1.

0 Introduction
1.1 Origin of the Report:
As a student of Organizational Behavior and Leadership course have written the assignment as I am assigned to do so. I have started working on this assignment on the 20th of March 2011. While I am working in this assignment I have found many crucial things that I needed to learn from this assignment. I am going to submit the assignment to our course instructor Prof. Mohammad Aminul Karim on the 27th of March, 2011.

1.2 Problem:
Since every formal assignment has a specific problem, I have a problem as well. The problem is to find out the Motivation Technique Followed by British American Tobacco Bangladesh Co Limited and to find out the Motivation Technique Need to follow by this organization that means suggestion to overcome dissatisfaction of employees through motivation techniques.

1.3 Objective:
Now a day Tobacco Industry Like BATB Co Ltd of Bangladesh improving tremendously and becoming the leading organization worldwide as well as in Bangladesh. The main objective of this project is to get a clear picture about the motivation procedure follow by BATB and learning culture to reduce the employee dissatisfaction. We want to know how Motivation Technique can acclimatize change by overcoming employee dissatisfaction in the organization. We also want to know how these changes can take place in the real life situation.

Suggest key motivation techniques in British American Tobacco Bangladesh Co Limited. Suggest various applications of motivation techniques. Suggest rewards to motivate employees. Find out different Motivation technique followed by this organization. Find out which technique/techniques are more appropriate to apply. Suggest different motivation theory need to follow

1.4 Scope:
The scope of this assignment is huge. This assignment certainly will bring to me significant opportunities in scenario analysis of how motivation technique can bring out the total efficiency of a single employee in BATB Co Limited. It will bring my capability up to deal with the most successful scenario analysis of this organization. Moreover, I can apply this experience in my upcoming courses.

1.5 Limitations:
I found many obstacles while making this assignment. The first main limitation that I had to face was the collection of data. Collection of data from internet is easy but it is difficult to relate with our suggestions and causes that I identified. As Motivation Technique is very important matter now in every organization but the analyst are not up to mark to implement actual plan for that, It was one of the barriers to get the relevant information from this BATB Official website as well as from companys HR Division. BATB web site is rich with information but not for human resource related information because it is very crucial for any organization. In spite of these obstacles I have completed my assignment successfully.

1.6 Methods of Collecting Information:

To conduct the assignment and analyze the topic mentioned above, I have collected secondary data. As I am not working in any organization it is quite difficult for me to collect primary data. To complete this assignment I had to depend on secondary data that is collected from the companys website, Annual report of the company and report published by the Human resource Development Department.

2.0 Motivation:
"People are our most valuable asset" is a clich which no member of any senior management team would disagree with. Yet, the reality for many organizations is that their people remain

under valued under trained under utilized poorly motivated, and consequently perform well below their true capability

The rate of change facing organizations has never been greater and organizations must absorb and manage change at a much faster rate than in the past. In order to implement a successful business strategy to face this challenge, organizations, large or small, must ensure that they have the right people capable of delivering the strategy. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop 'cultural awareness', product/ process/ organization knowledge and experience for new staff members. As organizations vary in size, aims, functions, complexity, construction, the physical nature of their product, and appeal as employers, so do the contributions of human resource management. But, in most the ultimate aim of the function is to: "ensure that at all times the business is correctly staffed by the right number of people with the skills relevant to the business needs", that is, neither overstaffed nor understaffed in total or in respect of any one discipline or work grade.

2.1 Definition:
The word motivation is derived from the word motive which means any idea or emotions that prompts a person into action. Motivation can also be defined as the urge or drive to take action to satisfy wants. The motivators are the actions or implements that will actually motivate employees to perform in a desired way. This is the desire or drive within a person to achieve some goal. Within is the operative word here, for motivation is an internal condition based on a person's perceptions and needs. In the employment context the major concentration for management is the problem of getting the employees to work in such a way that the organization achieves its goals. Motivation is something that is approached differently by different businesses and the responsibility of its integration lies with all immediate supervisors of staff. Motivation is the force that makes us do things: this is a result of our individual needs being satisfied so that we have inspiration to complete the task. These needs vary from person to person as everybody has their individual needs to motivate themselves. Depending on how motivated we are, it may further determine the effort we put into our work and therefore increase the standard of the output. The Basic Motivation Force: a) Needs b) Drives c) Goals Needs: The best one word definition of a need is a deficiency. In the homeostatic sense, needs are created whenever there is a physiological or psychological imbalance. Drives: With a few exceptions drives or motives are set up to alleviate needs. A drive can be simply defined a deficiency with direction. Drives are action oriented and provide an energizing thrust toward goal accomplishment.

