United Bank Limited

Date: 21/1/2013 Section: A Submitted to:

Prof. Rabiha Hassan

Group Members:
Ahsan Nazar M.Arslan Bashir Hassan Nawaz Zarnain Zara Awais Manzoor Ali Farrukh L1S10BBAM0135 L1S10BBAM2157 L1S10BBAM1153 L1S10BBAM2080 L1S10BBAM2124 L1S10BBAM0048

Contents
Acknowledgement .................................................................................................................................... 3 Executive Summary................................................................................................................................... 4 Introduction .............................................................................................................................................. 5 UBL (Introduction) .................................................................................................................................... 6 Mission statement of UBL ......................................................................................................................... 8 UBL Vision ................................................................................................................................................. 8 CORE VALUES ............................................................................................................................................ 9 Core Competencies ................................................................................................................................... 9 PRODUCTS OF UBL .................................................................................................................................... 9 DEPOSITS ................................................................................................................................................... 9 Cards and Loans ...................................................................................................................................... 10 SERVICES ................................................................................................................................................. 10 NRP SERVICES.......................................................................................................................................... 10 Home Remittance ................................................................................................................................... 11 Problem Statement ................................................................................................................................. 12 Goals and objectives of the Project ........................................................... Error! Bookmark not defined. Finding and analysis ................................................................................................................................ 15 RECOMMENDATIONS ................................................................................................................................... 24 Summary ................................................................................................................................................. 26 Appendix ................................................................................................................................................. 27 References .............................................................................................................................................. 35

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In the name of ALLAH, The Most Merciful, the Most Kind Acknowledgement

We are so much grateful to our Prestigious Prof. Rabiha Saeed who gave us this opportunity to make this Organizational Report of United Bank Limited which enhances our ability in understanding Organizational Behaviour in corporate world and making report on them. We would also like to pay our thanks to UBL Manager Mr. Umer Farooq who provides us all the information of organizational behavior of United Bank Limited.

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Executive Summary

United Bank Limited is one of the banks playing a very important role in the economic development of Pakistan. Its providing high quality services, manage customer experience efficiently, have comparative advantage due to its innovative technology and provide high profit to its stakeholder. We have selected the organization for the purpose of analyzing its problem related to behavior of employees. The problem of the organization related to dissatisfaction of the employees which cause was the cause of less organization growth. We have proposed Herzberg theory for solving the problem the report includes the findings and analysis learned from the articles searched. According to the findings

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Introduction
The reason for the project is to apply the theory we have learned to actual Practice we have choose the organization identified the problem and provide solutions in reference with the book and articles The main purpose of this project is to highlight and to study the Organizational behavior of United Bank Limited. It provides a brief overview of the organization and all the ways, strategies and alternatives mainly used by of UBL.

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UBL (Introduction)
United Bank Limited was established on November 7, 1959 and incorporated as a Public Limited Company under Companies Act 1913. The UBL Board of Directors of are:

Highness Shaikh Nahayan Mabarak Al Nahayan Sir Mohammed Anwar Pervez OBE Mr. Atif R. Bokhari Mr. Omar Ziad Jaafar Al Askari Mr. Zameer Mohammed Choudrey Mr. Ahmad Waqar Dr. Ashfaque Hasan Khan Mr. Aqeel Ahmed Nasir

Chairman

Deputy Chairman President & CEO Director Director Director Director Company Secretary & Chief Legal

Mr. Abdul Pauf Malik Mr. Ameer Karachi wall

Director Chief Financial Officer

The Bank is currently operating 1056 Branches Domestically and 15 Branches Overseas (USA, Qatar, UAE, Bahrain and Republic of Yemen). UBL hold 51% of its total shares other 49% shares are owned by Government. After the privatization of banking sector in Pakistan UBL implemented its strategies to achieve the comparative advantage in the Market place. UBL subsidiaries are:
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 United Bank AG Zurich, Switzerland United National Bank Limited, UK UBL Fund Managers Limited UBL due to its innovative corporate culture wins their customer trust. UBL is running four websites to provide information and customer services which are: www.ubl.com.pk, www.ublonline.com www.ublfunds.com www.ublinsurers.com The depositing services offered by UBL are Business Partner, Rupee Trans A/C, Basic Banking Account, UBL Uni Flex, UBL UniSaver, UBL Profit COD, Term Deposits Receipts, FCY Savings, and FCY Term Deposits. The loan and card services are UBL Address, UBL Business line, UBL Cash line, UBL Drive, UBL Credit Card, UBL Money, and some other services are UBL net banking, UBL e-statement, Hamrah, UBL Wallet, UBL Click n Bank, UBL Click n Remit, UBL TezRaftaar.

