Work Force Diversity in Telenor Pakistan

2

WORK FORCE DIVERSITY- A FORCE MULTIPIER IN THE ORGANIZATIONAL EFFICIENCY OF TELENOR PAKISTAN

ABSTRACT 1.

Purpose –This observational paper has been made to "perceive the effects of

work force varying qualities on the over all adequacy of Telenor Pakistan" and masterminded changes required every where scale like wise little scale level to help up grade the working environment in the O rganization to cook for the latest examples in the overall arranged. 2.

Design/rationality/approach – A mix of quantitative and subjective

examination systems was used to gather information. Specifically, data were accumulated from focus and cut down level troughs dealing with the HR related points in Telenor Pakistan. Clarifying data examination is offered grate fulness to the effects of the expanded work power. 3.

Findings – This study gives critical current information on existing work

environments, which have been seen as one of the best in Pakistan. The revelations uncover that a liberal, free and most great work environment win in the affiliation. Never the less, blend of latest examples can encourage upgrade the present situation. 4.

Research obstructions/recommendations – The study was compelled to Head

Offices of Telenor Pakistan organized in Islamabad. A more broad legitimate investigating would better reflect the national profile. Another requirement could originate from the system used as a piece of data social event technique (drop off and get). In any case, astounding measures were taken to guarantee the identity of the respondents.

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5.

Practical implications –The study recognized over all effects of using a

separated work energy to improve the profitability and working environments in the Organization. Focusing on that, the model could be grasped by other open and moreover private relationship to finish astonishing legitimate execution. Furthermore, the Government may make game plans to propel the above practices, resulting to, in the whole deal, achieving definitive unimaginableness will consider earnestly the over all economy of the country. All these may be energized through proactive various leveled and national human resource change exercises. 6.

Originality/regard– The significance of the present study begins from the way

that not a lot of studies have researched the impact of forefront advances and latest examples in using upgraded work power. The results give additional bits of information into latest examples the world over. The circle of study has been slighted by organization researchers and has in this way been less asked about. Moreover, the encounters got from this study add to the future change of this line of examination. 7.

Keywords-

Asia, Pakistan, Telenor Pakistan, Work power grouped

qualities, Organizational Effici.

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INTRODUCTION 8.

Today,at the begin of the 21st century, the world is submerged in a broad

assortment of demographic examples called "Work Force Diversity", which can significantly change the demographic, social and good mix of the masses in various countries inside just two or three decades. Arranged qualities suggests any clear difference among people: age, race, religion, utilitarian distinguishing strength, calling, sexual introduction presentation, geographic starting, and lifestyle. Top boss as often as possible say that their association's kinfolk are its most vital asset. In a tight occupation market and an overall economy an association that puts people first paying little personality to their race, religion, sex, age, or physical failure - wins. 9.

Diversity organization is ensuring that figures are spot to oblige and bolster

the continued with headway of a different workforce by consolidating these honest to goodness and saw contrasts among masters to perform most prominent effectiveness. Contrasts is more than being politically right; it is about developing a general public that values individuals and their wide show of necessities and responsibilities. A study by the Hudson Institute for the U.S. Branch of Labor found that 85% of the new members into the workforce in the next decade will be women, minorities, and nonnatives. If one needs his business to be productive and concentrated later on, he should utilize these HR and take an enthusiasm for these contrasting qualities designs. It requires a consistently extending awareness of how people from unmistakable establishments oversee power, correspondence, general business conduct, and relate to their gatherings of affiliation. 10.

Telenor Pakistan-A totally had assistant of Telenor ASA, impelled its

operations in March 2005. One of the principle telecom executives giving paid early, postpaid and regard added organizations to seven million customers, it is spread the country over with an arrangement of 15 association had bargains and advantage

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concentrates, more than 200 franchisees and some place in the scope of 100,000 retail outlets offering participations and refills.Telenor Pakistan rushes to progress grouped qualities and has fulfilled awesome results around there. Telenor has made essentials for varying qualities in both enrollment and organization change programs. There is an appropriate blend of less arranged and experienced delegates. No offer has been apportioned; the best-fit confident (as demonstrated by the occupation necessities) is used. At the work environment level or call concentrates, even new graduates are appropriate however the boss level requires a specialists degree and in a perfect world some work experience. Telenor Pakistan has a significant degree of females who are selected for inside organization change programs and official positions on the reason of past execution. The affiliation is wearing down Day Care Centers to offer female agents some help with dealing with their commitments in the wake of settling down. Relocation issues are overseen supportively when female individuals move out of the city after marriage and wish to continue working. They are moved and energized in the new city. Work power arranged qualities has wound up being one of the key parts in the legitimate efficiency of the Organization. RESEARCH METHODOLOGY 11.

The Problem Statement. Effective use of the widened work force plays a basic

part in enhancing the fiscal execution of the affiliation. This study tries to address the going with key announcement; "Does work influence arranged qualities if supervised properly have any effect on the cash related execution of the affiliation?" 12.

Significance of the Study. The study will help in the recognizing verification

of the convincing utilization of separated work power by Telenor Pakistan and how it has affected the general work environment of the Organization. In today's surroundings where the agents are so very enlightened and have a broad assortment of

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distinct options for switch, it is astoundingly difficult to hold incredible specialists' loyalty close by the development in the fiscal part of an affiliation when money related retreat has touched each one of the business divisions. The present study will help the relationship to perceive the stipulations in the perfect use of work force diversity, if any and the courses through which the available work force can be made more profitable to accomplish bigger measures of definitive destinations. 13.

Research Objectives. Following objectives are the subject of present study:-

a.

To highlight the diverse parts of work force contrasts.

b.

To perceive the reasons which make the reason for updated progressive

capability in light of work force contrasts in an affiliation. c.

To choose the impacts of work force grouped qualities in the over all work

environment of Telenor Pakistan. d. To draw a game plan of proposals to energize upgrade the various leveled capability of convenient telecomm Operators in Pakistan generally speaking and Telenor Pakistan particularly using separated work power. 14.

Research Question.

The research request is a single sentence address that

finally creates a hostile paper or portrays the honest to goodness focus of the examination process. The examination question for this study is; "Does Telenor enough use convincing practices for regulating workforce varying qualities

with

a

particular

finished

objective

to

overhaul

its

over

all

capability/working environment"? The Data for this study will be collected from Telenor Pakistan and distinctive wellsprings of general information on the subject.

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15. a) b) c) d) e) f)

RELATED INVESTIGATION QUESTIONS Is Telenor Pakistan attractively using intense recruitment practices for regulating workforce grouped qualities? Is Telenor Pakistan attractively using intense planning and development sharpens for supervising workforce varying qualities? .Is Telenor Pakistan attractively using intense performance appraisal sharpens for regulating workforce contrasting qualities? Do multicultural laborers see a refinement in the remuneration and rewards they get stood out from diverse agents in the Organization? To what degree is workforce grouped qualities considered an issue/challenge by the Organization? To what degree is workforce contrasting qualities thought to be profitable to the Organization?

The Research Design 16. This section fuses a portrayal of the investigation arrangement, people, test, data gathering strategies and instruments endorsement. Remembering the deciding objective to deliver data of legitimate degree and significance, a mixed framework approach using both a survey audit and start to finish eye to eye gatherings was gotten. The mixed strategy has been used as a part of a previous examination of Work Force Diversity (Cassell et al., 2002). 17.

Assessing Characteristics. The joining standard for the study was delegates of

Telenor Pakistan in Islamabad/Rawalpindi. 18.

Research Instrument: Questionnaire has been created to cover each one of the

parts of Literature. 19.

Research design. Data for this study were accumulated, using an as a piece of

significance meeting technique (affixed at annexure An) and a survey outline (joined at annexure B). These schedules have been portrayed by investigators as Human resource Management practices methodological pluralism, and have been used as a piece of coordinating examination related to Work power Diversity in making countries (Cassell et al., 2002; Ibeh and Young, 2001; Kamath et al., 1987; Bell and

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Young, 1998). Mixed procedures keep a part of the challenges faced in such kind of studies and give rich data. 20.