Goals: A goal in the motivation cycle can be defined as anything which will alleviate a need and reduce a drive. Thus attaining a goal will tend to restore physical or psychological balance and will reduce or cut off the drive.

2.2 Theories of Motivation:

There are two types of motivation theories: content and process. The content theories are based on the basic need and drives. The other theories focus on the process by which people are motivated. Content theories of motivation explain the dynamics of employee needs, such as why people have different needs at different times. Content theories of motivation, which stress the analysis of underlying human needs. The content theories of motivation approaches that have led to our understanding of motivation are Maslow's needhierarchy theory, Herzberg's two-factor theory, Alderfers ERG theory and McClellands achievement theory. The process theories focus on how behavior originates and operates. These theories actually deal with approaches that can aid a manager/ heads to motivate an employee. These are Vrooms theory, Adams' Equity and Goal Setting theory. Reeve (2001) states: Motivation can come from two sources, the extrinsic and intrinsic. People may be motivated by factors in the external environment such as pay, supervision, benefits and job perks. This is referred to as extrinsic motivation. They may also be motivated by the relationship between worker and the task. This type of motivation is called intrinsic motivation. These factors often simultaneously, but we will distinguish between them as they relate to specific levels of motivation.

When we talk about Reward system, it can also be intrinsic and extrinsic. An organizations reward system consists of the formal and informal mechanisms by which employee performance is defined, evaluated and rewarded. Extrinsic rewards are administered by external sources such as

coworkers, supervisors, or the organization. Financial compensation is clearly the most popular form of extrinsic rewards, including wages, salaries, bonuses, profit sharing and incentive plans. Intrinsic rewards are associated with the job itself and refer to the positive feelings individuals derive from the work they do.

2.3 Old Employee Motivation Techniques for Today:

Finding ways to motivate employees has always been important to businesses, even in years gone by. In fact, some old management approaches can still be used effectively to motivate employees to perform at high levels, to remain loyal to the organization and to recommend your company as a great place to work. There are some classic management techniques that can be used quite effectively to motivate employees. Even modern-day managers can benefit from the use of old motivation techniques to motivate employees.

2.3.1Productivity Motivator
In the 1950s, industrial psychologist Frederick Herzberg found that certain job factors caused worker dissatisfaction and poor performance when they fell below a certain level. Yet, he found that these same factors had no impact after performance reached a certain level. He called these factors "maintainers" because they served to maintain a certain level of productivity and didn't increase productivity after a certain point. These are things like: salary, job security, company policies and administration. But, he discovered, there were another set of factors-motivators-that did have an impact. These included things like achievement, responsibility, recognition and the opportunity for advancement.

2.3.2 Employees' Needs

Maslow's Hierarchy of Needs has been around for a long time and is still used as the basis for motivating employees. Abraham Maslow, an early management theorist, identified five levels of needs that all employees have and that must be satisfied in order for the employee to move to the next level. These are: physiological comfort (food, water), safety, social fulfillment (interaction with others), ego satisfaction and self-actualization. For managers, the hierarchy suggests that

employees who are well paid, well-liked and highly satisfied with their jobs will require different motivation techniques than employees who do not make enough money to meet their basic needs or who must deal with security issues in their personal or professional lives.

2.3.3 Employee Empowerment

Douglas McGregor, who was strongly influenced by Maslow, applied Maslow's hierarchy theory to the organizational structure. In the 1960s he came up with two opposing theories--Theory X and Theory Y. Theory X suggested that human beings are essentially lazy and don't want to work, that they need to receive direction and are motivated through fear of punishment. Theory Y, on the other hand, suggested that employees will use both self-control and self-direction and that the average employee learns not only to accept but to seek responsibility. McGregor, of course, favored Theory Y management and suggested that employees be allowed to enjoy both physical and mental effort, direct themselves to meet objectives, relate achievement with certain rewards and use a high degree of imagination, ingenuity and creativity.