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Mission statement of UBL

To develop and deliver the most innovative product, manage customer experience, deliver quality service that contributes to brand strength, establish a comparative advantage and enhance profitability, providing value to the stakeholders of bank

UBL Vision
To be the premier organizations operating

locally & internationally that provides the complete range of financial services to all segments under one roof

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CORE VALUES
Eight steps have been designed for each individual directly or indirectly involved with the company to follow so as to share the same values and have the same attitude and behavior.

Consumer/quality focus Competency Speed/action/simplicity/initiative Honesty/trust/integrity Effective communication Commitments/self discipline

Core Competencies

Goodwill Credibility (backed by foreign group) Distribution Network (over 1000 branches worldwide)

PRODUCTS OF UBL DEPOSITS

UBL business partner. Rupee transaction a/c. Basic banking a/c. UBL E transaction. Certificate of deposits.
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 Regular term deposit receipts. FCY savings FCY term deposits

Cards and Loans

UBL address UBL business line UBL cash line UBL drive UBL credit card

SERVICES
Signature Priority Banking. UBL Better Life Banc assurance. UBL Wiz. UBL net banking. UBL e-statement. UBL Wallet. Charity and Donations. Comments & Suggestions.

NRP SERVICES
UBL Click n Bank. UBL NRP Direct.

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Home Remittance
UBL Click n Remit. Tez Raftaar.

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Problem Statement
The problem identified is that due to the lack of job satisfaction, the employees involved themselves in union and started demanding inappropriate incentives and promotions. They wanted increase in salary, and promotions through unfair means. To meet their demands they didnt follow organizational rules, recruited their own friends and family members without following merit, and work improperly. These entire things had a bad impact on organizations growth and increased its expenses. The organizational politics also had an impact on employees for creating disturbance in the organization. Some prominent personalities in the organization with good political skills used their ability to influence others. The employees were showing illegitimate political behavior.

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Goals and objectives of the Project

Here, we are telling that how we are going to help the organization.

Goal
The Goal is to help organization in growth. This is possible through satisfying the employees, so they will not find any reason for causing problems.

Objectives
In order to achieve the goal, there is a need for determining objectives. We have found that the problem can be solved by applying Hertzbergs Theory (hygiene factors and motivational factors). The objective is to motivate employees in order to satisfy them. It is obvious from the problem statement that employees are on wrong path, and are demanding to fulfill their needs through wrong means. If organization will meet their needs then there will not be a reason to join unions for employees. Satisfaction on a job can be motivated by the nature of the job, and extent to which workers needs are met. Other inclusions are the availability of power and status, pay satisfaction, promotion opportunities, incentives, and task clarity that lead to job satisfaction. Moreover, as politics is a natural result of resource scarcity. The job dissatisfaction of employees and some prominent personalities with good political skill and influencing behavior lead employees to show illegitimate political behavior and increased the dissatisfaction behavior. Here, in this

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organization the organizational politics also lead some of the employees to job dissatisfaction.

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Finding and analysis

People (employees) are to an organization the most valuable asset; therefore, management of people in the workplace is the fundamental part of any of all management process. To understand the critical importance of people in an organization it is necessary to have an inclusive coordination between the human element and the organization itself. In fact, many wellmanaged organizations learn to consider an average worker as the root source of quality and productivity gains. Depend on the size; many of such organizations do not look to capital investment, but to employees, as the fundamental source of improvement. Dynamic managers with knowledge about what motivates people have at their command the most powerful tool to achieve extraordinary results. When companies are effective in satisfying their employees, employees arm themselves with an extraordinary level of confidence that induce them to stay longer, make a deeper commitment to the business, recommend ways to improve the companys services or products, and work harder to satisfy the customers and stakeholders. When employees are satisfied they dont even need to be involved in Union. However, in order to make employees satisfied and committed to their jobs, strong, dynamic, efficient, and effective motivation at their respective levels, departments, operations, middle and top

management are needed.

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Certainly, employee motivation is one of the most complex issues in every organization. Hence, the literature of motivation research from Herzberg motivation theory helps managers understand and deal with some of the complexity and multi-faceted nature of human needs. Satisfied employees tend to be more productive, creative and committed to their employers,

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The model or the construct used in this empirical study is Herzbergs Two Factor Theory

Hygiene factors
Salary Fringe Benefits Working condition Company Policy Relationship with superior Relationship with Peer

Motivation Factors
Possibility of Growth

Achievements Recognition

Work itself

Job Satisfaction

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When people get together in groups in organizations and convert their power into action, we describe them as being engaged in politics. Organizational politics lead employees to reduce performance and increases job dissatisfaction.

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Solving the problem

Company and administrative policies
An organization's policies can be a great source of frustration for employees if the policies are unclear or unnecessary or if not everyone is required to follow them. Although employees will never feel a great sense of motivation or satisfaction due to your policies, you can decrease dissatisfaction in this area by making sure your policies are fair and apply equally to all. Also, make printed copies of your policies-and-procedures manual easily accessible to all members of your staff. If you do not have a written manual, create one. If you already have a manual, consider updating it (again, with staff input). You might also compare your policies to those of similar practices and ask yourself whether particular policies are unreasonably strict or whether some penalties are too harsh.

