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Unilever Pakistan: Determination From HRM


There is no doubt that organizations in today's world have located great importance in the development of the human tool management. This is because organizations seek to choose, hire, hold on to and staff the best skill to the workforce. Rewards strategies are one of the main functions of individuals source of information management. Indeed, these functions are set to boost the motivation of these workforce and avoid any dissatisfaction that might occur to the employees. Different theories of desire were considered to describe and analyze the behavior of employees. Furthermore, many compensation strategies were employed in order to raise the determination of employees and allure them. The primary aim of this newspaper is the chance to explore how multinational firm of Unilever in Pakistan increases the motivation of their employees and deal with any dissatisfaction by using incentive systems as Unilever Pakistan facing HR issue of insufficient proper pay back system for the determination of employees and supervisors.

Since the constraints of the problem are challenging that the study is conducted through the HR managers of Unilever Pakistan to be included in the research it has been determined that Maslow' Hierarchy of Needs is the most appropriate vehicle for tests the impact of rewards. In Unilever Pakistan HR managers are in charge of assessing degrees of desire in the workforce which will normally be a subjective analysis of levels by teams rather than by individuals we believe that this reinforces the decision of Maslow's theory for the purpose of the research.

Back floor of Unilever Pakistan:

Unilever Pakistan Limited is a multinational firm. Unilever PLC London is its father or mother group. Unilever is a Western established company with order middle in London, and their shares are quoted at the stock replacement of several Europe. They offer in all varieties of harvest from dog foodstuff to foods and detergents plus other personal and consumer products.

The organizational composition of Unilever Pakistan comprises that Unilever has its subsidiaries in over 80 countries of the world, to which it spreads its great understanding and resources. Unilever has 500 working companies in 80 countries. They have 0. 3 million employees and proceeds of sales in 23000 million pounds. Unilever has around 2000 employees in Pakistan.


The interventions relevant to the situation of praise system in Unilever are the following:


To assess the hyperlink between motivation and incentive of multinational business of Unilever in Pakistan. The results point out that there is an enormous link between determination and praise. At Unilever Pakistan the best way to ensure continuous progress in people's performance is to constituent an incentive system and the pay back system must emphasis on positive support as it's the most successful mean to inspire preferred action. By positive encouragement at Unilever Pakistan people devote more work in work in order that they may achieve an incentive of their hard work and compensation system ensure that their effort doesn't go uncompensated. So it clearly reveals that at Unilever Pakistan there is an enormous hyperlink between determination and reward. A planned and efficient prize system when maintained effectively would result into easy organization's change process hence positive encouragement of the required behavior would enhance the performance which proves our research target of extensive website link between desire and reward.

Whenever the word 'Drive' is used, the first theory that strikes the idea is the Abraham Maslow's hierarchy of needs. He investigated the human actions and pointed out five basic needs of human psychology and life in a hierarchy. These basic needs (physiological, safeness, social, self esteem and personal actualization or home fulfillment) can be considered basic goals for any man. These basic needs or goals have been prioritized into standing and complex the pattern in which humans go for these in their lives (Goble, 2004).

Man's foremost struggle arises for its existence and as per Maslow, physiological (being hungry, sleep, gender etc. ) and safety or safety needs represent the same initiatives. As first need is satisfied the demand for the next one arises and gradually the aim is shifted through these needs one by one and finally gets to do it yourself actualization. Although, almost all of these five needs are present atlanta divorce attorneys one, however the realization of the need only comes when the human fulfils the general conditions to get experienced for that specific need. In-fact, the real variable that builds the bottom for the certification is the satisfaction of previous needs.

According to the analysis, "Job satisfaction of Employees Horticulture Case studies in Michigan", it's been demonstrated that the supervisors and non supervisory employees fluctuate regarding their satisfaction with job components. Supervisors see job security, attainment, social relations and guidance as the utmost satisfying factors at office. They perceive the work itself and the business as ambiguous factors while the payment and working conditions as the cleanliness factors. Supervisors are apt to be less displeased using their rewards (Sara, Barry & Kathleen, 2004).

