FINAL REPORT

ON
Unilever
SUBMITTED TO:

Prof. Yaseen Jamal

SUBMITTED BY:

ShehrozAyaz (05)
SyedFahad (20)
UmairEjaz (16)

PROGRAM:

MBA (3rd Semester)

COURSE:

Management

UNIVERSITY OF CENTRAL PUNJAB

1

Dedications
We dedicate this report to our parents and friends in recognition of their worth
and to our teachers who are guiding force for us and it is their effort and hard
work that showed us the path of success and prosperity which would be there
for us for the rest of our life.

Our thanks to all those who have generously contributed their theoretical
knowledge to this report including our teachers. Without their understanding
and support, completion of this work would not have been possible.

ACKNOWLEDGEMENT
2

In the name of Allah the praiseworthy, the passionate whose blessings

made it possible for us to complete this complex and painful task. It is a matter
of great enthusiasm and pleasure for us to complete a report in its real sequence.
It is all because of Almighty Allahs great guidance that made us so able. We
are cordially thankful to our respected Teacher Mr. Ghulam Mustafa
who provided us an opportunity to prepare this Project report and
whoseb e n e v o l e n t g u i d a n c e i n d i s c o u r s e a n d c o n s t a n t e n c o u r a g e m
e n t h e l p e d u s t o complete this project.

CONTENTS
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16

Topics

Page

Introduction &History of Faysal Bank

Vision, Mission, Values, Strength, Innovations,
Teamwork
Integrity, Professionalism, Responsiveness,
Products and Services
Products; Services
Faysal Financing Departments

5
6

Faysal Car Finance

House Finance
Faysal Finance
Faysal Bank Credit Card customers
Car Leasing of Faysal Islamic Banking
Faysal Bank Car Financing Procedure
Eligible for Faysal Bank Car Financing
Requirements for salaried person
Conclusion

7
8
9
11
14
15
16
16
17
18
19
20

Reference

History
4

Helping people get more out of life

In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for
Sunlight Soap his revolutionary new product that helped popularise cleanliness and hygiene
in Victorian England. It was 'to make cleanliness commonplace; to lessen work for women; to
foster health and contribute to personal attractiveness, that life may be more enjoyable and
rewarding for the people who use our products'.
This was long before the phrase 'Corporate Mission' had been invented, but these ideas have
stayed at the heart of our business. Even if their language - and the notion of only women
doing housework has become outdated.
In a history that now crosses three centuries, Unilever's success has been influenced by the
major events of the day economic boom, depression, world wars, changing consumer
lifestyles and advances in technology. And throughout we've created products that help
people get more out of life cutting the time spent on household chores, improving nutrition,
enabling people to enjoy food and take care of their homes, their clothes and themselves.

Balancing profit with responsible corporate behaviour

In the late 19th century the businesses that would later become Unilever were among the
most philanthropic of their time. They set up projects to improve the lot of their workers and
created products with a positive social impact, making hygiene and personal care
commonplace and improving nutrition through adding vitamins to foods that were already
daily staples.
Today, Unilever still believes that success means acting with 'the highest standards of
corporate behaviour towards our employees, consumers and the societies and world in which
we live'. Over the years we've launched or participated in an ever-growing range of initiatives
to source sustainable supplies of raw materials, protect environments, support local
communities and much more.
Through this timeline you'll see how our brand portfolio has evolved. At the beginning of the
21st century, our Path to Growth strategy focused us on global high-potential brands and our
Vitality mission is taking us into a new phase of development. More than ever, our brands are
helping people 'feel good, look good and get more out of life' a sentiment close to Lord
Leverhulme's heart over a hundred years ago.

