The document analyzes employee motivation at Faysal Bank in Karachi, Pakistan. It examines factors influencing employee satisfaction and dissatisfaction. A study found that while employees were satisfied with benefits like vacation time, they were dissatisfied with leadership. Poor communication between managers and employees negatively impacted motivation. Recommendations included improving communication, giving employees more input in decisions, and ensuring employees are properly suited for their roles.

1. Employee Motivation at Faysal Bank, Karachi, Pakistan
by Uzma Ghaznavi
http://www.academia.edu/1285966/Employee_Motivation_at_Faysal_Bank_Karachi_Pakistan
Summary/Article
This paper aims at studying the importance of employee motivation and the factorsinfluencing it. The report examines a number of factors
that lead to employee satisfaction anddissatisfaction. The present study was conducted on the employees of Faysal Bank and thefactors
influencing their work behavior were studied in detail. The main focus of the paper ison how employees are managed in the organization
and what measures are taken by themanagement to motivate existing employees and attract more employees. The paper makesuse of
different motivational theories for the analysis of the result.
Faysal Bank Limited was incorporated in Pakistan on October 3, 1994, as a publiclimited company under the Companies
Ordinance, 1984. Currently, the Bank's shares arelisted on the Karachi, Lahore and Islamabad Stock Exchanges.
Faysal Bank is engaged inCommercial, Consumer, Corporate and Islamic Banking activities.Following the acquisition of
RBS Pakistan, Faysal Bank¶s footprint has expanded toover 220 branches, with combined business assets of over PKR 250
billion, further strengthening its balance sheet and placing it amongst the top ten banks in Pakistan. FaysalBank¶s ambition is to provide
par excellence service for its customers while meeting all their financial needs.
Faysal Bank has a 3 fold objective in their processing of clientele.
V ision
Excellence in all that they do
Mission
Achieve leadership in providing financial services in chosen marketsthrough innovation.
V alues
Daily code of conduct is exemplified by eight core values:
Four threshold values ² values at the heart of the brand.
Four differentiator values ² values that set the brand apart.
Comments/Reactions
The level of employee motivation at Faysal Bank is not very high nor low. Though employees seem satisfied with the working hours,
vacations, rewards,etc, there seem to much dissatisfaction with respect to the leadership style of the organization.The employees do not
seem very happy with the things are managed in the organizationwhich is likely to have a negative impact on the organization in the long
term. It was alsonoted that the respondents altered their answers in presence of other employees but they didmake an attempt to
indirectly suggest that they are not completely satisfied with their jobs.The main reason for this appears to be the lack of
leadership in the organization and lack of communication between the employees and their supervisors. If the organization does
notintroduce changes in leadership in the organization it can lead to and increased rate of employee turnover. It is clear from the
results that relationship of the employees with their supervisor plays an important role in increasing employee morale and
motivation no matter how good the rewarding system of an organization is.
Recommendations
Increased Communication
It is recommended that the communication between ehmanagement and the employees be improved in the organization. Customer
service is a veryimportant part of organization and in order to provide the customer with quality services, it isnecessary to make sure that
the employees of the organization are motivated. This can beachieved by increasing the interaction between the management and the
employees. It isrecommended that the top managers visit the work floor of the organization and personallycommunicate the employees
so that they motivated to perform better.
Decentralization
It is also recommended that the organization provide theemployees with an opportunity to take part in the decision making
process.

2. All new ideas andthoughts should be welcomes and employees should be encouraged to express their opinions.This will improve the
sense of belongingness of the employees and they will feel like they play an important part in the organization. This will also
serve the esteem need mentioned inMaslow¶s hierarchy of needs theory.
Utilization of Skills
Managers should make sure that the each employee is fit for hisor her job. If the skills of the employees are underutilized this can result in
boredom anddissatisfaction.
Each employee must be suited for his or her job position.
List of References
Britten, N., Jones, R., Murphy,
E & Stacy, R. (1995). Qualitative research methods ingeneral practice and primary care.
Family Practice, 104-114.Cohen, S., &Willis, T.A
. (1985). Stress, social support, and the buffering hypothesis.
Psychological Bulletin, 98
, 310-357.Freedman, D.A. (2010).Sampling.
Retrieved September 28, 2010, from Department
of Statistics: http://www.stat.berkeley.edu/~census/sample.pdf Glazer, S., & Beehr, T.
A. (2005). Consistency of implications of three role stressors acrossfour countries.
Journal of Organizational Behavior, 26 , 467-487.Lee, T.W. (1988). How job dissatisfaction leads to employee
turnover . Journal of Businessand psychology, 2(3), 263-271.Locke,E.A. (1976). The nature and causes of job satisfaction. In
M.D. Dunnette, Handbook of industrial and organizational psychology
(pp. 1297-1349). Chicago: RandMcNally.Miller, F. P., Vandome,
A. F., & McBrewste, J. (2010).
Maslow's Hierarchy of Needs.Alphascript Publishing.Mobley,
W. H. (1977). Intermediate linkages in the relationship between job satisfaction andemployee turnover. Journal of
A pplied Psychology, Vol 62(2)
, 237-240. Nimalathasan, B., & Brabete, V. (2011).
Job satisfaction and employees work performance: Acase study of people¶s bank in Jaffna Peninsula, Sri Lanka.
Jaffna Peninsula, SriLanka: University of Jaffna. Nohria, N., Groysberg, B., & Lee, L.-E. (2008).Employee Motivation.
Harvard Businessreview.Price, J. L. (1975).Atheory of turnover. In B. Pettman,
Labor turnover and retention(pp.51-75).E pping: Gower Press.Roethlisberger, F., & Dickson,W. (1939).
Management and the worker.Cambridge: Harvarduniversity Press

