ASSIGMENT NO 2

Project Report

Organizational Behavior(565)

Give an account of Organizational reward systems. Match your findings to

different local organization

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DEPARTMENT OF ADMINISTRATIVE SCIENCES
ALAMA IQBAL OPEN UNIVERSITY
ISLAMABAD

In The Name Of Allah.

Most Gracious, Most Merciful
And He (Allah) Taught Adam
The Names Of All Things
And He (Allah) Taught Man
That Which He Knew Not
Al-Quran

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 ACKNOWLEDGEMENT

First; I would like to thank Allah Almighty for providing me an opportunity and patience to
complete my internship.

Then I would like to appreciate Assistant Manager Marketing, in Telenor Pakistan who shared
his knowledge with me. That helped me in understanding of the management theory and practice
and tends that make the job more motivating

Finally, I pay my deepest gratitude with deepest sense of respect to my parents whose love and
affection kept me steadfast and enabled me to attain the targets and goals of academic life.

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 DEDICATION

I DEDICATE THIS HUMBLE EFFORT TO MY PARENTS, WHO’S LOVE AND

AFFECTION FOR ME IS JUST BLESSING.

&

TO THE DEPARTMENT OF ADMINISTRATIVE SCIENCES, ALAMA IQBAL OPEN

UNIVERSITY, ISLAMABAD. THAT REALLY HELPED IN DEVELOPING MY
CAREER AND PERSONALITY.

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 An Abstract
This report provides an overview of the reward systems, The only way employees will fulfill
your dream is to share in the dream. Reward systems are the mechanisms that make this
happen.
"However, reward systems are much more than just bonus plans and stock options. While they
often include both of these incentives, they can also include awards and other recognition,
promotions, reassignment, non-monetary bonuses (e.g., vacations), or a simple thank-you."

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 Table of Contents

Abstract ........................................................................................................................................... 5
Introduction ..................................................................................................................................... 3
Practical Study of an Organization ................................................................................................. 8
Data Collection Methods .............................................................................................................. 11
SWOT Analysis ............................................................................................................................ 12
Conclusion .................................................................................................................................... 13
Recommendations ......................................................................................................................... 14
References ..................................................................................................................................... 15

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 Introduction
Rewards in the organization
It is through the organization's reward system that good employees are attracted to the
organization, decide to stay within the organization and then consciously decide to perform well.
Employees perform at the level at which the organization rewards them.
People continue to do what they have been rewarded for doing. This is a form of positive
reinforcement. Yet managers must know what rewards mean the most to which employees in
order to be the most effective. To give John a bigger office when he actually responds better to
more money does not elicit the desired performance over the long run. An inappropriate reward
has been offered. This mismatch of reward with the individual may have the same ultimate effect
as giving no reward at all.
Therefore, the astute manager must know each employee and what rewards will effectively
motivate them. In addition, the manager must be constantly aware of the rewards available in the
organization. To compensate for rewards not available, the manager must be creative and work
within the boundaries of the organization to create a menu of rewards for staff members.

The Effective Reward System

In order for a reward system to be effective, the rewards must hold some importance for the
employees.
If none of the potential rewards holds any importance for an individual, it is most unlikely that
they will provide the motivation to elicit the desired performance from the worker. If the reward
being offered is a new title, but the employee wants more responsibility and greater visibility, the
reward may be labeled unimportant and hence ineffective as a motivator to this particular
employee.
The reward system should offer flexibility for maximum effectiveness. That is, rather than being
hard and fast, the options of rewards should leave room for flexibility. Tailoring the reward to
the individual goes a long way in motivating an employee. This could be termed customizing the

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rewards. This, then, heightens the importance of the reward to the individual and motivates
better.
Rewards should be given with certain frequency. An example of this is the annual salary review.
Each employee being reviewed annually knows with certainty when to anticipate a reward -- that
is, a raise. Understanding the frequency of the rewards gives a measure of trust to the system. It
makes the employees feel more confident in believing their good performance will be adequately
rewarded and will be done so on a timely basis.
The most effective reward system is visible. That is, all the employees understand the possible
rewards which are available. This can be likened to a carnival game where prizes are displayed
around the game area. How disappointing it is to succeed at the game and be handed a cheap
plastic toy from beneath the counter. So, too, it is with staff members. They need to know what
"prizes" they are striving for and that they are indeed available. The rewards should be ever
visible. There should never be surprises pulled from beneath the counter.
In addition, the cost of the rewards in the system must be clearly understood. Each employee
must know exactly what is necessary in order to earn a specific reward. For instance, many
companies have a raise scale known to all employees. Average performance may warrant a 4
percent increase, above average a 6 percent increase and exceptional performance may be
rewarded with an 8 percent to 10 percent increase. In a reward system such as this, each
employee knows prior to the review what type of performance corresponds to the desired pay
raise. The cost, if you
will, is known to the
employee. (It might be
pointed out that the
manager's responsibility
is to give the employee
specific, measurable goals
to correspond to the
appropriate performance
level -- e.g. average,
above average or
exceptional.)