One of the very most rejoiced solution of the HR problem is that rewards by the employees at Unilever Pakistan can be awarding them with paid leave by their supervisors as the acknowledgement of the commendable performance. Along get back Supervisors must be rewarded with salary increment within the approved salary selection of their positions.

Organization at Unilever Pakistan must assist in their supervisor with an authority to pay back their employees with total annual merit increment because of their praiseworthy work which includes brought about significant benefit to the organization or division.

Key words: Positive encouragement, behavior, compensation, motivation


To examine the degree to which organizations attempt to use their pay back ways of increase motivation of these supervisors at multinational company of Unilever in Pakistan. Unilever Pakistan applying performance management process must also not lose an eye on variables which can be crucial for its success and examine them at pre defines regular intervals. Feedbacks must be depicted in charts in well-timed manner; performers must be respected through some token of gratitude. Performers' reviews must be use as an opportunity to reflect how winning can be possible in achieving goals and which routines must be followed and these reviews must be as consistent as possible so the learning is fortified. Always place many closely attainable milestones rather than quarterly possible milestones and whenever those milestones are accomplished celebrate them. There has to be some other way to obtain feedback other than annual performance appraisals. Remember while making your organization's program to be as original and unique as you possibly can and avoid the design to just include forms. (Guide: Pinder. C. :(1984) Work and drive; University or college of brutish Columbia;, Foresman and company. )

Three assumptions formulate Adam's equity theory. First, values that are produced by people hold that the fair they acquire is equitable to the efforts they designed for their work. Second, the theory shows that staff compare their source and outcome with and the power they received with other employees type and output. Finally, if an inequality is existed then this will lead to the dissatisfaction of the employees (Pinder 1984). Therefore, this theory gives HR supervisor some guidelines in to design a reward system that may be perceived as equable by employees and prevent any dissatisfaction (Richard, 2008).

Hertzberg provided five motivators at work: recognition, achievement, progress, responsibility and the task itself. He differentiated motivators and cleanliness factors by suggesting that motivators purpose reaching job satisfaction in the long run but hygiene factors are centered on short term satisfaction of the employees (Gmez & Crowther, 2007).

HR professionals use different strategies to reward different class of employees depending upon their job nature, competencies, skills, knowledge, performance and their contribution in the productivity of the business. In terms of best practice, different guidelines of HR are just suitable in different circumstances (thrope and Homan 2000). Pursuing are some standard tactics in this respect: These rewards may be financial as well as nonmonetary (Nelson, 2005).

Longevity pay plans

Pay for performance strategies

Pay work skills and knowledge

Team based pay packages to promote team efforts

Individual pay plans

Compensation plans for Executives


Profit posting in terms of merit based bonuses or by giving ownership talk about through stocks

Offering benefits and fringe benefits

Providing healthy job environment, versatile working hours, interpersonal and recreational activities etc.

Rewards receive to focus on or strengthen the certain capabilities like performance and commitment etc. depending after the tactical goals of the organizations. The type of features and rewards varies from organization to business.

Key words: Desire, reward, physiology


To make advice for possible changes to apply at multinational corporation of Unilever in Pakistan. Certain packages of criteria are created remember all the salient aspects that happen to be needed to be catered in planning and assessing programs.

Specific: Ambiguity emerges whenever there are unclear instructions about the rewards and their required actions and this creates a poor sense for the business in the center and mind of the people. Keeping it simple, clear and specific helps remove ambiguity and hence strengthening the overall program.

Meaningful: Rewarded accomplishments should carry a substantial go back over investment for both performer and the organization. The rewards must be specified for an achievement which includes any significant impact on organizational progress as well as performer's personal or professional life.

Achievable: If goals are unrealistically high to achieve then those propagates negative reinforcement within the employees so while establishing the goal for any individual or band of employees it ought to be kept in mind that those goal must land within the boundary of achievable.

Reliable: This program designed are required to follow its rules and procedures consequently. Any Exceptions must be dealt with certain pre-defined steps which are specified in the program's design.