Supervision
To decrease dissatisfaction in this area, you must begin by making wise decisions when you appoint someone to the role of supervisor. Be aware that good employees do not always make good supervisors. The role of supervisor is extremely difficult. It requires leadership skills and the ability to treat all employees fairly (Declarative Leadership style). You should teach your supervisors to use positive feedback whenever possible and

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should establish a set means of employee evaluation and feedback so that no one feels singled out.

Salary
The old adage you get what you pay for tends to be true when it comes to staff members. Salary is not a motivator for employees, but they do want to be paid fairly. If individuals believe they are not compensated well, they will be unhappy working for you. Consult salary surveys or even your local help-wanted ads to see whether the salaries and benefits you're offering are comparable to those of other offices in your area. In addition, make sure you have clear policies related to salaries, raises and bonuses.

Interpersonal relations
Remember that part of the satisfaction of being employed is the social contact it brings, so allow employees a reasonable amount of time for socialization (e.g., over lunch, during breaks, between patients). This will help them develop a sense of camaraderie and teamwork. At the same time, you should crack down on rudeness, inappropriate behavior and offensive comments. If an individual continues to be disruptive, take charge of the situation, perhaps by dismissing him or her from the practice.

Working conditions
The environment in which people work has a tremendous effect on their level of pride for themselves and for the work they are doing. Do everything you can to keep your equipment and facilities up to date. Even a nice chair
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can make a world of difference to an individual's psyche. Also, if possible, avoid overcrowding and allow each employee his or her own personal space, whether it be a desk, a locker, or even just a drawer. If you've placed your employees in close quarters with little or no personal space, don't be surprised that there is tension among them.

Work itself
Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful. Of course employees may not find all their tasks interesting or rewarding, but you should show the employee how those tasks are essential to the overall processes that make the practice succeed.

Achievement
One premise inherent in Herzberg's theory is that most individuals sincerely want to do a good job. To help them, make sure you've placed them in positions that use their talents and are not set up for failure. Set clear, achievable goals and standards for each position, and make sure employees know what those goals and standards are. Individuals should also receive regular, timely feedback on how they are doing and should feel they are being adequately challenged in their jobs. Be careful, however, not to overload individuals with challenges that are too difficult or impossible, as that can be paralyzing.

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Recognition
Individuals at all levels of the organization want to be recognized for their achievements on the job. Their successes don't have to be monumental before they deserve recognition, but your praise should be sincere. If you notice employees doing something well, take the time to acknowledge their good work immediately. Publicly thank them for handling a situation particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate. You may even want to establish a formal recognition program, such as employee of the month.

Responsibility
Employees will be more motivated to do their jobs well if they have ownership of their work. This requires giving employees enough freedom and power to carry out their tasks so that they feel they own the result. As individuals mature in their jobs, provide opportunities for added responsibility. Be careful, however, that you do not simply add more work. Instead, find ways to add challenging and meaningful work, perhaps giving the employee greater freedom and authority as well.

Advancement
Reward loyalty and performance with advancement. If you do not have an open position to which to promote a valuable employee, consider giving him or her a new title that reflects the level of work he or she has achieved. When feasible, support employees by allowing them to pursue further
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education, which will make them more valuable to your practice and more fulfilled professionally.

Responsibility
Employees will be more motivated to do their jobs well if they have ownership of their work. This requires giving employees enough freedom and power to carry out their tasks so that they feel they own the result. As individuals mature in their jobs, provide opportunities for added responsibility. Be careful, however, that you do not simply add more work. Instead, find ways to add challenging and meaningful work, perhaps giving the employee greater freedom and authority as well.

Advancement
Reward loyalty and performance with advancement. If you do not have an open position to which to promote a valuable employee, consider giving him or her a new title that reflects the level of work he or she has achieved. When feasible, support employees by allowing them to pursue further education, which will make them more valuable to your practice and more fulfilled professionally.

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RECOMMENDATIONS
In order to increase the efficiency and performance of bank we recommend that: Branch must possess sufficient number of employees to uplift the burden of work. System and operations should be more defined and organized. Proper product information should be delivered to all the employees. Internal audit and system should be improved. Administration drawbacks should be improved by the strict control of general issues. Monthly intra branch meetings should be arranged to share the current issues and problems. Time to time employees training programs should be arranged. It is observed that the employees were overburdened so they have to stay at branch till late at night. In this way their efficiency is affected and their work can be reduced by hiring more employees. Make sure you have clear policies related to salaries, raises and bonuses. You should teach your supervisors to use positive feedback whenever possible and should establish a set means of employee evaluation and feedback so that no one feels singled out.