3. Discussion
It was noted that the environmental factors significantly altered the response of theemployees as the organization had been
having electricity problems for two days when theinterview was conducted. It was also noted that there was unequal job distribution due to
this problem at the time of the interview. Some employees had nothing to do while others wereoverloaded with work as
only some of the systems were working. Keeping the environmentalfactors aside, it was found that even though employees rated their
relationship with co-workers are satisfactory, they were extremely uncomfortable filling the questionnaire in frontof the colleagues. There
was also some hesitation in revealing their name on thequestionnaire. It was also found that the employees were unhappy about the
scope of their joband the only reason why the employees who were dissatisfied chose to continue with their jobs was due the
rewarding system, job security, vacation and sick leaves, and other benefitsoffered by the organization to motivate the
employees. It was also noted that the position of job had a significant impact on the employee perception of the job, for
example, therelationship managers were not satisfied with their supervisor while the business coordinator seemed to be very fond of her
supervisor. Similarly, the tellers were unhappy with their salary while the flood manager thought her salary was more than enough.
All these factors played an important role in employee satisfaction. It was also found that employees who hada good
relationship with their supervisors had a lower level of stress compared to theemployees who had a ³professional´ relationship
with their supervisors. This is consistentwith the findings of the review of the literature which shows that the good
relationship withthe supervisors buffers the employee stress (Cohen &Willis, 1985)
Recommendations
The following recommendations are made to the company based on the findings and conclusions
of this study on employee motivation and its most influencing factors, for the purpose of
enhancing the overall level of employee motivation in the company and increasing work
efficiency.
1. Provide more competitive wages to the “low-income” segment of the company.
2. Increase the possibility of employee promotion in the company by promoting from within
rather than hiring from the outside.
3. Encourage more frequent communication between managers and their employees, and
implement team-building and communication exercises to help strengthen the
relationship and trust between the two groups.
4. Put effort into ensuring that employees are properly credited and receive recognition for
the good work they do in their respective positions.
5. Offer more opportunities for job advancement and education, in order to allow employees
to completely master their respective positions

4. Conclusions
Communication was found to be a contributing factor in motivating employees, and a company
with effective communication will help make employees feel more involved and appreciated. If
employees have a greater respect for their company and are satisfied with the way information is
relayed to them, they will be more motivated in the workplace and their work will improve as a
result. The amount of communication between managers and employees is very critical, and
overall employee motivation can depend on how much they feel the manager cares about them as
individuals and values their work as well. There is definitely room for improvement in the
quality of communication at the company.
The respondents of the questionnaire in the “low-income” demographic were less motivated and
were slightly more critical of the quality of communication in the company, management styles,
and the company’s effort to offer achievable and worthwhile incentives. They felt more strongly
than the higher-income demographic about the ability of financial incentives, achieving
recognition and credit, and gaining proficiency at their job to motivate them to do their best
work. This is primarily because they earn a lower wage and feel the need to compensate for their
lack of pay by feeling more strongly about and putting more emphasis on the ideas of incentives
and other motivational factors in the workplace, whether they are actually receiving them or not.
By receiving a higher wage, these employees’ overall motivation levels would increase because
they would no longer be lacking that important motivational factor and having to compensate.
Long-term incentives such as opportunity for promotion, along with other like incentives, are
beneficial in influencing more overall productivity. Also, short-term financial incentives could
give motivation to only do what has been successful in the past and not to be creative.
While employees find their pay to be an undeniably vital aspect of their jobs, it cannot stand on
its own as the sole incentive provided by the company. Though important, financial incentives
were actually found to be less motivating than the employee simply gaining proficiency at their
job, or the employee’s work having a noticeable effect on the company. Where financial