Timely: Time factor is very enthusiastic in positive encouragement. The Pay back system heavily relies on rewarding the performers at the right time because of their hard work in order to feel esteemed. Certain intervals must be specified onto which the performers would be compensated.

At Unilever Pakistan supervisors' appraisal are the surface of the list when it comes to positively reinforce and inspire the employees. Supervisors at Unilever Pakistan must acknowledge employees contribution both verbally and in written either in my opinion or with an electronic aid although the personal interaction is much far better and employees feel appreciated and recognized for his or her effort and contribution.

Another solution is the fact supervisors at Unilever Pakistan must be provided with opportunity to increase their professional skills and skills by letting them participate in educational programs and workshops. It is very important for professional growth and development opportunities at Unilever Pakistan. As employees at Unilever Pakistan would develop new skills, group can have additional benefit from it. (Reference: Bruce, Anne & Pepitone, Adam S. (1998) Motivating employees. , McGraw-Hill Professional, . )

Bruce and Pepitone (1998) provide that inspiration is the interior drive that compels a person to act in a particular pattern. People have different needs which they require to satisfy through different means. Folks are encouraged when their needs are satisfied. When people are in need they seek opportunities which can meet them. The urge to get satisfaction drives a person to achieve something. Therefore, the lifetime of needs motivates individuals to work hard to accomplish goals and aims. Various ideas of motivation clarify the affect of rewards on the habit of individuals and teams (Armstrong 2002). Drive decides the performance of activities within the organization. The behavior of people is shaped by the motivators since people seek factors which enhance their work conditions. Satisfaction of 1 need brings about the demand for another need relating to Abraham Maslow (McClelland, 1987). A couple of both intrinsic and extrinsic factors which inspire a person to act in a particular manner. Intrinsic factors emanate from within the individual and give a person the will to attain more. Extrinsic factors originate from the environment when a person lives (Goble, 2004).

Bruce and Pepitone (1998) were of the view that we now have two types of motivational factors: Intrinsic and extrinsic factors. Intrinsic factors refer to the inner feeling a person has about the area of work. Extrinsic factors are the exterior factors which inspire an employee. Extrinsic factors include rewards, promotion, recognition yet others. Employees work harder when their welfare is put into thought by their professionals. Relating to Bogardus (2009) employees are not only encouraged by the income they receive from the organizations but also motivated by a great many other factors within the environment of the business. Therefore, within an company the employees have different personalities, behaviour, duties and views. Employees require different determination ways of ensure they improve their performance and work with a long duration of time (Gmez & Crowther, 2007). Finally, prize systems are developed to serve certain requirements of any company in a specific manner because it is considered that they straight have an effect on the efficiency of employees by motivating or de-motivating them (Sara, Barry & Kathleen, 2004). Further to the dialogue, the later area of the review will cover the various ideas of desire.

Key words: Inspiration, reward, performance

Conclusion: I analyzed that to attain Unilever Pakistan goals also to bring out the mandatory results from the employees it is highly necessary they are kept highly motivated and should discover this environment where their motivation isn't just keep intact but also flourish. To attain this environment also to stimulate their desire I figured out that positive reinforcement through rewards and performance appraisal system can prove quite definitely beneficial. While above we discuss the type of rewards could be employed and what criteria should performance appraisal system must abide to improve motivational environment of the organization, here are list of few steps a manager can take himself apart from all the organizational process and method to keep a clear check, balance and knowledge about the motivating factors of his employees.

Don't just adhere to theory. Put into action it almost because just reading the articles or research won't help until it is put in practice.

Analyze your own group of factors that continues you determined in the organizations. This might help you understand other employees' factors as well.

Identify the factors and then take input from the employees. It can be done by way of a survey varieties.

Work with each employee to add their motivational factors in to the reward system.

Improve your social marriage with each worker and try to nurture the skill to delegate atlanta divorce attorneys employee.

Rewards must not be lingered for long. They must be awarded as soon as the desired action or the prize criteria is achieved by the employees. Past due rewards have negative impact on desire of the employees.

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