Population and sample. The masses contained HRM related people at higher,

focus and cut down levels of Telenor Pakistan. They were picked in light of the way that they are essentially stressed with the related parts of HR in the Organization. They were moreover picked in light of the way that they were favorable to reach by telephone, fax, and in person. Also, they were in a better position than give the examination the vital information regarding impact of work force arranged qualities on the general capability/out put of the Organization. 21.

Survey method. Stratified looking at was used to pick the all inclusive

community investigated. Stratified looking at grants the expert to get a more noticeable level of representativeness in this way lessening the imaginable examining botch and to ensure that differing get-togethers in a people are attractively identified with in the illustration (Babbie, 1990, p. 94; Nachmias and Nachmias, 1992, p. 179). To avoid setback and delay due to the inadequacies in the intrinsic issues of correspondence and postal structure, a drop-off and get procedure was grasped (Ibeh et al., 2004; 2001; Okpara, 1996; Yavas, 1987). This strategy ensured allocation and gathering techniques, which were exact and controlled. 22.

Interview method.

In development to assembling data through the survey

audit, a subjective data amassing procedure including one-on-one gatherings with picked respondents will be coordinated. This period of examination incorporated the decision of a standard sub-test of 20 individuals for start to finish gatherings. Line boss will be met in light of the fact that they too are in a matter of seconds incorporated into human resource works out (Papalexandris and Panayotopoulou, 2005; Story, 1992; Guest, 1987).

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INSTRUMENTS 23.

Survey measures. The outline survey was made in light of past definite

worldwide HRM/work power contrasts research. 24.

Prospects. Five critical prospects were created from before studies (Webster

and Wood, 2005; Anakwe, 2002; Ghebregiorgis and Karsten, 2006; Ghebregiorgis, 2006). Delineations of these prospects consolidate enlistment and decision, planning and change, execution examination, troubles of work force grouped qualities, points of interest of work force contrasting qualities. Respondents were requested to demonstrate the impact from work power contrasts on these key points on the future for their affiliation. The answers went from ''Strongly Disagree (1) to ''Strongly Agree'' (5). Respondents were then asked for that exhibit some different prospects they see for the future that will enhance their work capability. They were moreover asked for that state what they thought to be the huge prospects they went up against in completing their work. 25.

In-significance eye to eye interviews.Semi-composed request develop meeting

was delivered arranged in light of the written work (Delery and Huselid, 1996; Arthur et al., 1995; Cassell et al., 2002; Webster and Wood, 2005). The request are given at annexure A. Selected interviewees were: top level executives, focus level HR powers, lower level HR Officials and other concerned staff. The gatherings continued passing all things considered around 45 min and were tape recorded where permitted and later deciphered. 26.

Survey data collection. The audit was controlled to 150 HR specialists and line

boss in distinctive Departments of Telenor Pakistan in and around the capital city. Of the 150questionnaires scattered, it was typical that 70-80% studies may be gotten back, however excitedly 121 were gotten back.

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27.

Ethical Consideration.The respondents were moved nearer at their workplace

and headstrong collaboration has been finished with a particular final objective to have reasonable responses. Guidelines about the method for the study being done has been given and affirmation to the mystery has been given with respect to the results of the respondents.

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THE MODEL

INCORPORATING SELECTION & RECRUITING PROCESS

INCORPORATINGTRAINING & DEVELOPMENT PROCESS RECRUITERS

EFFECTIVE MANAGEMENT OF WORK FORCE DIVERSI

INCORPORATING PERFORMANCE APPRAISAL

INCORPORATING REMUNERATION & REWARD SYSTEM

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COMPOSING REVIEW 28.

What is diversity? Diversity to us infers all edges in which people shift from

one another. This includes both the unmistakable and for the most part viably certifiable person qualities, for instance, sexual introduction, age and ethnicity, and what's more the less visible personal traits, for instance, capacities, needs and needs, work styles and character attributes. Each illustrative has his or her own, novel blend of such qualities. Another definition depicts grouped qualities as making high performing relationship through regarding and using each one of the endowments of employees of various social occasions. In spite of how varying qualities is described, it is an issue that is sweeping the nation. If the corporate society does not address the issue by learning how to supervise arranged qualities, they will miss the mark. "It is extremely useful to recommend that differing qualities is less an end in itself as it is a state of our general public and the state of the World in which we live." Straight to the point Wong VP for Academic Affairs School of Redlan Diversity Management 29.

Regulating varying qualities is a champion amongst the most basic challenges

went up against by chiefs besides, affiliations. In today's work environment, teammates are likely to be of unmistakable sex, age, religion, social establishment, race and ethnicity. They similarly differentiate with respect to lifestyle, choices available, perspectives, attitudes, value system, feelings, hones, wishes, aptitudes and experiences. These issues are about out of line practices and they change the nature and demands set on power and organization and bring into observable quality the concept of contrasts. How well or how orchestrated administrators can contribute in the thought of grouped qualities will influence on work issues and in addition on

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sensitivity to customers needs legal consistence, business' ethical issues, profitability and even social cohesion. Diversity organization is a key methodology to manage a different work force including the fight against speculations, predisposition and all kind of discrimination due to the individual observations and suspicions in the best approach to maximize the advantage and minimize limits of unmistakable opinions, conduct and attitudes of individuals within an association. 30.

Principles of Diversity Management Diversity organization can be apportioned

into two classes a.

The inward impact has an impact on hierarchical basic changes inside of the

organization. b.

The outer impact concerns the earth of the organization e.g. Clients, partners,

suppliers and so forth. 31.

The thought of contrasts organization is wide; there are distinctive parts of

arranged qualities as takes after: a.

Varying characteristics of ethnicity, nationality and social orders

b.

Diversity of demography (sexual introduction, age and experience)

c.

Diversity of abilities (informative and master establishments)

d.

Diversity of various leveled limits and frames

e.

Diversity of frameworks (i.e. associations and trades channels and/or patterns et cetera.)

f.

Miscellaneous varying qualities (sexual slants, word related inadequacies, i.e.

handicap or physical convey ability, et cetera.) 32.

Work Force as a challenge

First, there is a development in the cost of get

ready. This development starts from costs joined with courses, programs and delivers

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given to progress varying qualities in the organization. These sorts of planning are given to all levels of staff within the affiliation. They demonstrate specialists others. These undertakings similarly demonstrate to one generally accepted methods to oversee conflicts and inclination in a specialist and basic way. A damage of contrasting qualities in the workplace is a development in conflicts. Conflicts develop when two or more individuals or totals don't see eye to eye on a particular situation. Concerning arranged qualities, conflicts develop by and large in view of absence of mindfulness. Inclination slants or severe comments cause a nonattendance of affirmation. "This can convey negative stream, for instance, ethnocentrism, stereotyping and culture clashes". The most broadly perceived conflict begins from one feeling pervasive. If organization disregards such conflicts, the association's execution may persevere. If disputes can be supervised and controlled imaginativeness and execution can be extended. Directors will work harder to get affirmation by making an answer or advancement first. Increases in labor turnover and non-participation are another downside in having a different workplace. Research has shown that the turnover rate for African Ameri-Ongori and Agollacans in the US workforce is 40 percent more vital than whites. Another study by Corning Glass communicated that between the years 1980 - 1987, the turnover rate for women in a specialist vocation was two times higher than folks. Women also have a 58 percent higher truant rate than men. 33.

Yet, another study exhibits that a man, who is not a person from the "inner

social event", will be one of the first to leave an association (White, 1999). Some examination refutes the prospect that vital booking diminishes these rates; however non-appearance and turn over can cost an association up to and over $3 million consistently. Workforce contrasts increases work turnover and non-appearance in relationship on delegate satisfaction and effectiveness. Delegates who see them selves as regarded people from their affiliation are harder working, included, and creative.

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Disastrously, minority-bundle people every now and again feel less regarded than do overwhelming part assemble people due to stereotyping, ethnocentrism, and predisposition. Bobble of arranged qualities as denied access or unfavorable treatment can have negative results, for instance, limiting authorities' abilities and motivation. 34.