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Extrinsic vs. intrinsic rewards

Two major types of rewards exist

Extrinsic
Intrinsic

Extrinsic rewards emanate from formal arrangements in the organization. Intrinsic rewards are
inherent in the work itself.
Extrinsic rewards are easier to recognize. These include the raises, the titles, the larger offices
and the move up the corporate organization chart. Herzberg referred to this category of rewards
as hygienes. His theory held that these are not the true motivators of workers. Their absence,
however, can diminish performance levels.
Herzberg proposed that the real motivators are the intrinsic rewards. These have a more long-
term motivating effect on the employee. The key intrinsic factors are the meaningfulness of the
job, the responsibility and the results. The more meaningful an employee sees the job, the more
satisfaction is generated and hence more motivation. Likewise, the more responsibility an
individual has in the job, the better the feeling about oneself and one's job. Feedback is also
important. It can, however, be from oneself, a superior or a peer. An employee can see results
and a job well done and gain satisfaction. Hearing from another peer or superior that the job was
well done further enhances the motivational effect and the satisfaction in the job.
The manager can work with the intrinsic rewards to create a more meaningful system that
motivates better than just extrinsic rewards. Allowing the employee to learn a variety of skills in
the position increases the meaningfulness of the job. In addition, increasing the significance of
the task performed enhances meaningfulness. Allowing for more autonomy gives the employee a
sense of more responsibility and more control. Giving positive feedback is perhaps one of the
best rewards a manager can give. It definitely encourages continued good performance.
The most common rewards given in an organization are extrinsic. Most managers feel they are
easier to administer. These include pay, inventive systems, promotions and fringe benefits.
Pay may be either on an hourly basis or a salaried basis. In addition, the money may be
distributed either over a period of time or in a lump sum. That is, either as regular salary week to
week or as a bonus.

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Incentive systems can be very effective if they are administered correctly. Most importantly, the
employee must clearly recognize the relationship between the performance of the work and the
reward. The performance must be measurable and objective. (Subjective performance
evaluations leave too much room for managerial manipulation. This, in turn, reduces the
reliability and trust level on the part of the employee thereby diminishing the system's
effectiveness.)
Promotions are a well-known organizational reward in the traditional system. The new twists to
the old are job posting and career path planning. Formal planning of an employee's career path is
an important addition to the annual review. It dangles the proverbial carrot before the employee,
but gives advance notice of the reward to be expected. Job posting has been undertaken in many
organizations to take some of the mystery out of promotions. This provides visibility of the
rewards -- i.e. job openings.
The move to provide a cafeteria-style fringe benefit program has resulted in more rewards being
available. The mere ability to choose what suits the individual provides a reward in itself. It is an
added plus to an individual to be able to select the reward most desired. Some employees may
want life insurance rather than day care. Some may prefer dental coverage rather than stock
purchases. Each employee can choose the most meaningful reward and hence better motivator.

Why Reward?

An organization's reward system serves both internal and external functions. The internal
benefits include increased job performance, decreased absenteeism and decreased turnover. A
good reward system motivates people to work harder. Increased productivity, therefore, saves the
organization money in both overtime and additional employees. Better motivated employees
have a lower absenteeism rate and remain in the job longer. These two conditions save the
organization's resources even more.
Externally, the organization is able to attract better people. Those seeing employment
opportunities are more attracted to an organization offering a better reward system. Then once in
the organization, the reward system often determines if the employee will stay and then
ultimately, if he will perform.
Punishment, the opposite side of the coin from reward, is not as effective in evoking long-term
changes in performance. Numerous behavioral studies have proven that the use of positive

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rewards produces the desired results better than punishment. Negative reinforcement tends to
disrupt the behavior temporarily and may often have undesirable side effects.
Rewards are an incentive to workers. The anticipation of the rewards, however, is the real
incentive. It is this anticipation that spurs employees on to perform in the ways which the
organization rewards.

