job characteristics are very important in order to motivate employees and they work a lot with this issue. The managers in the Mobilink has to give daily feedback to their employees and listen to conversations on what to improve
MOBILINk Allow employees to participate in decisions that affect them:
Since, at Mobilink, it is the employees that are the experts of the different work stations. Employees have the autonomy to influence the improvements of their work stations.
Employees at MOBILINK can contribute to a number of decisions that affect them: setting work goals, choosing their own benefits packages, solving productivity and quality problems, and the like. This increase Mobilink employee productivity, commitment to work goals, motivation, and job satisfaction.
Link rewards to performance:
MOBILINK believes that rewards should be contingent on performance. Importantly, employees must perceive a clear linkage. Regardless of how closely rewards are actually correlated to performance criteria, if individuals perceive this relationship to be low, the results will be low performance, a decrease in job satisfaction, and an increase in turnover and absenteeism statistics.
Rewards are also be perceived by employees as equating with the inputs they bring to the job. At a simplistic level, this mean that experience, skills, abilities, effort, and other obvious inputs should explain differences in performance and, hence, pay, job assignments, and other obvious rewards.
Management by Objectives at MOBILINK :
Management by objectives at MOBILINK emphasizes participatively set goals that are tangible, verifiable, and measurable.
MBO’s appeal lies in its emphasis on converting overall organizational objectives into specific objectives for MOBILINK units and individual members. MBO operationalizes objectives by devising a process by which objectives cascade down through the MOBILINK
Four ingredients common to MBO programs at MOBILINK are:
an explicit time period,
and performance feedback.
The objectives are concise statements of expected accomplishments. Example – To cut departmental costs by seven percent, to improve service by ensuring that all telephone calls received within ten minutes
Participative decision making:
The objectives in MBO are not unilaterally set by the boss and then assigned to employees.
The manager and employee at MOBILINK jointly choose the goals and agree on how they will be measured.
An explicit time period:
Each objective at MOBILINK has a specific time period in which it is to be completed....