Work Force as an Opportunity Managing arranged qualities can make a high

ground. Potential points of interest of this contrasting quality consolidate better decision making, higher imaginativeness and innovation, greater accomplishment in elevating to outside and private ethnic minority communities, and an unrivaled transport of money related opportunity. Organizations with a different workforce can give dominating organizations because they can better understand customers' needs. Diversity redesigns inventiveness and progression (Adler, 1997; Jackson et al., 1992), and produces high grounds. 35.

Why in the event that we try grouped qualities in personnel? An as often as

possible heard conflict to keep away from placing essentialness into contrasting qualities is that it only prompts confusion, undesired improvement of social affairs, communication problems and conflicts in the work power. Exactly when put like this, paying attention to varying qualities shows up a useless endeavor. In any case, demographic headways can't be disregarded. In circumstances, for example, labor shortage, affiliations can't permit themselves to maintain a strategic distance from a significant part of the work power. Grouped qualities in staff has unmistakable purposes of enthusiasm relating to business money related viewpoints: a.

Interest for a broader social occasion of customers: more people can identify

with the affiliation. This could grow your turnover; b.

More creative ability within the affiliation: arranged qualities prompts

inventive thing sand organizations, which is essential to fight with distinctive businesses;

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c.

An upgraded business picture: more people consider you to be a 'business of choice’.

36.

Contrasts covers a wide combination of issues, consolidating talking with

agents, whose first vernacular is not English, offering a different gathering some help with adapting to battle, acknowledging which repays are regarded by various gettogethers, and overseeing isolation. 37.

Importance of Diverse Workforce

Our Nation is included people from

varying establishments, social orders, conventions and feelings. It is those qualifications that add to the wealth and nature of our overall population. Like our Nation, the workforce Is in like manner ending up being more different. Consequently, remembering the final objective to select, acquire and hold the best people from every establishment and bunch, we ought to encourage contrasts in our work power, manage it satisfactorily, and regard what it conveys to the table. An alternate workforce is fundamental for any affiliation that tries to improve and keep up a high ground. Focusing on contrasts and hunting down ways to deal with achieve a complete space is not just an "OK to have objective," it looks good. A contrasting workforce offers more vital effectiveness and an engaged edge. Contrasts improves the way of our workforce and offers a higher benefit for our enthusiasm for human capital. Our office's future depends on upon the way of specialists we select today. New illustrative of ten consider an affiliation's different qualities tries while picking whether to recognize or reject an occupation offer. Potential candidates are by and large more pulled into directors that are centered around keeping up a contrasting workforce. Furthermore, varying perspectives extend imaginativeness as they offer interchange perspectives, musings and plans. 38.

Benefits of Diversity People have a lot of points of view and having people

from various establishments and places in life brings an extensive measure of those

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viewpoints in with the general hodgepodge. In a couple of circumstances, an impressive measure of points of view give us a lot of decisions. Moreover, since there are an extensive variety of points of view and circumstances in the pros, there are various open entryways for these assorted viewpoints to come into the masterminding of imperative exercises, allowing the firm to serve a more broad get-together of purchasers and interests. The Distinctive purposes of enthusiasm of having a different workforce are the going with; a.

It helps moving delegates.

b.

It enhances the progression and creativity of delegates.

c.

It helps in diminishing cost.

d.

It makes flexibility in the affiliation.

e.

Immediate access to basic considering.

f.

Easy trade of data.

g.

Better showcasing structure.

h.

Innovative work environment.

j.

Immediate results.

k.

Fulfillment of social commitment.

l.

It attracts and hold laborers.

TELENOR 39.

Telenor is the snappiest creating telecom association in Pakistan. It has an

exceptional bit of the general business in Pakistan telecom zone. Now it is driving with organizations it is giving other than any association of that division. Telenor position their association by for the most part concentrating on the rural domains. He

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gets the business division of the common regions and started by capturing the void business segment of the Pakistan. Besides, it is creating on an immense scale. Let’s see on the change of the Organization through time: -

a.

History of Telenor For over 150 years, data exchanges has had

vital sway in the change of front line Norwegian society. As the tenant supplier, Telenor has been the primary purpose in the change of a particularly current home market and is in the blink of an eye one of the greatest compact heads far and wide. b.

The introduction of the telephone the years of 1855 to 1920 was an initiating

period ever. In the midst of two times, the Norwegian society experienced the presentation of three new strategy for correspondences: the telecast in the years of 1850, the telephone around 1880 and remote telegraphy – radiotelegraphy – when the new century moved over The spread and usage of telecom was unpretentious appeared differently in relation to later periods, yet as inside and out new segments they received a respectable part of consider. c.

Pioneer in adaptable exchanges Telenor is a pioneer in convenient

correspondences. Manual compact telephony organizations were introduced in Norway in 1966, as a pioneer to the modified NMT system, which appeared in 1981.

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Its electronic successor, GSM, was displayed in 1993, and third time convenient framework, UMTS, was dispatched for business use in 2004.

d.

Norwegian telecom transforms into an open association in 1994; Norwegian

Telecom was developed as an open organization. Following one year, it changed its name to Telenor. In December 2000, Telenor was for the most part privatized and recorded on the stock exchange. Telenor has encountered

momentous change as a

social affair –from being a strong national director with significant worldwide property to be coming a widespread, world-class supplier of compact correspondences organizations. Telenor now has flexible operations in 12 markets far and wide, a significant parcel of which are seeing high

growth. In each of these business

segments we will drive towards more critical power, developing the much quality we have designed in the midst of our more than 150 years of history a wear our allinclusive experience. Telenor is creating as one of the snappiest creating suppliers of adaptable correspondences organizations around the globe. Telenor is also the greatest supplier of TV organizations in the Nordic a e.

Telenor is made into three business regions; Mobile operations covering 12

countries, and Fixed-line and Broadcast organizations covering the Nordic region. It has: 1. More than 174 million flexible supporters around the globe

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2. 3. 4. 5. 6. 7.

Strong participation advancement, particularly in our Asian operations Listed as No.1 on Dow Jones Sustainability Index 2008 Ranked as the world's seventh greatest convenient director Revenues 2009: NOK 97.7 billion Workforce 2009: 35 800 man-years Listed on the Oslo Stock Exchange, with base camp in Norway

OVERALL PRESENCE. 40.

Telenor has ownership interests in 12 flexible directors across over Europe and

Asia. Their worldwide versatile foot formed impression covers more than 650million people. It is taking its business on tremendous scale and their business level starts creating at a fast speed. They are the pioneers of new development suppliers. Right away they have set their business on an immeasurable scale.

Europe Norway Telenor's altogether guaranteed Norwegian compact operation is the country's driving data exchanges executive • Services: Broadband, Mobile, Telephone, TV • Companies: Telenor Norway, Canal Digital, Conax, Norkring, Telenor Satellite Broa 22

Denmark Sonofon is the second greatest flexible head in Denmark • Services: Broadband, Mobile, TV • Companies: Sonofon, Cybercity, CBB, Canal Digital Sweden Telenor is the third greatest flexible head in Sweden • Services: Broadband, Mobile, Telephone, TV • Companies: Telenor Sweden, Bredbandsbolaget, Glocalnet, Canal Modernized Finland Channel Digital is Finland's driving TV wholesaler • Services: Broadband, TV Hungary Pannon is the second greatest versatile manager in Hungary • Services: Broadband, Mobile • Companies: Pannon Montenegro Promonte has more than 450 000 versatile enrollments in Montenegro • Services: Mobile • Companies: Promonte Serbia Telenor is the second greatest convenient director in Serbia 23

• Services: Broadband, Mobile • Companies: Telenor Serbia Ukraine Kyivstar is the greatest convenient director in Ukraine • Services: Mobile • Companies: Kyivstar Russia Vimpel Com is the second greatest compact chairman in Russia • Services: Mobile • Companies: Vimpel Com Asia Pakistan Telenor is the second greatest compact chairman in Pakistan • Services: Mobile • Companies: Telenor Pakistan Bangladesh Grameenphone is the greatest compact supplier in Banglad Thailand dtac is the second greatest compact manager in Thailand • Services: Mobile • Compan

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Malaysia DiGi is the fastest creating versatile director in Malaysia • Services: Mobile . Associations: 41.