Introduction to Unilever

Unilever today
Our brands are trusted everywhere and, by listening to the people who buy them, we've
grown into one of the world's most successful consumer goods companies. In fact, 150
million times a day, someone somewhere chooses a Unilever product.
Look in your fridge, or on the bathroom shelf, and you're bound to see one of our well-known
brands. We create, market and distribute the products that people choose to feed their families
and keep themselves and their homes clean and fresh.
People's lives are changing fast. As the way we all live and work evolves, our needs and
tastes change too. At Unilever we aim to help people in their daily lives. So we keep
developing new products, improving tried and tested brands and promoting better, more
efficient ways of working.
We have a portfolio of brands that are popular across the globe - as well as regional products
and local varieties of famous-name goods. This diversity comes from two of our key
strengths:

Strong roots in local markets and first-hand knowledge of the local culture.

World-class business expertise applied internationally to serve consumers

everywhere.

Focusing on performance and productivity, we encourage our people to develop new ideas
and put fresh approaches into practice. Hand in hand with this is a strong sense of
responsibility to the communities we serve. We don't only measure success in financial terms;
how we achieve results is important too. We work hard to conduct our business with
integrity - respecting our employees, our consumers and the environment around us.
Unilever is one of the world's leading suppliers of fast-moving consumer goods. Here are
some recent highlights from our three global divisions - Foods, home care and personal care.

Foods

The acquisition of Bestfoods in 2000 brought us leadership in the culinary category. Knorr is
now our biggest brand, with 2.3 billion sales in over 100 countries and a product range
covering soups, bouillons, sauces, noodles and complete meals.

We are the number one producer of frozen foods in Europe, under the Findus brand in Italy,
Birds Eye in the UK and Iglo in other European countries.

We are the category leader in margarine and spreads in most European countries and North
America, with brands such as Becel (the Netherlands), Flora (UK) and Take Control (US). We
have met consumer demand for healthy foods by launching proactive, a spread which
contains ingredients that can help reduce cholesterol levels.

In the branded olive oil category we are a leader, the most important brand being Bertolli.
Appealing to consumers' taste for Mediterranean food, we have launched Bertolli pasta sauces
and dressings.

We are the world's leading ice cream producer, with brands such as Algida and Wall's in
Europe, and Ben & Jerry's in the United States. Innovations such as Magnum snack-sizes and
Cornetto miniature and multi-packs have sparked progress.

We are the largest seller of packet tea in the world through our Lipton and Brooke Bond
brands.

Home & personal care

We lead the home care market in much of the world, which includes cleansing and hygiene
products.

Many of our home care products are market leaders including Brilhante, Cif, Comfort,
Domestos, Omo, Skip and Snuggle.

Within the personal care market, we are global leaders in products for skin cleansing,
deodorants and antiperspirants.

Our global core brands in the personal care market are Axe, Dove, Lux, Pond's, Rexona and
Sunsilk.

Introducing Unilever Pakistan Ltd.

The company had a turnover of Rs. 23.3 bn (Euro 309 Mn) in 2007, and enjoys a leading
position in most of its core Home and Personal Care and Foods categories, e.g. Personal
Wash, Personal Care, Laundry, Beverages (Tea) and Ice Cream.
The company operates through 5 regional offices, 4 wholly owned and 6 third party
manufacturing sites across Pakistan.

Accountable to our stakeholders

Since the time Unilever Pakistan began its operations in 1948, the Company has been closely
connected to the Pakistani people and its brands have been an integral feature in their daily
lives. In fact, the nature of our business enables our brands to be the pulse and heartbeat of
the 164 million people in Pakistan.
This is a huge commitment, which makes us responsible and accountable to all our
stakeholders and society as a whole and strengthens our resolve to:

Make a positive difference to the lives of low income consumers

Create new opportunities for growth

Improve the overall quality of life in Pakistan, by promoting education, nutrition,

health and hygiene.

Vision & Mission

Vision
We help people meet needs for nutrition, hygiene and wellbeing, with brands that help people
look good, feel good and get more out of life

Mission
Vitality is at the heart of everything we do. It's in our brands, our people and our approach to
business.