5. rewards might be excessive, inappropriate, or unaffordable, being praised or personally thanked
can facilitate the employee’s desire to have a greater, more meaningful effect on the company.
Garments: Quota workers and piece-raters
by Milagros A. Balmes*
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Introduction
The garment industry, already the second biggest earner of export dollars at $1.1B in 1987, is looking forward to even more
profits in the coming years. About 50,000 people are directly employed in the industry. This year, more than 5,000 new workers will
be needed in the industry, as domestic sales and export demand increase.1
The garment industry in the Philippines, after more than three decades, has become a top non-
traditional export industry registering a $1.4 billion sales in 1988, 36 percent more than the preceding
year, and the future for the industry looks bright.2
Industry sources say the industry's growth rate is 25 percent every year which started in 1988 and
which will run to the end of 1992. By then, the garment manufacturing industry shall have in its employ an
estimated 900,000 workers.3
The preceding “success stories” and similar ones in the garment industry have generated a lot of hype in
the business world in recent years. From simple cottage industry, garment manufacturing has branched
out to become one of the country' top dollar earners Reasons for the success have been traced to the
ready availability of cheap labor in the country and the liberal and generous government polices which
effect the industry. Concomitant to and in total contrast with the good news but not as equally harped
about are the disappointing terms and conditions of work imposed on the majority of workers in the
industry.
This report focuses on the unorganized garment workers, believed to be among the least protected by
labor law and government policies. It also aims to look into the actual experiences of garment workers as
they seek employment as well as their perception of employment terms and working conditions in the
industry.
There are approximately 246,000 people employed in the garment industry.4 Some 48 percent or
117,530 are working on piece-rate and outside the standard eight-hour shift. Only 35 percent of the total
work force, who are employed in the medium and large-scale garment enterprises, can be strictly
classified within the standard working hours. The rest are employed through subcontracting
arrangements.
The garments industry is composed of a total of 24,496 registered firms. More than 98 percent (or
24,232 firms) are small-scale and employ less than 100 workers. However, 23,506 firms can be
categorized as micro and cottage establishments such as tailoring shops and backyard garment
subcontractors which employ less than 10 workers.
Department of Labor and Employment (DOLE) records for 1986 show there are only 118 organized
unions which cover 36,815 workers within the garment industry. Of these, 87 unions covering 24,858
workers are found in the National Capital Region (NCR) while 31 unions with 11,957 worker-members are
located in other regions.

6. The Philippines' garment industry can be described as predominantly small and medium scale, import-
export oriented, foreign-controlled and thrives on subcontracting which have brought about the existence
of a dual labor force.5
One type is the regular worker employed in large factories while the other being those employed in
cottage-type to small-sized establishments and is prone to insecurity of tenure. The duality, on one hand,
and the special privileges enjoyed by foreign controlled firms in the country's export processing zones
(EPZs), on the other, have been perceived as instruments in institutionalizing exploitation of workers in
the industry.
CONCLUSION AND RECOMMENDATIONS
Unorganized workers in the garment industry are mostly found in small, cottage-type establishments.
They are subjected to dismal working conditions, irregularities in wages and benefits. Yet they are least
likely to protest and organize. Also, they are the least protected both by law and government.
The average entrant into the garment industry is low-skilled and has low educational attainment. These
setbacks compel the workers to accept substandard terms and conditions of employment. Entry into
employment in large and formal establishments is competitive and relatively more difficult than in smaller
establishments. However, the terms and conditions of employment are much better in the former.
At this point, it should also be stressed that a quirk of subcontracting in the garment industry is that
establishments which readily accept employees are also those that get small margins of profit as
compared to the large factories that directly export their products. Small and micro establishments are
often mere satellites of giant garment factories They are subject to the miserly financial condition set by
big firms
Small and cottage type firms require (workers) no more than a willingness to learn (if inexperienced)
and to devote time for work to be eligible for employment. The large establishments require the ability to
operate high-speed sewing machines, sometimes a minimum educational attainment, and of course, the
capability to reach the quota requirement within eight hours. Skills in the garment industry are generally
learned by doing.
Working conditions in the sampled factories are not exactly paradigms of healthy and efficient
environs. In spite of this, however, the workers expressed satisfaction over their working conditions.
On the matter of wages and other benefits, there is a wide discrepancy of wage rates and benefits
between the large and small establishments. Much of the bias is against those in the smaller
establishments where benefits provided by law are practically non-existent, and wages at the low-end.
The discrepancy further extends to hours of work where it is unregulated in the smaller establishments
since the general practice is to allow the workers to extend their working hours, compelled as they are to
earn more.
The preceding scenario on garment industry workers shows how the growth of the industry has
affected a substantial number of workers. On the other hand, it also shows how their working conditions
and welfare have remained unsatisfactory, even marginal for some.
Currently, the thrust of programs for the unorganized workers in the garment industry is towards the
provision of financial assistance for mini-livelihood projects. A thorough assessment of this thrust may be
in order to establish whether we are in the right direction.
Also, it would be beneficial if efforts are taken to: 1) further review the existing labor legislations and
propose new ones that would directly improve the conditions of the disadvantaged workers in the
industry; 2) strengthen unionizing/organizing activities, particularly, among workers in subcontracting
arrangements; 3) encourage the continued participation of the private sector in technical and financial
assistance programs, particularly in organizing cooperatives for small enterprises, marketing and in