Telenor in Pakistan After Telenor

Pakistan

impelled

its

GSM

flexible

framework in 2005, it quickly transformed into the snappiest creating convenient framework in the country. As the number of cell phone customers is creating, from around 15 percent in 2005 to almost 50 for each penny in 2007, the amount of Telenor subscribers is turning out to be impressively speedier. Telenor Pakistan is shortly acquiring more than 20,000 new endorsers reliably! With extension reaching deep into an impressive parcel of the remotest zones of Pakistan, Telenor Pakistan is,in a couple places, the fundamental executive joining the previously unconnected.

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42.

Licenses and network

Telenor Pakistan starting now holds

the

nation

GSM900/1800

licenses.

over In

extension the association holds a grant to develop and work a mobile network in Azad Jammu and Kashmir (AJK) and the Northern Areas. Telenor Pakistan moreover holds a Long Distance and International (LDI) license under which it gives the country over and worldwide call organizations. In the wake of dispatching EDGE in August 2006, Telenor Pakistan has the country's amplest EDGE scope, allowing access to high-speed Internet and data organizations. 43.

Organizations and improvement Telenor Pakistan offers a wide show of

private and corporate organizations, paid early and contract flexible telephony. A couple instances of the organizations are: a.

The Telenor Cricket Companion, a GPRS based application allowing you to

get

redesigns

and

watch

preoccupations particularly on your phone. b.

The Tele Doctor Service answers

request

remedial

from

customers via SMS. c.

Food recipe organizations,

Bollywood downloads, et cetera.

d.

Apna PCO ("Our Public Call Office"), allowing people in ruralareas to share

a mobile phone.

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e.

In 2008 Telenor Pakistan dispatched sun based controlled base stations to

increase framework scope. Sun based controlled base stations are essentialness profitable and eco-obliging. 44.

Bit of the general business of Telenor Pakistan

The bit of the general

business of Telenor Pakistan is 22.15%. Likewise, it is a great achievement for Telenor in light of the way that it's started its operations in 2005, however, Ufone started its operations in 2001 yet Telenor ended up being second in the cell market. By accepting better strategies Telenor Pakistanis transforming into the cell market pioneer in Pakistan in next couple of years. 45.

Telenor’s Management

TORE JOHNSEN CEO AND PRESIDENT With over 30 years experience working at Telenor, Tore has spent a considerable measure of time on general assignments for the association including Europe, Central Asia and Asia. His most recent position in Asia was heading Digi (as CEO), Telenor's Malaysian adaptable association. Tore accepted control as CEO of Telenor Pakistan in August 2004. He has Masters in Electronics from the University of Technology, Trondheim, Norway. FRODE ASMULVP HR, Admin & Security Frode has 14 years experience with Human Resource and Organizational Development. He has been associated with Telenor for the last four years. A Masters in Philosophy, Logic and Ethics, Forde was also a commissioned officer in the Norwegian Army. HELGE DIETRICHSONVP COMMUNICATION Helge regulates external relations, PR and media endeavors for Telenor Pakistan. Having put in 12 years with Telenor, Helge passes on tremendous experience to Pakistan joined with the Mobile division for the last five, with previous assignments 27

in Bangladesh, Singapore and Telenor Asia. A PhD in Theology from the University of Oslo, Helge's various livelihood compasses seven years as a TV anchorman in addition to serving as a Pastor at the Church of Norway. BJORN TAALE SANDBERGVP/CMO Commercial Division Bjorn has put in 10 years in the Telecom portion, five of which were submitted especially to flexible. Before joining Telenor Pakistan, he was heading the Group Products and Marketing limit at the Telenor focal station in Oslo. He is a twofold Masters, having degrees in Science (University ofOslo) and Management from Oslo Business School. IRFAN WAHAB KHANEVP CORPORATE AND REGULATORY AFFAIRS Irfan heads the Corporate and Regulatory Affair Division at Telenor Pakistan. He has wide worldwide inclusion in convenient cell industry and has worked at Orange UK, T-Mobile USA, Telecordia Technologies in USA and Saudi Arabia, Nortel Networks in Pakistan, Ericsson in the Philippines, and the Ministry of IT &Telecom, Pakistan. He holds the capabilities of having served as a Director on PTCL's Board and Vice Chairman of GSM Alliance, North America. Irfan holds a Bachelors degree in Electrical Engineering from University of Engineering and Technology, Lahore, and a Masters degreein Mobile Communications from University of Westminster where he was moreover regarded "Understudy of the Year". In his additional time, he enjoys golf, tennis and voyaging. STEFAN CARLSSONVP/CFO Finance Division Stefan begins from the CFO position in Telenor's Swedish adaptable operation despite putting in four years in Banking and three in Flexible. He is a Master of Finance and Accounting from Uppsala University, Sweden.

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KHALID SHEHZADVP/CIO IT Division Khalid has worked generally with the worldwide telecom section checking extends with Motorola, Millicom, AT&T Wireless, Western Wireless, Ufone andCeltel Int. He has the refinement of being noted as IT Director of the Year for WesternWireless International in 2000 and Employee of the Year inside Millicom International in1996. Khalid has done his Bachelors at UCLA and has a BS in Computer Science and anMBA from IBA, Karachi. KJELL NORDBOVP/CTO Technical Division Kjell has more than 25 years data moves contribution in specific expert positions furthermore in organization positions within the Telenor Group. Kjell joins Telenor Pakistan taking after a 4.5 year undertaking as CTO in Kyivstar, one of the major mobile operators in Ukraine. He has similarly gotten experience from flexible operations in Greece, Ireland, and Russia. Kjell is a Master of Science from the Technical University of Trondheim, Norway. KURT SEVERINSENVP/CPO PROCUREMENT Kurt has been associated with the all inclusive logistics and gaining Industry as far back as 24 years, 15 at the managerial level. He joined Telenor Pakistan resulting to serving as VP of Purchasing and Logistics in Sonofon, Telenor's Danish versatile operation, where he made the unit beginning from the most punctual stage and headed an umber of viable all inclusive procurement wanders for the social affair. He has also worked as Director of Logistics in the Nordic Region of UK-based United Biscuits. He has shipping preparing from The East Asiatic Company, Copenhagen, a declaration from the Copenhagen Business Academy in Purchasing and Logistics, and various individual courses from European Institute of Purchasing Management from France.

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46.

The Brand

At the heart of Telenor brand is their logo - a picture of

equality, advancement and change. It addresses the thinking of headway and ubiquity based technique, and takes its inspiration from Scandinavia's long history of framework animated by nature. Of course a brand is significantly more than just a logo – it is a plan of musings, a way of doing things and a measure of behavior. In various routes, Telenor starting now rises. They have demonstrated huge improvement and an logically worldwide concentrate, particularly in new creating markets. Point is to be the most trusted flexible organization supplier in Pakistan Telenor brand is really customer driven. They have trust in perception their customers' needs - which are changing dependably - making a beeline for relentlessly upgrade in the things and organization DATA ANALYSIS 47.

Data examination has been done to choose how the portions secured in the

investigation wander respond to the things under investigation. Entrancing bits of knowledge, Pearson thing moment correlation and diverse backslide schedules have been used to dismember the accumulated data. Figures got from SPSS quantifiable part was meant come at conclusion and recommendations. Data Collection 48.