OBJECTIVES
o OFI Opportunity For Improvement
o Always looking for improvement.
o The continuous improvement of all services through total involvement of all
employees.
o The developing and the strengthening of partnership with external and internal
customers and suppliers.
o Providing innovative and higher quality products and services to achieve total
customer satisfaction by understanding their requirements and anticipating
their future expectations or needs.

Purpose & principles

Our corporate purpose states that to succeed requires "the highest standards of corporate
behaviour towards everyone we work with, the communities we touch, and the environment
on which we have an impact."

Always working with integrity

Conducting our operations with integrity and with respect for the many people, organisations
and environments our business touches has always been at the heart of our corporate
responsibility.

Positive impact
We aim to make a positive impact in many ways: through our brands, our commercial
operations and relationships, through voluntary contributions, and through the various other
ways in which we engage with society.

Continuous commitment
We're also committed to continuously improving the way we manage our environmental
impacts and are working towards our longer-term goal of developing a sustainable business.

Setting out our aspirations

Our corporate purpose sets out our aspirations in running our business. It's underpinned by
our code of business Principles which describes the operational standards that everyone at
Unilever follows, wherever they are in the world. The code also supports our approach to
governance and corporate responsibility.

Working with others

We want to work with suppliers who have values similar to our own and work to the same
standards we do. Our Business partner code, aligned to our own Code of business principles,
comprises ten principles covering business integrity and responsibilities relating to
employees, consumers and the environment.
Our Code of Business Principles document contains guidelines on how we do business and
interact within Unilever and with others. It is our Standard of Conduct which is integrated in
everything we do.

10

VIEW OUR BRANDS

Unilever makes and sells products under more than 400 brand names
worldwide. Two billion people use them on any given day. Here is a selection of
our top brands, available in many countries, along with the stories behind them.

11

Product line
Followings are the product line of the Unilever Pakistan Limited:
Personal Wash
Fabric & Home Care
Oil & dairy best foods
Tea
Ice-cream
PERSONAL WASHTOILET SOAPSLux toilet soap (4 varieties)
Lifebuoy (carbolic soap)
Lifebuoy Gold (2 varieties)
Rexona (3 varieties)
Breeze
FABRIC AND HOME CAREFABRIC WASH
Ultra Surf
Surf micro
Surf Excel
Power Surf
Sunlight Washing Powder & Soap
Wheel Washing Powder
HOME CAREVim Dish Washer/Scourers
Vim Bar
Vim Powder
PERSONAL PRODUCTSHAIR CARE
Sunsilk Shampoo (4 varieties)
Lifebuoy health Shampoo
SKIN CARE
Fair & Lovely skin cream and lotion
Ponds skin cream
Ponds talc

12

DENTAL CAREClose-up Tooth paste

Pepsodent Tooth Paste
OIL AND DAIRY BASED FOOD
BANASPATIDaldabanaspati
COOKING OILDalda Cooking Oil (Soya Bean)
Dalda Sunflower oil
Planta cooking oil
MARGARINE
Blue Band margarine
INDUSTRIAL FATS
A whole range of products for the bakery & oils for the industry.

TEA
LEAF TEA
Yellow Label
Yellow label Danedar
Richbru
Top Star
Taaza Leaf
Supreme
DUST TEA
Pearl Dust
Ruby Dust
A1
MIXTURE TEA
Taaza

ICECREAMCornetto(3varieties)
Feast(2varieties)
Feast-Stickless
Top-Ten
Star-Cup(4varieties)
Callipo
13

Split
Fruiti
Peddle-Pop(3varieties)
3-D
Solo(3varieties)
Polka-Cup
Panda
Dracula
Family Packs

14

MANAGEMENT OF THE COMPANY

The company is headed by the chairman who is assisted by a team of 7 members known as
the manage committee, which is responsible for initiating policies and overall planning. As
well as their general management duties the MC members are each responsible for a specific
function. Reporting to MC members are the Departmental heads who are responsible for
advising the MC for planning, implementation of policies and for ensuring that targets are
reached.
The management of the company is composed of a mix of international and Pakistans
business professionals. The management of the company includes SYED BABER ALI as a
director, who is also involved in many other organizations like Packages and other industries.
One member from each province attends the meeting. The top management of the company is
fully professional specially marketing department that is headed by Mr. JEFF LEE who has
wide experience in this field.