The Distribution Of Rewards

Once a reward system is created, a determination must be made as how the rewards are to be
distributed among the employees. The distribution method should also be as well known to the
employees as the rewards themselves. Rewards may be distributed based upon equality, power,
need or contribution.
Reward distribution based upon equality is quite common. Most cost of living increases are
based on equality. That is, everyone across the board in the organization generally receives the
same percentage increase. A department bonus for exceeding production quotas may result in
each department employee receiving the same $50.
Distribution based upon power results in upper management's receiving a bigger share of the
reward pie. In this distribution method, those with the most power receive the most rewards. On
an assembly line, the foreman (wielding more power) may receive a larger bonus than the line
workers being supervised by the foreman.
A distribution method based upon need is the least common. When it is used to distribute
rewards, it is usually to bring underpaid employees in line with a predetermined salary range.
This may occur when an older employee falls beneath the starting salary range for new hires.
Some rewards are distributed based upon the employee's contribution. This can often be seen in
an organization's incentive plans. A cost savings to the company of $10 million a year would
result in a larger bonus to the creator than an idea that saved the company only $200,000 a year.
The contribution of one was clearly greater than the other and rewards would be distributed
accordingly under this method.

Flexibility in Reward Systems

It is critical that the manager learns to match an employee with an appropriate reward. The
manager must, therefore, be flexible when designing the reward system. There is no universal

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reward system that pleases all employees. Individual needs and personalities must be taken into
account when selecting an appropriate reward. A mismatch of employee and reward is
ineffective at best.
The reward system must be viewed as fair by the employees. This includes the rewards
themselves and the distribution of them. If an employee does not believe that good performance
will actually result in the desired reward, then the system is ineffective and may be deemed
unfair.
Upper management often has direct control over many of the extrinsic rewards that can be
offered employees. There may be caps on raises, no profit-sharing plan or no dental plan
available. Yet the manager has the ability to be most creative (and most effective) by offering
intrinsic rewards.
It is through the organization's reward system that good employees are attracted to the
organization, decide to stay within the organization and then consciously decide to perform well.
Employees perform at the level at which the organization rewards them.

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 Practical Study of an Organization
To determine how the multi national companies and Domestic companies are motivating their
people, what are the motivation Factors among the employees and what factors are being
provided by MNCs? We here discuss Telenor Pakistan to see how it makes the job more
motivating which are in practice now days in Pakistan.

Telenor Pakistan
Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia together
with Thailand, Malaysia and Bangladesh.
Telenor Pakistan launched its operations in March 2005 as the single largest direct European
investment in Pakistan, setting precedence for further foreign investments in the telecom sector.
The company has crossed many milestones and grown in a number of directions, making Telenor
Pakistan a leading telecom operator of the country.
We are the fastest growing mobile network in the country, with coverage reaching deep into
many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the
hilly northern areas to the sprawling deserts in the south, at times we are the only operator
connecting the previously unconnected.
We are keeping ahead by investing heavily in infrastructure expansion. With USD2 billion
already invested, we have extended agreements with our vendors for network expansion and
services until 2009. The agreements, with a potential to result in USD750 million worth of orders
from Telenor Pakistan, are some of the biggest of their kind in the industry.
We are spread across Pakistan, creating 2,500 direct and 25,000-plus indirect employment
opportunities. We have a network of 23 company-owned sales and service centers, more than
200 franchisees and some 100,000 retail outlets.
Our Values

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Be Respectful
We acknowledge and respect local cultures. We do not impose one formula worldwide. We want
to be a part of local communities wherever we operate. We believe loyalty has to be earned.