Distribution and Responses. As communicated above, Thirty (30) copies of

the survey were given to distinctive ranges of HR Department making the figure 150 for all the five (5) Sections. One hundred and twenty one (121) were gotten back for unequivocal examination. Purposes of hobby are as under:

Table-1 Distribution and Responses

30

Section

Questionnaires

Responses

% age

Distributed

received

Responses

Selection & Recruitment

30

25

83 %

Training & Development

30

23

76 %

Performance Appraisal

30

27

90 %

Budget & Accounts

30

22

73 %

Miscellaneous

30

24

80 %

Demographic Characteristics of Respondents:

First

fragment

49.

of

the

Questionnaire assembled demographic data of respondents and it has six (6) questions. This region helped in cognizance about the sort and nature of work of these territories. While bigger piece of laborers are Male, result exhibits that the Organization has acknowledged sensible representation of Female agents. The affiliations' delegates are by and large of extraordinarily beneficial age bundle. Only a little partition is in higher age and those might be in higher organization. The aftereffect of outline is distinct in underneath table: -

Age

Gender Status

< 30

24 %

31-35

46 %

36-40

17 %

41-45

9%

45-50

3%

> 50

1%

Top Level

Male

69 % 5%

Female

31 %

Middle Level Section

Selection &

Lower Level

Recruitment

Staff

Total Experience (Years)

Training

< 10

&Development

11-15

Performance

16-20

Appraisal

21-25 Others > 26

46 %

37 % 33 % 16 % 24 % 23 % 18 % 32 % 36 %

31

7%

20 % 3%

Education

Intermediate

14 %

Graduate

45 %

Masters & above

34 %

HR related Others

7% -

Table 2. Demographic Statistics 50.

Results.

The study included 150 workers of Telenor Pakistan. The

specimen was selected at arbitrary from different areas of the HR Department. Information was collected using an organized poll. The aggregate length of the poll

32

was two pages and took around 25 minutes to finish. The poll utilized as a part of this study comprised of three noteworthy segments: true to life information, challenges and benefits, and assorted qualities administration rehearses in the four human resources areas under study. The second and third segments of the poll used five-point Likert scales (1 = unequivocally differ to 5 = firmly agree).Remuneration practices were measured utilizing a 12-thing scale (D'Netto, 1994;Newman and Krzystofiak, 1990). Cronbach's (1951) alpha coefficient was computed to test the inner consistency of the scales. The outcomes were as follows: (challenges: eight-thing scale a = 0.87, advantages of differing qualities: 11-itemscale a = 0.93, enlistment: eight-thing scale a = 0.77, preparing and development:10-thing scale a = 0.84, execution examination: eight-thing scale a = 0.70,remuneration: 12-thing scale a = 0.97). The surveys were sent and additionally by and by gave over to "the concerned authorities of Telenor Pakistan" incorporated into the specimen. Every poll was joined by a covering letter which quickly clarified the reason for the study. A self-tended to prepaid envelope went with the survey. Respondents were requested that finish the poll and mailit specifically. An update letter was sent to all respondents one week after the first mail out. 51.

Main examination question. The eventual outcomes of the study exhibited that

varying qualities organization sharpens in Telenor Pakistan are "phenomenal". The general variable (all HR diversity practices) had a mean of 4.53 (see Table I). The general execution of the Organization in each of the four HR extents is also demonstrated in Table I. Variable

Mean

Recruitment

4.03

Performance appraisal

4.57

Training and development

4.20

Remuneration

4.53

All HR diversity practices 33

4.33

Table I- Mean scores of Human Resource Combine Values

4.6 4.5 Recruitment 4.4 4.3 4.2 4.1 4 Remuneration 3.9 3.8 3.7

52.

Performance appraisal

Training and development

All HR diversity practices

Related research questions a.

Research question No. 1

In

order

to

assess

whether

the

Organization has effective diversity practices in the area of recruitment, the mean score

for the combined recruitment variable was calculated (see Table I). The

mean scores for the individual diversity practices in recruitment were also 34

calculated. The results are presented in Table II. The results of the mean

scores

in

Table I for the overall recruitment function and in Table II for the individual diversity practices in recruitment revealed that the recruitment function in the

overall use of diversity practices for the

Organizations is above average. The mean score for the

overall recruitment variable was 4.03. This indicates that the current recruitment practices adequately meet the needs of a more diverse

Variable

Mean

Top management supports local recruitment

4.77

population.

Current job descriptions and selection processes 3.71 reflect the local needs Local employees are present on selection committees

3.05

The company has policies aimed at attracting local 3.91 employees to deal with local customers Presence of local employees in HRM department

4.36

Special programs that aim to recruit local each year

4.01

Table-II-Selection & Recruitment

35

Top management supports migrant recruitment

Current j ob descriptions and selection processes reflect migrants' needs

Migrant employees are present on selection committees

Presence of migrant employees in HRM department

5 4 3 2 1 0

b.

Special programs that aim to recruit migrants each year

Special programmes that aim to recruit migrants each year

Research question No. 2.The mean score in Table I for the overall training

and development function was 4.20, indicating that the overall response is once again above the mid-point of the scale. The Organization does appear to have adequate diversity policies and programs in the area

36

of training and development. The results

in Table III indicate that career

management programs for the locals, cultural

sensitivity courses and education programs to reduce stereotyping are adequate. Table-III- Training & Development Variables

Mean

Employees' needs are assessed irrespective of their origin, to enable full 4.05 participation Individual Training plans are developed

4.68

Present skills of staff are identified through an audit process

4.03

Developing managerial skills for working in a multicultural environment

3.95

Literacy, numeracy and language skills are evaluated

3.64

Education programs to reduce stereotyping

3.73

Managers having the title of diversity managers

3.09

Local career management programs

4.06

Note: 1 = strongly disagree through 5 = strongly agree

37

5 4.5 4 3.5 3 2.5 2 1.5

Employees' needs are assessed irrespective of their origin, to enable full participation Present skills of staff are identified through an audit process Literacy, numeracy and language skills are evaluated Managers having the title of diversity managers

Individual Training plans are developed Developing managerial skills for working in a multicultural environment Education programs to reduce stereotyping Local career management programs

1 0.5 0

.

Research question No. 3.In the area of performance appraisal, the Organization appears to have good diversity management practices. The

overall mean score for performance appraisal was 4.57. Respondents stated that

38

appraisal ratings were focused on the individual's performance and that objective criterion and fair practices were used for everyone. Yet, the same respondents stated that there was inadequate inclusion of culturally diverse employees on appraisal panels and that more consideration for local needed to be introduced (Tables IV and V). Table-III- Performance Appraisal Variable

Mean

Appraisal ratings are focused on the individual's performance,

4.19

not personality Local employees do not have to be higher performers than

3.91

Norwegians to get promoted Objective criteria and fair practices for everyone

4.86

The cultural background of the appraiser does not influence the

3.71

performance ratings of the appraise Several multicultural

employees

are

at the

top of

the

3.56

organization Culturally diverse employees are included on appraisal panels

4.31

More consideration for the locals has been introduced

4.29

Top management directly intervenes to ensure cultural diversity

3.73

goals are met

Note: 1 = strongly disagree through 5 = strongly agree

39

5 4.5

Appraisal ratings are focused on the individual's performance, not personality Objective criteria and fair practices for everyone

4 3.5 3 2.5

Several multicultural employees are at the top of the organisation More consideration for the locals has been introduced

2 1.5 1

Local employees do not have to be higher performers than Norwegians to get promoted The cultural background of the appraiser does not influence the performance ratings of the appraisee Culturally diverse employees are included on appraisal panels Top management directly intervenes to ensure cultural diversity goals are met

0.5 0

d.

Research question No. 4

The mean score in Table I for the overall

remuneration function was 4.53,indicating that the use of diversity practices in this function is good. Respondent organizations were satisfied that the salary

and

benefits of multicultural employees was quite good, when compared to other employees in the organization. Table-IV – Overall Remuneration Function Variable

Mean

Compensation

4.79

Working conditions

4.65

Work load

4.58

Work importance

4.56

Status/recognition

4.56

Job security

4.55

Advancement opportunity

4.49

40

Feedback

4.49

Social interaction

4.44

Benefits

4.43

Work variety

4.41

Authority/control/autonom

4.41

y Note: 1 = well below average through 5 = well above average

4.8 4.7

Compensation Working conditions

Work load

Work importance

Status/recognition

Feedback

Social interaction

Benefits

4.6 Job security

4.5

Advancement opportunity

4.4 Work variety

4.3

Authority/control/autonomy

4.2

41

Research question No. 5.