2.3.4 Staff Development and Decision-making

William Ouci came up with Theory Z, which is often referred to as Japanese management style. According to Ouchi, the secret to success stemmed from a strong company philosophy, distinct corporate culture, staff development and consensus-based decision-making.

2.4 Employee Motivation Techniques in Modern Management:

Today's fast-moving business environment demands motivated employees. A business must make use of its resources, including the members of its staff. Therefore, making sure they are motivated and in a positive frame of mind to do their best work is paramount to increasing productivity and profits.

2.4.1 Build Employee Confidence

Most employees suffer insecurity at some point, but modern manager avoids this by offering constant encouragement and feedback during the work process. This is an attitude motivational

technique, because it improves thinking and feeling within a workplace. Managers can also increase confidence by offering complete feedback and information.

2.4.2 Meet Employee Lower-Level Needs

Most of the people work to meet various lower-level needs including salary, job security and good working conditions. A modern manager must meet these needs or risk dissatisfaction among staff. Satisfaction and increased motivation come from meeting these requirements and progressing to meet higher-level needs such as responsibility, progress and personal growth.

2.4.3 Empowerment
Many managers motivate employees by setting challenging targets. This makes an employee want to achieve beyond his usual standard of work and also push the business forward, provided these challenges are beneficial to business success. The empowerment must, however, be beneficial to an employee's quality of life. This means simply giving someone more work is not a motivating tool. Managers should instead give an employee more fulfilling work that can enhance his career and job satisfaction.

2.4.4 Encourage Contact

Managers should go out of their way to talk to staff on an informal basis. It is hard for a leader to remain behind closed doors while also keeping a watchful eye over staff satisfaction and work rates. A staff member will work to the best of his potential when he feels part of a team.

2.4.5 Positive Appraisal

Use employee appraisals as an opportunity to assess and improve staff performance. Managers should set realistic targets, give positive feedback and listen to staff concerns. This improves motivation simply because staff members will have a better working relationship with management and a greater willingness to work, therefore boosting productivity.

2.5 The Importance of Motivation:

Work is the most important force that spells the success of any workplace in the world. However, motivation is the key to getting it done. Importance of motivation in a workplace helps the workers charge up their batteries, focus their attention on work a lot better than before and give results that are par excellence. For this one should know the art of motivating the staff working under him to get what he wants out of them.

Not only does this ensure that staff gets the work done in time, but also high quality work and conducive work environment that employees so long for. It takes a good team leader to motivate or inspire a team work hard and give the best of results that add to the success of the team. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation should not be confused with either volition or optimism. Motivation is related to, but distinct from emotion. Motivation can have an effect on the output of your business and concerns both quantity and quality. See it this way: your business relies heavily on the efficiency of your production staff to make sure that products are manufactured in numbers that meet demand for the week. If these employees lack the motivation to produce completed products to meet the demand, then you face a problem leading to disastrous consequences. The number of scenarios is extreme but you get the general picture. Your employees are your greatest asset and no matter how efficient your technology and equipment may be. it is no match for the effectiveness and efficiency of your staff. Motivation plays a critical role in achieving goals and business objectives and is equally as important for companies that work in a team-based environment or in a workplace comprised of workers who work independently. Making sure each employee's workplace goals and values are aligned with the organization's mission and vision is important for creating and maintaining a high

level of motivation. That can lead to higher productivity, improved work quality and financial gain across all departments. Motivational strategies can help improve employee performance, reduce the chances of low employee morale, encourage teamwork and instill a positive attitude during challenging times. Employees with a high level of motivation typically work harder and can overcome common workplace challenges with ease; this helps the organization reach its objectives and improve operations overall. Motivation has become increasingly important for organizations and companies of all sizes that want to reach their organizational objectives in a competitive marketplace. Top performers of an organization consistently provide high-quality work, maintain a high level of productivity and overcome obstacles or challenges. Helping all employees maintain a high level of motivation can help keep employees committed to working hard and contributing as much value as possible to the organization.