Why Join Telenor

Telenor offers exciting and challenging careers with competitive pay, excellent benefits and
exceptional advancement opportunities. We care about our employees and provide them with a
relaxed and enriching working environment. Our training and further education programs ensure
a high professional standard amongst our employees. We believe that a talented and loyal
workforce plays a crucial role in the organization ongoing business success. We strongly hope
that after joining Telenor you will become an enthusiastic and valuable member of our family.
Equal opportunities for all
Telenor maintains a policy of non-discrimination towards all employees and applicants for
employment. All aspects of employment with Telenor are governed by merit, competence,
suitability and qualifications, and will not be influenced in any manner by gender, age, race,
color, religion, national origin or disability. Today, our workforce proves that; with 18% women
working at all levels in the organization, both foreign and local educational backgrounds.
Focus on management development
Telenor's management and organization is imbued with joint values. The Group Management has
devised five leadership requirements that apply to all managers in the Group, and all
management groups shall discuss what these requirements mean to them. The demands are:
Passion for business
Change and constant renewal
Operational excellence
Empower people
Integrity
All managers are subject to annual evaluations based on these management criteria.
Human Capital @ Telenor Pakistan
Human Capital Division at Telenor believes in continuous improvement and is taking the
standards of service to the utmost levels of excellence.
From providing the best administrative support to facilitate employees work life to creating

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benchmark security solutions, we are a team of enthusiastic, energetic young people who are
geared to perform the best always!
From being the best in providing benefits to our employees to the best in providing development
opportunities, we have managed to create a culture of passion for business, operational
excellence and constant renewal.
We are committed to assisting employees in exploring, developing and maximizing their full
potential, encouraging continuing education through internal and external training and
development opportunities.
Together with your commitment, we will deliver positive results and create opportunities that
will benefit the Telenor family.
Employee Well-Being
Telenor Pakistan cares for employees' well-being and works to create a healthy work
environment.
Systematic Management
Telenor holds itself responsible for supporting a working environment characterized by high job-
satisfaction, opportunities for personal and professional development, and low rate of sick leave
and injuries.
Health and Safety Related Training:
Telenor Pakistan regularly carries out trainings related to health and safety. This year, a number
of workshops on AIDS prevention, drug-free workplace, anti-stress campaign, fire safety and
allergy lookouts were carried out. Besides that safety training has been imparted to 255 drivers
supplemented with drive test and eye vision tests.
Trainings related to safety at work, designed to ensure safety while working on towers are also
carried out regularly. It is mandatory for everyone to use safety gear while working with towers
and equipment erected on towers.
Safe business continuity
• Health, Safety & Environment unit recognized in Group
• Business contingency processes and advanced crisis management
• 24/7 Safety & Security hotline, home medical service
• Emergency response trainings
• Health awareness workshops

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• Contractual staff trained regularly
• Internal Value Creation feedback survey
HIT Project:
Recently, Telenor Group has launched a new project by the name of HIT (Health Safety Security
Environment In Telenor), this project is being carried out simultaneously over a number of
Operating Companies, including Telenor Pakistan, to ensure compliance with Social
Responsibility (SR) and Health, Safety &Environment (HSE) principles, guidelines based on
National laws, ISO 14001, OHSAS 18001, SA 8000, ILO codes and the Telenor Group standard.
Through this initiative, Telenor Pakistan has become first in the industry to focus on work
environment and conditions of supply chain partners, vendors and contractual hires. Through the
HIT project, supply chain partners are made aware of legal and social obligations for work place
safety and related standards. The aim of the project is to bring partners at par with the health,
safety, security and environment related standards of Telenor Pakistan.
What Telenor People say
I am extremely thankful to Telenor Pakistan and specifically the Corporate
Responsibility team for providing me with the opportunity to gain valuable hands on
experience in a truly world class organization. I am sure of the success of this initiative
looking at the eagerness of organization to embrace people like myself.
Shabbir Awan,
Visually Impaired Intern
at Telenor Pakistan.

All the given above data shows that Telenor is a renowned organization and they are providing
much more to motivate their people.
Telenor Pakistan is committed to employee well being and that’s why people are eager to work
in the organization. Their compensation is high and they addition many things for their people.