15

COMPANY STRUCTURE
EXECUTIVE COMMITTEE
The Executive Committee is responsible for agreeing priorities and allocating resources,
setting overall corporate targets, agreeing and monitoring business group strategies and plans,
identifying and exploiting opportunities created by Unilever's scale and scope, managing
external relations at the corporate level and developing future leaders.
Leading the team are the chairmen of Unilever PLC and Unilever N.V., the parent companies.
Other members are the global division directors for Unilever Best foods and Home and
Personal Care; the Corporate Development Director; the Finance director and the Personnel
director.

REGIONAL PRESIDENT
The regional presidents are responsible for delivering business results in their respective
regions. Regional presidents report to either the director of the Foods division or the director
of the Home and Personal Care division.
As members of either the Unilever Best foods or Home and Personal Care divisions, they
play an important role in shaping divisional strategy and ensuring that regional strategies and
plans are consistent with overall objectives.

ADVISORY DIRECTORS
The advisory directors are the principal external presence in Unilever's government. One of
their key roles is to assure that government provisions are adequate and reflect best practice.
The advisory directors comprise a majority of the members of certain key committees of the
Boards. They attend the key quarterly meetings, committee meetings, conferences of the
directors and the Executive Committee, as well as meetings with the Chairmen.

SENIOR CORPORATE OFFICERS

Unilever's senior corporate officers are responsible for ensuring that board meetings and
board committee meetings are supplied with the information they need. So, for example, the
chief auditor ensures that the audit committee has the necessary information, while the head
of the corporate relations department keeps the external affairs and corporate relations
committee informed.
16

The Working Environment And Accountability

With the world fast becoming a Global Village and the Internet Information Technology
Revolution, the issues of HUMAN RIGHTS and Working Condition are becoming significant
important with each passing day.
Unilever can pride itself in having one of the most congenial and professional working
environments of any company operating in Pakistan. Unilever is an equal opportunity
employer and there is no discrimination on the basis of sex, caste or creed. All hiring and
promotion decisions are taken on merit. All local laws are adhered to regarding different
matters. Extreme emphasis is placed on worker safety and health
Selection & Career ladder
Personnel Department makes arrangements for the recruitments of the employees. For this
purpose it collects information about the desired employees functions and then defines the
job requirements and job profile. The Personnel Department makes all the arrangements for
the report meant of new employee, It sees better such employee is available in the
organization or not. In case of no, it gives the advertisement in the newspapers. It also
collects all the applications of the applicants. It also makes arrangements for test. The
Personnel Department uses different tests for different applicants. After that it arranges the
interviews for the succeeded applicants. Usually the interviews are bland of different types of
interviews. These interviews include panel interview, structured questions etc. The
background information about the succeeded applicants is also gathered by the Personnel
Department

17

MOTIVATION
The organization has the opinion that motivated workers are more productive
than unmotivated workers. To motivate its employees the organization uses both
intrinsic and extrinsic approaches for motivation its employees.
o Intrinsic Approach
o Extrinsic Approach

INTRINSIC APPROACH
Job rotation

XTRINSICE APPROACH
Training
Appreciation letters
Bonuses
Cash awards
Gifts
Shields
Clocks
Put the name of the workers on the notice board who perform an excellent
performance. To motivate the employees the organization has introduced a
program name OFI (Opportunity for Improvement).