7. contacting direct buyers from abroad; and 4) reassess existing policy thrusts and programs in the context
of their effects on the terms and conditions of work in the industry.
Particularly affecting the garment industry are policies on foreign investments and the emergence of
new types of working arrangement arising from policies such as subcontracting through several levels.
Such types of working arrangement consequently give rise to types of employment not subjected to
government regulations and, therefore, more prone to irregularities to the detriment of the workers.
www.justice.com
Review of the Federal Bureau of Prisons' Disciplinary System
Report Number I-2004-008
September 2004
CONCLUSION AND RECOMMENDATIONS
CONCLUSION
An equitable disciplinary system provides reasonable, consistent, and timely discipline for all employees. By
addressing the issues identified in this report, we believe that the BOP can better ensure that its disciplinary
decisions meet these basic goals.
BOP disciplinary decisions sometimes did not appear to be reasonable. First, for some cases with serious sustained
allegations, the CEOs unilaterally took no disciplinary action or imposed informal discipline without fully
adjudicating the cases or documenting their reasons for taking these actions. Second, some penalties did not
appear reasonable when the CEOs, in their role as deciding officials, mitigated proposed discipline without
adequately explaining their reasons in the decision letter as required. Third, CEOs review and have the opportunity
to influence investigation reports for cases in which they also act as the deciding officials. This can compromise the
independence of the investigative and adjudicative phases of the BOP disciplinary process and create the potential
for unreasonable outcomes.
In addition, BOP guidance instructs CEOs to impose similar penalties for similar misconduct and circumstances at
each institution. However, the BOP does not require that employees in comparable facilities receive similar
penalties for similar infractions. Instead, the BOP requires only that the CEOs, as deciding officials in each of its
facilities, be consistent with their own prior decisions, because that is the level of consistency that is required for
the MSPB to sustain the agency's disciplinary decisions if the employee appeals. Notwithstanding the MSPB
requirements, an equitable disciplinary system should ensure that all BOP employees receive substantially similar
discipline for similar infractions.
Finally, the BOP did not consistently process employee misconduct cases in a timely manner. The BOP did not
report allegations of employee misconduct to the proper authorities within the required time frames. In addition,
the BOP has not established written standards for measuring the timeliness of the investigative or adjudicative
phases of its disciplinary system.
RECOMMENDATIONS
We make ten recommendations to help the BOP ensure that its disciplinary decisions are reasonable, consistent,
and timely. The recommendations focus on ensuring that the investigative and adjudicative phases of the
disciplinary system function independently and that sustained misconduct allegations are fully adjudicated; the
reasons for mitigating discipline are adequately documented; BOP employees receive similar penalties for similar
infractions BOP-wide; misconduct cases are investigated and adjudicated in a timely manner; and that the BOP
develops controls to monitor disciplinary decisions for consistency throughout the BOP.
We recommend that the BOP:

8. 1. Reinforce the existing policy that BOP employees report allegations of employee misconduct to the proper
authorities as required.
2. Require that CEOs forward cases with sustained allegations through the full adjudicative phase.
3. Ensure that when the deciding official mitigates the proposed discipline, the decision letter contains an
adequate explanation of the reasons.
4. Remove the CEOs from reviewing and approving investigative reports of employee misconduct for cases in
which they will act as the deciding official by implementing an alternative review process that preserves
the independence of the investigative and adjudicative phases.
5. Reinforce the existing policy that all required documents be maintained in the disciplinary files.
6. Develop procedures to ensure that discipline is imposed consistently BOP-wide, and review discipline for
consistency across the agency periodically after these procedures are implemented.
7. Reinforce the existing policy that CEOs report allegations of employee misconduct to the OIA within
required time frames.
8. Reinforce the existing policy that the OIA reports misconduct allegations to the OIG within required time
frames.
9. Establish written time guidelines for the investigative and adjudicative phases of the disciplinary system.
10. Require that the BOP Program Review Division periodically review a sample of closed disciplinary case files
to assess whether the disciplinary decisions were reasonable, consistent, and timely.