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Rewards System in
Telenor

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Motivation for Employees:
As we know Telenor highly awarded and motivate its employees in the best way. This can be
judge but the enthusiasm and good spirit the people show in performing their jobs. There is a
well advised system that telenor follows for the purpose of motivation. It includes both financial
and non financial rewards along with the major motivators and Dissatisfies.
The company recognizes the importance of making people drive towards their goals and the
basic step towards this made through recognize the value of importance that the company gives
to its employees. Telenor has a set of financial rewards, medical, dental vision and life insurance,
retirement plan, paid vacations days, family and work life balance benefits and profit sharing
plan. Annual bonus opportunities, company cars etc .other ways in which employees are
motivated are:

Employee Consultation for:

Employee residence issues(remodeling, repairs, house-sitting etc)

Legal matters

Financial issues

Education and schooling

Parent and child care

Resources for seniors and eldercare issues

Emergency dependent-care reimbursement

Adoption assistance

Employees are safe in knowing that they will be rewarded for any exceptional work. This reward
is not only money that is accompanied buy the employee being
given recognition and greater empowerment. Employees are
given a very beautiful and healthy work environment special
interior is given to make the physical environment most
productive. This is why telenor offers are considered to be the
best decorated and organized. As we now Telenor has a desire to

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promote the high achievers from within the company. Positions are given on merit and are
transparent and fair in nature. There is not special treatment therefore each employee knows that
he can aim for the top and actually get there. This has proved to be a great source of motivation
for the employees of Telenor.

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 Comparison of Sapphire Fibers a Local
Organization with Telenor
Sources: http://www.sapphire.com.pk/home.htm

Sapphire at a Glance

One of the largest manufacturers and exporters of textile products in Pakistan, Sapphire
technology comes from Europe, Japan and USA. Capitalizing on the region’s principal crop,
cotton, we source this locally, and augment our offerings by providing imported fiber from the
world’s best crops. We work with specialized fibers bringing in the newest innovations from
major fiber and chemical producers, and our manufacturing from yarn to finished fabric is
performed in our facilities in Pakistan. Synergies are formed with offshore garment
manufacturing companies. Our products are marketed to the industry's biggest names in Asia,
Europe, Australia, and North America.

Over 14,000 employees, Annual turnover US $ 435 Million

Why Pakistan

Pakistan has one of the largest canal irrigation systems in the world.
Fourth largest grower in the World.
Textile accounts for over 60 % of the total exports.
Most modern and organized textile production setup.
More than 50 years history of accumulated textile know-how.
Well-established infrastructure of textile management and skilled labor.

Our Mission

To build flexible manufacturing capabilities in the textile industry to cater to the growing and
evolving global demands, keeping a lead position in our business, maintaining our values based
on good business and ethics, and at the same time contributing in the development of the
community in which we work and live in.

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Our Values

P eople
R elationship
I ntegrity
D iversity
E nvironment

Look at the above one “People” the most important factor for the Sapphire Group of companies.
They believe that they are at this position with the help of their people and in return of this they
compensate their people in a very good manner. Sapphire group is paying good salaries and other
motivation factors to their employees. People feel comfort and secure working in this group.
Sapphire Group is the No.1 of textile sector in compensating their employees. Their competitors
are Nishat, Faisal, Blessed, Bhanero, (in weaving units).
Conclusion:
Saphhire fibers are motivating their employees only with paying good salaries and some other
motivating factors. But in actual employees need more to get motivated, which is giving by the
telenor Pakistan. We can better, compare these two companies by mentioning the facilities given
by them to their employees.
Comparisons of Telenor and Sapphire Fibers
Company’s Attractive Residence Insurance Bonuses Medical Car
Name Salary Facility
Sapphire Yes No No Yes Yes No
Fibers
Limited
Telenor Yes Yes Yes Yes Yes Yes

Data Collection Method

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The data collection method used in this report is Secondary data, which is collected through
Newspaper, Reports, Magazine and Internet to analyze the market polices of consumer goods
and services.
These sources provided some very valuable data, which enable me to formulate and more ahead
with this Project.

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 SWOT Analysis
SWOT Analysis is a powerful technique for understanding your Strengths and Weaknesses, and

for looking at the Opportunities and Threats that face. It helps to develop career in a way that

takes best advantage of talents, abilities and opportunities. Here is Business SWOT Analysis of

Telenor Pakistan

Due to this technique Telenor Pakistan is progressing day by day.

SWOT ANALYSIS:

Strength:

1. Good Salary Packages

2. Benefits for employees
3. Infrastructure

Weakness:

1. Late decision making

Opportunities:

1. Balochistan & NWFP

Threats:

1. Promotional packages of competitors

From this analysis, we will have a road map that shows how to capitalize on our strengths and
minimize or eliminate our weaknesses. We should then use this map to take advantage of
opportunities and avoid or lessen threats. After analyzed strengths, weaknesses, threats, and
opportunities, we can use that information to plan how to market our self. Hence
The marketing planning process entails a three-step process:
1. determining objectives.
2. developing marketing strategies.
3. strategizing an action program.