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 Employees will be more motivated to do their jobs well if they have ownership of their work. Set clear, achievable goals and standards for each position, and make sure employees know what those goals and standards are.

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Summary
The reason for the project is to apply the theory we have learned to actual Practice we have choose the organization identified the problem and provide solutions in reference with the book and articles. The main purpose of this project is to highlight and to study the Organizational behavior of United Bank Limited. It provides a brief overview of the organization and all the ways, strategies and alternatives mainly used by of UBL. The key points we would like to mention is that we have applied Herzberg theory of motivation for creating a sense of satisfaction among the employees

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Appendix
QUESTION 1
Overall, are you satisfied with this organization?

Frequency Valid Indifferent 1 7 2 10

Percent 10.0 70.0 20.0 100.0

Valid Percent 10.0 70.0 20.0 100.0

Agree strongly agree Total

INFERENCE: A majority of the employees (90%), are satisfied with the organization. Only
10% are indifferent and there is no one who is dissatisfied.

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QUESTION 2
Are you satisfied with the progress you have made in this organization up till now?

Frequency Valid Disagree indifferent Agree strongly agree Total 1 2 5 2 10

Percent 10.0 20.0 50.0 20.0 100.0

Valid Percent 10.0 20.0 50.0 20.0 100.0

INFERENCE: A majority of the employees are satisfied with the progress they have made in
the organization. This proves that the organization provides ample growth opportunities to its employees.

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QUESTION 3
Are you satisfied with your chance for getting ahead in the organization in the future?

Frequency Valid disagree indifferent Agree Total 1 6 3 10

Percent 10.0 60.0 30.0 100.0

Valid Percent 10.0 60.0 30.0 100.0

INFERENCE: Majority of the employees are indifferent towards their chance of getting
ahead in the organization.
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QUESTION 4 Most communication is generated at the meetings of top people.

Frequency good description not so true least true Total 5 3 2 10 Percent 50.0 30.0 20.0 100.0 Valid Percent 50.0 30.0 20.0 100.0

INFERENCE:
In the organization a majority of employees believe that communication is generated at the meetings of top people.
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QUESTION 5 People communicate with one another to solve problems.

Frequency accurate good description not so true Total 6 2 2 10 Percent 60.0 20.0 20.0 100.0 Valid Percent 60.0 20.0 20.0 100.0

INFERENCE:
In the organization employees coordinate and communicate with one another to solve problems. This shows that in the organization there is team work and unity while solving problems.
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QUESTION 6
Does your work group (Union) group make good decisions and solve problems well?

Frequency Indifferent Agree strongly agree Total 1 6 3 10

Percent 10.0 60.0 30.0 100.0

Valid Percent 10.0 60.0 30.0 100.0

INFERENCE: The inference drawn is that a majority of the employees feel that their
workgroup makes good decisions and solves problems well. but there is no one who is against this statement.
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QUESTION 7
Does this organization do a good job of meeting your needs as an individual?

Frequency Valid indifferent Agree strongly agree Total 2 6 2 10

Percent 20.0 60.0 20.0 100.0

Valid Percent 20.0 60.0 20.0 100.0

INFERENCE: The organization does a good job of meeting the needs of its employees and
that is why it was found in the earlier question that the employees were satisfies with their jobs.
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QUESTION 8 The leaders here are role models for their people
Frequency good description not so true least true Total 2 5 3 10 Percent 20.0 50.0 30.0 100.0 Valid Percent 20.0 50.0 30.0 100.0

INFERENCE:
In the organization employees believe that the leaders are not role model for their people.
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References
C. Lloyd, G., & Bassett-Jones, N. (2005). Does Herzberg's motivation theory have staying power? Journal of Management Development, Vol. 24 Iss: 10 , 929-943. Hackman, J., & Oldham, G. R. (1976). Motivation through the design of work: test of a theory. Organizational Behavior and Human Performance, Vol 16 , 250-279. Lundberga, C., Gudmundson, A., & D. Anderssonc, T. (2009). Herzberg's Two-Factor Theory of work motivation tested empirically on seasonal workers in hospitality and tourism. Tourism ManagementVolume 30, Issue 6 , 890-899. Maidani, E. A. (1991). Comparative study of Herzberg's Two-Factor Theory of job satisfaction among public. Public Personnel Management, Vol 20(4) , 441-448. Shipley, D., & Kiely, J. (1988). Motivation and Dissatisfaction of Industrial Salespeople How Relevant is Herzberg's Theory? European Journal of Marketing, Vol. 22 Iss , 17-30. Soliman, H. M. (1970). Motivation-hygiene theory of job attitudes: An empirical investigation and an attempt to reconcile both the one- and the two-factor theories of job attitudes. Journal of Applied Psychology, Vol 54(5) , 452-461.

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