Promotion Of Persons At UNILEVER

On the basis of experience and performance, they are promoted to higher managerial level; at
higher level I have seen various MBA, CA, ICMA and also people who have spend years at
Unilever. In order to provide incentives to employees at Unilever, cash rewards are also
granted. The head of the department, on job basis gives bonuses. The function of promotion
of the workers is also performed by ERD after consulting with the top management and
analyzing the past record of the workers.

18

Job Assessment
At Unilever Pakistan Limited Performance Appraisal is prepared to check the performance
of workers. It is like ACR (annual confidential report) in the government sector.
The basic Objectives of job assessment are
Check the overall performance of employees
Whether the job assigned is fully done or not
Integrity, honesty
Loyalty
Devotion and commitment of the part of employee to achieve organizational objectives
Measures To Check Overall Performance
Higher manager to check the performance of employees adopts following measures,
Standards are established first
Measure the individual as well as collectively performance
Compare actual performance with planned
Taking corrective action
Reviews of job are made.
Superior management assesses accuracy of work.
On the basis of performance appraisal awards and rewards or punishments are given.
Accountability
Employees have to face inquiries or suspensions, if they are involved in activities which are
not according to the goal of Unilever Pakistan Limited. They are often terminated from their
jobs, if they are not performing well. They can be demoted from their ranks. In Unilever,
promotion is granted on performance basis so they are also accountable if they are
performing poorly.

19

If the employees are not obedient to their superior or involved in unethical activities, they
have to face the circumstances. Severe punishment like demotion, firing and suspensions are
given to non-performing or low-performing employees.

Satisfaction Of Employee
Employees have a high morale. Top management is maintaining very cordial relationships
with union leaders. Actually employees feel a part in the organization and its achievements.
COMPENSATION AND ADMINITRATION
The Unilever Pakistan Limited conducts the wages survey in the market and of the major
competitors after every two years and compares the results with its own package and there is
any difference then adjustment is made. The desire of Unilever R.F. is that its employees
must be satisfied in every aspect because it has the opinion that satisfied employees are more
productive as compared to dissatisfied. The Unilever gives 30 different types of allowances to
its employees. Some of these are annual, some are semi-annual, and some are monthly while
some are once in the whole employment period.

HEALTH AND SAFETY

Unilever R.F. is much conscious about the health and safety. Proper equipments are available
in all areas of the production where sensitive machinery is in operation. Furthermore, the
organization has a well equipped Medical Center where MBBS doctors are available in order
to meet with emergency cases.
The Personnel Department provides all possible instruments to all workers and it has the
desire that every worker should use those instruments in order to avoid losses.
Following are the Instruments which are provided to the workers:
Long shoes

20

Helmets
Gloves
Fire Instruments
BENEFITS & SERVICE
Unilever R.F. also provides certain benefits and services to all its employees. A list of some
benefits and services is given below:
Attendance Allowance
Good attendance award
Death Compensation
Canteen allowance
Tea Expenses
Conveyance Allowance
Family medical allowance
Family medical care
House rent Allowance
Utilities allowance
Meal Allowance
Rehabilitation Allowance
Retirement
Jersey
Shoes
Tonga Allowance
Traveling Announce
Hajj
Marriage Assistance To minorities

21

The organization has a club for the employees of the organization. Indoor and outdoor
facilities are also available. The company also celebrates Annual Sports Day on which
different games are played and prizes are given to the succeeded players by the company.
Personal Development And Training
Junior-level courses are frequently held in-house for personal training. Various courses
organized in the past include the following,
1. Executive Development Course
This course was specially designed for middle management to enhance their principlecentered leadership qualities so that they could meet the emerging challenges of the global
world. Neuro-linguistic programming was part of the course to help the employee in day-today activities to improve proficiency and effectiveness in their attitude and work style.