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 Conclusion
Motivation is crucial in the process of management. Without little or no motivation you, as a
manger of an organization will not be able to get as much from your employees as you may
need. Motivation is the driving force in people. It makes people feel committed to others, and
feel responsible for the actions of an organization. Motivating to excellence deals with how to
ensure a positively motivated team of employees. This report states that "employees accept
responsibility and work toward organizational goals if by so doing they also achieve personal
rewards."
There are basically three steps to follow to get your people motivated. These are; (1)Hiring the
best people, (2) train employees, and finally (3) Communicate constantly. All of these steps are
dependent on each other, and it is not possible to only incorporate one of these. Always
remember that your employees do have potentials, and you are their primary motivator.

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 Recommendations
The following specific steps can help to go a long way toward supporting employees to
motivate them in organization.

1. GET THE RIGHT PEOPLE ON BOARD

Remember that everything that really matters starts with you, at the top: a commitment to
excellence, outstanding service, kindness, courtesy, punctuality, ethics and enthusiasm. And, by
the same token, employee engagement — the emotional connection that people have to their jobs
and to the practice for which they work — also starts at the top.

2. LET EMPLOYEES KNOW WHAT YOU EXPECT

Make sure job candidates know your expectations in the beginning, in order to help them decide
whether the position is one in which they'll be happy. Two crucial tools for this purpose: written
job descriptions and an employee handbook.

3. PROVIDE STAFF WITH THE ACTUAL TOOLS AND RESOURCES THEY NEED
As a start, ask employees: "What interests you most?" And "What do you do best?" Their
answers may surprise you.

4. MAKE YOUR PRACTICE A "GREAT PLACE TO WORK."

Consider such alternative work arrangements as flextime (flexible work hours), compressed
work weeks (work longer days in exchange for a shorter week), job sharing (divide one full-time
job, for example, into two part-time jobs) and telecommuting. These arrangements help ease the
conflicts many employees have between home and work. The possibilities to make work more
enjoyable are endless.

5 .INCREASE STAFF SALARIES FOR THE RIGHT REASONS

At a minimum, staff members deserve periodic cost-of-living increases. Offer additional raises if
staff members assume additional responsibilities, acquire new skills, progress to the next level in

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their positions, go the extra mile or garner positive feedback from patients. This compensation
model recognizes and rewards achievement — making a statement that you want employees who
are hard-working, strive for excellence and take your practice to new levels.

6. SHARE YOUR PRACTICE MISSION WITH EMPLOYEES

Schedule a staff meeting around the topic of "What in your opinion matters most in this practice"
Have everyone first write their answers to the question, then discuss them, and reach consensus
on the topic. It'll keep everyone rowing in the same direction.

7.PROVIDE FEEDBACK TO EMPLOYEES ABOUT THEIR JOB PERFORMANCE

Schedule periodic performance reviews with a discussion of the following topics: clarification of
job responsibilities, priorities and performance goals; recognition of good work; and strengths
and weaknesses of which the employee may be unaware. Such discussions (properly
documented) also provide you with important legal protection should a disgruntled employee file
a wrongful termination lawsuit.

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 References
Reiss, Steven (2000), Who am I: The 16 basic desires that motivate our actions and
define our personalities, New York: Tarcher/Putnam, pp. 288, ISBN 1-58542-045-X,
http://books.google.fr/books?id=EbOjA5oAsEUC
Reiss, Steven (2004), "Multifaceted nature of intrinsic motivation: The theory of 16
basic desires", Review of General Psychology 8 (3): 179-193, doi:10.1037/1089-
2680.8.3.179,
http://nisonger.osu.edu/papers/Multifaceted%20nature%20of%20intrinsic%20motivation.
pdf
Maslow, Motivation and Personality, p. 66.
Schunk, Dale. Motivation in Education: Theory, Research, and Applications. Prentice
Hall, 2007. ISBN 0132281554
Reeve, Johnmarshall. Understanding Motivation and Emotion. Wiley, 2004. ISBN
0471456195
Following are the main sources from where the Telenor Pakistan information has been
gathered:
Source: http://www.telenor.com.pk/about/history.php
telenor\visionValues.php.htm
http://www.telenor.com.pk/careers/whyTelenor.php

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