The results shown in Tables V and VI revealed

that the mean score for the combined problems/challenges variable was 4.11 (see Table V). The mean scores in Table VI indicate that workforce diversity is not seen as posing major problems/challenges to the Organization. In fact, local employees do not have higher absenteeism rates and appear to work well within the Organization. Table V- Mean score for combined problems/challenges No increased absenteeism or higher turnover

4.65

Local employees are given opportunities to improve technical 4.34 and managerial skills Local employees adapt well to the Organization's culture

4.20

No significant increase in conflicts

4.10

No significant communication problems

4.08

No significant cross-cultural problems

4.04

Complying with equal opportunity legislation

3.82

Note: 1 = well below average through 5 = well above average

42

5 4.5 4 3.5

No increased absenteeism or higher turnover

3

Local employees adapt well to the Organization's culture No significant communication problems Complying with equal opportunity legislation

2.5 2 1.5

Local employees are given opportunities to improve technical and managerial skills No significant increase in conflicts No significant cross-cultural problems

1 0.5 0

f.

Research question No. 6.

The mean score for the benefits combined

variable was 4.46. The results in Table V and Table VI indicate that the Organization seeks several benefits from a multicultural workforce. In particular, the Organization believes that managing diversity can create competitive advantage and provide better customer service. They also believe that good management of diversity would result in highly motivated employees and increased productivity. Table VI – Benefits of diversity Variables Managing

Mean cultural

diversity

can

create 4.85

competitive advantage Full participation of all individuals

4.72

More innovative solutions

4.62

Better customer service

4.56

43

Highly motivated employees

4.54

Higher productivity

4.46

More diverse opinions in decision making

4.40

Higher morale

4.35

More satisfied employees

4.33

Less internal conflict

4.17

Lower turnover

4.03

Note: 1 = well below average through 5 = well above average

5 Managing cultural diversity can create competitive advantage 4.5 4 More innovative solutions 3.5 3 Highly motivated employees 2.5 More diverse opinions in decision making 2 1.5 More satisfied employees 1 0.5 Low er turnover 0

53.

Descriptive Statistics;

Full participation of all individuals

Better customer service

Higher productivity

Higher morale

Less internal conflict

Descriptive statistics were used to examine

Mean, Median, Mode, Standard Deviation and other information. Since all the items were measured using five point likert scale starting from “strongly disagree” to “strongly agree” therefore mean values greater than 3.00 for all five variables show

44

positive trend. The outcome explains the overall effects of work force diversity on the organizational efficiency, incorporation of selection & recruitment process, incorporation of training & development process, performance appraisal and remuneration & reward system which are positively skewed. In nutshell, most of the respondents favored the organizational policies in terms of the aforementioned variables. Table below contains data about central tendency for the predicting and criterion variables

Table 3. (Descriptive Analysis Result) Measurement

Effs

on

the selection

& training

& performance

remuneration

appraisal

reward system

organizational

recruitment

development

efficiency

process

process

Mean

4.3324

4.0320

4.2070

4.5704

4.5345

Standard Error

0.07

0.06

0.06

0.05

0.04

Median

3.3

3.4

3.3

3.2

3.3

Mode

3.3

3.40

3.35

3.20

3.25

Standard

1.1759

1.1321

1.1194

1.2201

1.357

Count

121

121

121

121

121

Confidence

0.14

0.13

0.13

0.15

0.14

Deviation

Level (95.0 %)

Figure 4 (Aggregate Mean Value)

45

&

4.7 4.6 4.5 4.4 4.3 4.2 4.1 4 3.9 3.8 3.7 Effs on the organizational se le ction e fficie & ncy re cruitmtraining ent process & developm e nt proce perform ss ance apprais re m une alration & rew ard sys tem

54.

Standard deviation varies from 1.11 to 1.35 for different variables which

reflects the pattern of scatter diagram. The standard deviation is also important as it depicts an indication of the average distance from the mean. As calculated, low standard deviation shows that most observations cluster around the mean for all variables. 55.

Correlation Analysis:

Correlation analysis determines the relationship

as well as the extent of association between variables. Result of correlation analysis show that incorporation of selection & recruitment process is found significantly correlated with effectively utilizing diversified work force. Correlation value between selection & recruitment process is found as 0.653 at 95% confidence level. Second highest correlation value is calculated as 0.542 between incorporation of training & development process and effectively utilizing diversified work force explaining

46

slightly low relationship as compare to selection & recruitment process and effectively utilizing diversified work force but still significantly high.

Item

Remuneratio n & reward

remuneration & reward

1

Performanc e appraisal

Incorporatio n of training & development process

Incorporation of selection & recruitment process

Effects on the organizational efficiency

system performance appraisal

0.453

1

incorporation of training

0.324

0.563

1

0.526

0.482

0.712

1

0.387

0.409

0.542

0.653

& development process incorporation of selection & recruitment process Effects of work force diversity

on

1

the

organizational efficiency Table 5 (Correlation Matrix)

56.

Correlation value between remuneration & reward remained as 0.387 which is

also significantly high but not like other three independent variables. The results are slightly different from earlier studies due to changing socio-economic environments of Pakistan.

57.

Regression Analysis. Regression

analysis

was

applied

to

know

the

interdependence of two variables. Results show that a total 58 % of the variation in effects of work force diversity on the organizational efficiency is explained by the four

47

predicting variables of this study. The values of coefficient of determinations are found as 0.080, 0.057, 0.509 and 0.607 for remuneration & reward, performance appraisal, incorporation of training & development process and incorporation of selection & recruitment process respectively. While the t values for all the independent variables remained more than 0.9 showing significant relatedness and predicting qualities of the coefficients. In nutshell, regression analysis shows that 58% of the effects of work force diversity on the organizational efficiency depends upon remuneration & reward, performance appraisal, incorporation of training & development process and incorporation of selection & recruitment process while rest of 42% dependence is unexplained or explained by other variables which are not taken in this study. Regression Statistics Multiple R

0.659

R square

0.584

Adjusted R Square

0.425 Coefficient

Standard Error

t stat

Intercept

1.215

0.195

6.222

Remuneration &

0.080

0.087

0.916

0.057

0.054

1.064

0.509

0.071

7.172

0.607

0.064

2.054

reward Performance appraisal Incorporation of T & D process Incorporation of S & R process Table 6 (Regression Table) Trade

48

58.

Conclusions. Research on organization of workforce contrasting qualities in

Telenor Pakistan has been sparse and has not attractively assessed the extent to which grouped qualities practices identified in the written work are being used by the Organization. Hence this study attempted to take a gander at how effectively Telenor Pakistan is using good human resource organization practices to manage workforce diversity. The think furthermore inspected the challenges and points of interest of workforce contrasting qualities. 59.

The central investigation question attempted to review the use of contrasts

practices at the general level by solidifying the four HR utilitarian areas together. The results revealed that, as a rule; the use of contrasting qualities practices in Telenor Pakistan is "awesome". This was exhibited by the way that the human resources united variable had scored a mean of 4.33, satisfactorily higher than the mid-reason for the scale. There are different elucidations for the region of good diversity management sharpens in Telenor Pakistan. Firstly, workforce arranged qualities has assumed the status of a key accomplishment component in business and society since the mid-1980s. This thought is not new for the relationship in telecom division of Pakistan. Acceptance and joining of workforce grouped qualities sharpens take a considerable measure of time (Council for EEO, 1990; Industry Task Force,1995). Likewise, it gives the thought that in chiefs Telenor Pakistan pay particular attention to workforce arranged qualities in light of the fact that area specialists don't make various problems and appear to assent eagerly with progressive standards and regulations. 60.