2. Basic English Language Course

This course was for those staff that is not proficient in written and verbal English language.
An external instructor whose services were especially hired for this purpose conducted the
course.
3. Basic Labor laws of Pakistan
Professionals from Labor Department organized this course. The main purpose was to give
acquaintances to the staff of their rights. Wage rates, vacations, working hours, child &
bonded labor etc, were the main topics covered.
4. In-Housing Training School

22

Unilever has also established an in-house Training School for unskilled labor so that they
may be trained. Unskilled manpower is hired from the market for training. And during this
period they are paid as per the prevailing wage rules.
HUMAN RESOURCES PLANNING
The most important function performed by the ERD is the Human Resource Planning. For a
smooth production there must be an effective Human Resource Planning. For This purpose it
makes long term and short term plans to make the labor available for production. Short term
Plans are made for those places where workers have gone on holidays or absent.
Under these plans it has two types of recruitment:
Badli
Temporary
For long term plans workers are recruited from the temporary workers who have become
skilled one.

23

REWARDS STRATEGIES TO INCREASE

MOTIVATION:
To assess the extent to which organizations attempt to use their reward
strategies to increase motivation of their supervisors at multinational
organization of Unilever in Pakistan. Unilever Pakistan implementing
performance management process must also not lose track of variables
which are critical for its success and evaluate them at pre defines regular
intervals. Feedbacks must be depicted in charts in timely manner;
performers must be valued through some token of appreciation.
Performers reviews must be use as an opportunity to reflect how winning
can be possible in achieving goals and which practices must be adopted
and these reviews must be as frequent as possible so that the learning is
fortified. Always set many closely achievable milestones instead of
quarterly achievable milestones and whenever those milestones are
attained celebrate them. There must be some other source of feedback
other than annual performance appraisals. Keep in mind while designing
your organizations program to be as original and unique as possible and
avoid the design to just comprise of forms.

24

Management Activities in Unilever Pakistan Limited

For Customer Satisfaction:
Path to Growth
Introduced in 2000, path to growth is Unilevers corporate strategic agenda which aims to
double the size of the business in seven years and to grow profits faster than the competition,
thereby ensuring that we are the leaders in similar type companies in providing top value to
our shareholders.

Six Strategic Thrusts

The six strategic thrusts that make up the path to growth are;

1. Reconnect with Consumer

By having real insights into consumer needs, preferences and future needs. This means
knowing and understanding consumers lifestyles, habits and attitudes and creatively adapting
brands to their changing needs.

2. Brand Focus
Grow their leading international brands by concentrating our resources behind them while
still supporting golden regional brands and local jewels. Innovation will be the keystone to
ensuring our brands are attuned to consumers future needs.

3. Pioneer New Channels

Widen their means of going to market i.e. reaching consumers and customers. This means
developing new channels such as direct selling, home-vending, fashion outlets, travel, food
service and out-of home.

4. World Class Supply Chain

To close the gap to global world class within three years by establishing brand synergies,
superior logistics and supply chain and by establishing a world program.

5. Simplify
Everything that they do by reducing complexity, duplication and by making the best use of
I.T. to provide high quality information once.

6. Enterprise Culture
25

By creating a culture which shapes the mindset and actions among all employees towards
winning in the market-place by building an organization fit for growth.

Total productive maintenance (TPM)

Total productive maintenance is global standard of efficient production, which cuts waste,
save money and make factories safer places to work. It gives machine operators the
knowledge and confidence to investigate and eliminate root causes of machine error or
breakdown as well as the chance to work in teams with managers to achieve improvements
on product lines.
Unilever started introducing TPM sometimes known as Total Perfect Management or Total
People Motivation in Japan in 1989 ahead of global roll-out program. Today, around 200 sites
are using TPM techniques. The level one excellent award applies simply to the factory floor,
consistently excellent is for sustained performance and the special award, much harder to
achieve, also includes innovation, manufacturing, sourcing and distribution.