Research request 1 broke down the adequate use of suitable recruitment

practices for regulating workforce varying qualities. The examination of data revealed that diversity practices in enlistment had a mean of 4.03, showing that diversity practices in this limit has been totally joined by the Organization. Selection gives the area point for this contrasting pool of capacity. The nonattendance of good contrasting

49

qualities practices in the recruitment methodology may achieve the failure to benefit by a multicultural workforce later on. The eventual outcomes of this study demonstrate that there is strong top organization support for enlistment (mean = 4.77), this support translates into capable game plans and sharpens at lower levels. There is adequate joining of neighborhood individuals on decision sheets and in human resource departments. In like manner, there are adequate policies and programs for the enlistment of close-by agents. Telenor Pakistan appears, all in all, to be abusing the abundance of aptitudes that exist in Pakistan. The disclosures of this study exhibit that adequate thought is being paid for development and usage of proactive selection techniques and practices to supervise Workforce varying qualities sufficiently. 61.

Research solicitation 2 managed the ampleness of differentiating qualities

hones in the training and progress limit. Past examination has exhibited that the increase without gifted work, the broadening commanding environment and the brisk rate of change puts a relationship under weight to change as per these developments, through effective get prepared undertakings and courses to engage its diverse workforce(Jackson et al., 1992; Loveman and Gabarro, 1991). Therefore, it is urging to find that in the wake of the making need for get prepared and change, the exposures of this study doled out "well above customary" execution by the Organization in training and movement for diverse pros (mean = 4.20). Alliance shows up to be willing to get suitable changing qualities practices to deal with the training and progress work all the more adequately. While arranging and development improves a representative's information and aptitudes, it moreover serves to decrease turnover. Programs for get prepared and making neighborhood workers can help to reduce the conclusion offense and give calling ways to deal with these masters. The results displayed that while perceiving affirmation and examination of arranging needs is good and gigantic get prepared dares to administer shifting qualities are in like way sufficient. For example, there are satisfactory dares to direct issues, for case, cultural

50

sensitivity, stereotyping and administrative aptitudes for working in a multicultural environment. Also, Organization shows up, inside and out, to be paying enough attention to adding to the English tongue aptitudes of multicultural workers. 62.

Research solicitation 3 tended to the issue of differentiating qualities hones in

affiliation to performance examination. Great differences hones in the scope performance appraisal are critical to reduction segregation in certification of validness and break the uneven based impediment (Powell and Butterfield, 1994). The disclosures indicated that Telenor Pakistan has amazing masterminded qualities management practices in the zone of execution evaluation (mean = 4.57). Respondents were affirmed that examination appraisals concentrated on the individual’s performance and not identity (mean = 4.19). In like manner, respondents stated that target criteria were utilized and that zone delegates did not need to be higher entertainers than others to get advanced. These disclosures are encouraging and demonstrate that supervisor don't dupe multicultural employees while looking over operators execution. Plus, is direct intervention by top association to guarantee that different qualities targets are met (mean =3.73). In like manner, the exhibit of including neighborhood operators on promotion panels is standard. 63.

Research request 4 attempted to dissect the remuneration of multicultural

agents. Past investigation has shown that a need of career masterminding and various leveled partition in constrained time opportunities against grouped delegates makes question, goes into disrepair soul and comes to fruition in wage aberrations (Loveman and Gabarro, 1991; Morrison, 1992; Schreiber et al.,1993). Rather than the fears of the researchers, the eventual outcomes of this study indicated that Telenor Pakistan don't exploit contrasting specialists in the extent of remuneration (mean = 4.53). As a rule, contrasts sharpens in the domain of remuneration and points of interest have every one of the reserves of being exceptionally agreeable. In each one of the 12

51

locales of remuneration, respondents demonstrated that there was no significant difference between multicultural delegates and others. 64.

Research request 5 anticipated that would overview the extent to which

workforce diversity was considered an issue/challenge by the Organization. Researchers consider workforce varying qualities as a goliath test which requires cross cultural understanding in a profitable and creative way, through establishing an accommodating, agreeable and useful working environment(Council for EEO, 1990; Office of Multicultural Affairs, 1989; Industry Task Force, 1995). Then again, the outcomes of this study appear to demonstrate that Telenor Pakistan do not see workforce grouped qualities as presenting major problems/challenges to their affiliation (mean = 4.11). Neighborhood employees do not have higher nonappearance or turnover rates. The Organization did not experience any differing issues, correspondence issues or increase in planning costs. Honestly, neighborhood laborers appear, in every way, to be adapting well into the affiliation society. These positive perceptions about local employees are incredible. 65.

Research requesting 6 tried to study the extent to which Telenor Pakistan

might want to advantage by workforce evolving qualities. Past examination has exhibited that workforce complexities can make opportunities not achievable in the standard workforce (Cox and Blake, 1991; Hall and Parker, 1993). The disclosures of this study showed that the Organization unequivocally perceive that workforce coordinated qualities can give tremendous purposes of interest (mean=4.46). Respondents searched for perfect circumstances, for instance, updated high ground, higher proficiency, more basic composed exertion and extended motivation from close-by delegates. 66.

In rundown, the revelations exhibit that Telenor Pakistan believes they can

grow gainfulness altogether through capable organization of contrasts in the workforce. The general execution in organization of workforce grouped qualities is 52

incredible. Then again, space for positive changes exists in the scopes of enlistment and decision and planning and change. Recommendations 67.

We as understudies of HRM can essentially propose the worldwide/multi

national relationship (in this case Telenor) within the circle of our knowledge, presentation and literature survey. It is recommended that Managers at Telenor Pakistan can upgrade treatment of grouped qualities issues by taking after these eight practices: a.

Embrace grouped qualities: Successfully regarding contrasts starts

with enduring the standard of multiculturalism. Recognize the estimation of grouped qualities for its own specific reason — not simply in light of the way that you have to. You need to reflect your b.

acceptance in all you say and do.

Recruit extensively: When you have livelihood opportunities, work to get an

alternate hopeful pool. Swear off contingent upon referrals from current agents, since this has a tendency to convey contenders like your present workforce. c.

Select sufficiently: Make without question your decision method doesn't

isolate. Particularly, ensure that determination tests are work related. d.

Provide presentation and planning for minorities: Making the move from

pariah to insider can be particularly troublesome for nontraditional laborers. e.

Sensitize all delegates: Encourage all laborers to handle contrasts.

Give varying qualities get ready to offer all laborers some help with seeing the value in grouped qualities.

53

f.

Strive to be versatile: Part of regarding arranged qualities is seeing that

particular social affairs have assorted needs and values. Be versatile in satisfying delegate sales g.

Seek to motivate independently: You ought to think about the establishment,

social orders, and estimations of laborers. What impels a solitary guardian with two energetic adolescents and who is working 40 hours for each week to support her family is subject to be one of a kind in connection to the necessities of a young, single, low upkeep agent or a more settled laborer why ought to working supplement his or her retirement wage. h.

Encourage specialists to get a handle on and regard alternate points of

view: Create traditions and administrations that progress grouped qualities. Acclaim highlighting in order to contrast qualities its positive viewpoints. In any case, similarly organized to deal with the troubles of arranged qualities, for instance, inquiry, miscommunication, and nonappearance of cohesiveness, attitudinal differentiations, and stress. 68.

Limitations of the study.

This study has a couple of imprisonments. In

any case, this study focused just on multiculturalism. Distinctive estimations of contrasts, for instance, age and sexual introduction, were barred in this study. Second, the examination layout merged neighborhood agents. The fact of the matter was to study the general use of contrasts practices within the Organization paying little mind to delegates' country of origination. Third, the respondents in this study were generally of the ``management'' bunch. Accordingly, it is likely that their responses to the allotment and practicality of contrasting qualities organization sharpens have a positive slant. 69.

Implications for future research. The disclosures of this study have a couple of

implications for future investigation. To begin with, this study focused just on four

54

HR districts. Future investigation can assess the use of contrasting qualities organization practices in diverse domains, for instance, power, participation, decision making, etc. Second, the respondents of this study were HR executives in diverse workplaces related to HR. This study can be reproduced using ``employees'' as an example. This will empower a connection of ``employer'' and ``employee'' perspective of the level of contrasts organization practices in Telenor Pakistan. Third, this study used a survey for aggregation of data. Experts can grasp "triangulation" (gathering data using three particular frameworks), so as to update the immovable nature of the delayed consequences of the study. Case in point, focus social affairs and gatherings may truly get other arranged qualities issues. Finally, this study can be copied in distinctive Organizations to review contrasts organization execution in the in the telecom business division of Pakistan.

55

Annexure A INTERVIEW QUESTIONS

Q-1: Describe briefly a typical day at your work?

Q-2: Why did you join the Telenor Group?

Q-3: What are the best parts of your work?

Q-4: How would you describe Telenor’s work environment?

Q-5: If you should choose one word to describe Telenor, what would it be?

Q-6: Can you describe a special event that you especially enjoyed?

Q-7: Describe your career in Telenor so far

Q-8: What are your professional goals?

Q-9: What do you enjoy doing in your spare time?

56

Q-10: In your opinion your organisation adequately use effective recruitment practices for managing workforce diversity?

Q-11:Is your organisation adequately uses effective training and development practices for managing workforce diversity?

Q-12: Do you think your organisation adequately use effective performance appraisal practices for managing workforce diversity?

Q-13: Do multicultural employees perceive a difference in the remuneration and rewards they receive compared to other employees in the organisation?

Q-14: To what extent is workforce diversity considered a problem/challenge by your organisation?

Q-15: To what extent is workforce diversity considered to be beneficial to your organizations?

57

Annexure B WORK FORCE DIVERSITY- A FORCE MULTIPLIER IN THE ORGANIZATIONAL EFFICIENCY OF TELENOR PAKISTAN

Dear Respondent! I am a student of MBA and have developed this questionnaire to know the impact of work force diversity on the over all efficiency and out put of Telenor Pakistan as part of my research. You are requested to fill up the columns given below to the best of your knowledge so as help me arrive at an appropriate logical conclusion. Your cooperation in this regard shall be highly appreciated. Thanking you in anticipation.

Section 1

(Please tick the appropriate checkbox below 1.

2.

3.

Age

□

□

□

□

□

□

(30 & Below)

(31-35)

(36-40)

(41-45)

(4 5-50)

(51 & Above)

Gender

Qualification

□

□

(Male)

(Female)

□

□

□

(Intermediate) (Graduate) (Masters/Above)

4.

Department

□ (Human Resource)

5.

Status/Rank

Total Experience

□

(Related to HR)

□

(Others)

□

□

(Training & Development) (Performance Appraisal)

□ (Top Level)

6.

□

□

□

□

(Middle Level)

(Others) □

(Lower Level)

□

□

(11-15 years)

(16-20 years)

(Staff) □

□ (10 years & Below) and above)

58

(21-25 years)

(26

Section 2 (Please encircle the appropriate number against each statement) (Key: SD- Strongly Disagree, D-Disagree, N-Not Sure, A-Agree, SA-Strongly Agree)

Recruitment & Selection Question

SD

D

N

A

SA

Q: 1

Top management supports local recruitment

1

2

3

4

5

Q: 2

Current job descriptions and selection processes reflect local needs

1

2

3

4

5

Q: 3

Local employees are present on selection committees

1

2

3

4

5

Q: 4

The company has policies aimed at attracting local employees to deal with

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

local customers Q: 5

Presence of local employees in HRM department

Training & Development Q: 6

Employees' needs are assessed irrespective of their origin, to enable full participation

Q: 7

Individual Training plans are developed

1

2

3

4

5

Q: 8

Present skills of staff are identified through an audit process

1

2

3

4

5

Q: 9

Literacy, numeracy and language skills are evaluated

1

2

3

4

5

Q: 10

Developing managerial skills for working in a multicultural environment

1

2

3

4

5

Q: 11

Education programs to reduce stereotyping

1

2

3

4

5

Q: 13

English courses for local employees

1

2

3

4

5

Q: 14

Cultural sensitivity courses

1

2

3

4

5

Q: 15

Managers having the title of diversity managers

1

2

3

4

5

Q: 16

Local career management programs

1

2

3

4

5

1

2

3

4

5

Performance Appraisal Q: 17

Appraisal ratings are focused on the individual's performance, not personality

59

Q: 18

Locals do not have to be higher performers than Norwegians to get

1

2

3

4

5

promoted Q: 19

Objective criteria and fair practices for everyone

1

2

3

4

5

Q: 20

The cultural background of the appraiser does not influence the

1

2

3

4

5

1

2

3

4

5

performance ratings of the appraisee Q: 21

Top management directly intervenes to ensure cultural diversity goals are met

Q: 22

Several multicultural employees are at the top of the organisation

1

2

3

4

5

Q: 23

Culturally diverse employees are included on appraisal panels

1

2

3

4

5

Challenges of Work Force Diversity Q: 24

No increased absenteeism or higher turnover

1

2

3

4

5

Q: 25

Local employees are given opportunities to improve technical and

1

2

3

4

5

Q: 26

managerial skills

1

2

3

4

5

Q: 27

Local employees adapt well to the organization’s culture

1

2

3

4

5

Q: 28

No significant increase in conflicts

1

2

3

4

5

Q: 29

No significant communication problems

1

2

3

4

5

Q: 30

No significant cross-cultural problems

1

2

3

4

5

Q: 31

Complying with equal opportunity legislation

1

2

3

4

5

Q: 32

No significant increase in training costs

1

2

3

4

5

Benefits of Work Force Diversity Q: 33

Managing cultural diversity can create competitive advantage

1

2

3

4

5

Q: 34

Full participation of all individuals

1

2

3

4

5

Q: 35

More innovative solutions

1

2

3

4

5

Q: 36

Better customer service

1

2

3

4

5

Q: 37

Highly motivated employees

1

2

3

4

5

60

Q: 38

Higher productivity

1

2

3

4

5

Q: 39

More diverse opinions in decision making

1

2

3

4

5

Q: 40

Higher morale

1

2

3

4

5

Q: 41

More satisfied employees

1

2

3

4

5

Q: 42

Less internal conflict

1

2

3

4

5

Q: 43

Lower turnover

1

2

3

4

5

Do you have additional comments or recommendations?

_______________________

_______________________ Thank you very much for your assistance. If you have question or need clarification about the survey, please contact me at [email protected]/cell : 0321-6619535.

61

Challenges of Work Force Diversity Q: 24

No increased absenteeism or higher turnover

1

2

3

4

5

Q: 25

Local employees are given opportunities to improve

1

2

3

4

5

technical and Q: 26

managerial skills

1

2

3

4

5

Q: 27

Local employees adapt well to the organization’s culture

1

2

3

4

5

Q: 28

No significant increase in conflicts

1

2

3

4

5

Q: 29

No significant communication problems

1

2

3

4

5

Q: 30

No significant cross-cultural problems

1

2

3

4

5

Q: 31

Complying with equal opportunity legislation

1

2

3

4

5

Q: 32

No significant increase in training costs

1

2

3

4

5

1

2

3

4

5

Benefits of Work Force Diversity Q: 33

Managing cultural diversity can create competitive advantage

Q: 34

Full participation of all individuals

1

2

3

4

5

Q: 35

More innovative solutions

1

2

3

4

5

Q: 36

Better customer service

1

2

3

4

5

Q: 37

Highly motivated employees

1

2

3

4

5

Q: 38

Higher productivity

1

2

3

4

5

Q: 39

More diverse opinions in decision making

1

2

3

4

5

Q: 40

Higher morale

1

2

3

4

5

Q: 41

More satisfied employees

1

2

3

4

5

Q: 42

Less internal conflict

1

2

3

4

5

Q: 43

Lower turnover

1

2

3

4

5

Do you have additional comments or recommendations?

62

_____________________________________________________________________ _____________________________________________________________________ _________________________________________________________

Thank you very much for your assistance. If you have question or need clarification about the survey, please contact me at [email protected]/cell : 03216619535.

63

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