26

QUALITY CONTROL

Quality is the use of techniques and activities to achieve sustain and improve quality. It
involves integrating the following related techniques and activities:
1. Specification of what are needed.
2. Design of the product or service to meet the specifications.
3. Production or installation to meet the full intent of the specification.
4. Inspection to determine conformance to the specification.
5. Review of usage to provide information for the revision of specification if needed.
6. Utilization of these activities provides the customer with the best product or service at
lowest cost. The aim should be continuous quality improvement.

5 Ss of Workplace Organization.
The 5 Ss are a group of techniques to promote workplace organization, ensure adherence to
standards and foster the spirit of continues improvement.
The 1st S: Sort
Objective: To get rid of unwanted items. Decide what is needed to be kept, and what is not needed and to be discarded.
The 2nd S: Set Location and Limits
Objective: To locate a specific place for specific items of a specific quantity, where needed.
Determine addresses for materials and equipment. Put them in that place and keep them there.
The 3rd S: Shine and Sweep
Objective: To use cleaning to identify abnormalities and areas for improvement. Clean the
workplace and at the same time visually sweep for abnormalities or out or control conditions.
The 4th S: Standardize
Objective: To consolidate the first 3 Ss by establishing standard procedures. Determine the
best work practices and find ways of ensuring everyone does it the same best way.
The 5th S: Sustain

27

Objective: To sustain improvements and make further improvements by encouraging

effective use of the Check-Act-Plan-Do cycles. Keep all current improvements in place and
develop an environment for future improvements.

28

SWOT Analysis
Strengths
Largest producing company of consumer products in Pakistan
Enjoying economies of scale
Good will in the market
Strong financial position
Some of its brands have become the generic name for those products as Dalda
in ghee & surf in detergents
Market leader in tea industry with Lipton & Brook Bond
Capture 70 percent market share of ice cream industry
Highly sales brands in skin care i.e. Ponds and Fair & Lovely
Have Strong distribution channel in Pakistan
Wide product line in home wash

Weakness
High rates of skin care products
Ratio of success of new product is low
Huge inventory stocks of raw material and finished goods
Few new products are introduce in the market

Opportunities
Capturing food industry by acquiring Raffan Best Foods
Wide scope of confectionery business for Unilever
Unilever is looking to acquire Tapal tea

Threats
Facing tough competition in Ghee and Cooking Oil
Facing tough competition in ice cream.
Unilever is facing a very tough competition in personal care and detergents
by P&G
There is very tough competition in detergents and soap markets
High inflation rate is increasing the cost of imported raw material day by day

29

RECOMMENDATIONS:
Recommendations for possible changes to practice at multinational
organization of Unilever in Pakistan. Certain sets of criteria are
designed keeping in mind all the salient aspects which are needed
to be catered in designing and evaluating programs.
Specific: Ambiguity emerges when there are unclear instructions
about the rewards and their required actions and this creates a
negative sense for the organization in the heart and mind of the
people. Keeping it simple, clear and specific helps remove
ambiguity and hence strengthening the overall program.
Meaningful: Rewarded achievements should carry a significant
return over investment for both the performer and the organization.
The rewards must be specified for an achievement which has any
significant impact on organizational progress as well as performers
personal or professional life.
Achievable: If goals are unrealistically high to achieve then those
propagates negative reinforcement within the employees so while
setting the goal for any individual or group of employees it should
be kept in mind that those goal must fall within the boundary of
achievable.

Reliable: The program designed must follow its rules and

procedures accordingly. Any Exceptions must be dealt with certain
pre-defined steps which are specified in the programs design.
Timely: Time factor is very keen in positive reinforcement. The
Reward system heavily relies on rewarding the performers at the
30

right time for their hard work so that they can feel esteemed.
Certain intervals must be specified onto which the performers would
be rewarded.

31

Refrences:
http://www.ukessays.com/essays/business/motivation-and-rewardfrom-hrm-at-unilever-pakistan-business-essay.php

32