2.5.1 Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it, either by themselves or through external stimulus. Motivation is a skill which can and must be learnt. If the employees are not self-motivated, they can be motivated. This is essential for any business to survive and succeed. Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

Ability denotes qualities that enable a person to achieve or accomplish something. Ability is the mental or physical power or the quality of being able to do something, especially the physical, mental, financial, or legal power to accomplish something. Motivation is the willingness of a person to want to perform a task. When it comes down to it we all do either what we want to do or we do what someone or something motivates us to do. Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. In order to have an excellent employee motivation program it is need to be sure that it includes all of the following: 1) Provide training when necessary. 2) Treat people fairly, with respect, and honestly. 3) Understanding and addressing employees basic needs. 4) Restructure or reorganize jobs and job descriptions when necessary. 5) Rewards the employee based on job performance.

2.6 Commonly used practices:

Every workplace has different situations. Not all rules will apply for unrelated settings. The corporate office will have different factors to consider than a factory, or a construction site. They are all going to be a little different. The one thing that will remain the same is human nature, and how we react to different situations. Here are five common factors a manager can manage: 2.6.1. Different types of personalities This is one of the biggest issues to consider. One thing that needs to be considered is that people are all different. We all have different personality traits and quirks. What one person may think of as constructive criticism, another may find as being bossy. One person may think that they are being productive and the person next to them may think they are being lazy. It is just the way people think differently. Management's job is to see that the job is completed, through the employee. To do this, they must be able to understand the differences in people and learn how to deal with these issues. They need to learn to be diplomatic in these situations and keep everyone running smoothly. 2.6.2. Rewards If motivation in the workplace is desired, then rewards for the employees are a must. They need to be motivated into doing a great job. Whether it is promotions, bonuses or just simple words of affirmation, they deserve that for a job well done. 2.6.3. Working environment The workplace needs to be an enjoyable place where employees can work with zeal. A person spends 7-10 hours on the average per day at this place. If it isn't a fun, and comfortable place to be, then workplace motivation can't be achieved. People can work, socialize and laugh at the same time! It can be done.

2.6.4. Independency Employees need to be able to think on their own. No one wants to be told what to do and when and how to do it every minute of the day. The employee needs to know what the expectations are and be allowed to do it. They will take pride in it if it is their idea and their way of doing things. 2.6.5. Room for error So many times in the workplace management does not plan for errors. Then when they happen, no one knows what to do to correct them. It is management's job to make an alternate plan just in case something goes wrong. Motivation in the workplace takes time and patience as the manager or boss. With these simple tips, it can be achieved and a more productive workplace can be found.

2.7 Different Categories of Motivation: 2.7.1 Intrinsic Motivation

Intrinsic motivation is something that where fulfillment is reached by attaining the solution to the problem itself, the activity is engaged in for its own sake. Characteristics of intrinsically motivated people include commitment to work, passionate involvement, total absorption and devotion to their work, interest and satisfaction in their work, challenged by their work.

2.7.1 Intrinsic Motivation

It is the motivation to engage in an activity primarily in order to meet some goal external to the work itself. Extrinsic motivation is something that where the achievement of the task results in the fulfillment of an ulterior end, rather than the task itself.

2.8 Different Category of Motivation Technique:

2.8.1 Financial Incentives:

i). Production Based pay:

When businesses rely on the quantity of the output of employees financial rewards is a method that is commonly used to increasing motivation. Employees involved in production, a piece rate system is issued where they are paid for each individual product they produce. In which case, they would be motivated to produce as much as possible in order to achieve a high pay: but ensure your quality control is effective to ensure customer focused areas are not traded-off for quantity. A commission payment scheme can be introduced if the business relies on selling the products or services through the means of personal sales.

ii).

Profit Sharing:
Another financial incentive is the offer of a share of the company profits, say, 5%, which is split between employees. This incentive can influence team working in the business it may be found that people benefit from other peoples work if they do not pull their own weight to help increase efficiency. It can therefore be said that profit sharing does not encourage motivation in all employees although it is highly effective in businesses with few employees. This is because they know that their performance will make a difference and will be evidenced by an increase in the business profits.

iii).

Fringe Benefits:
Fringe benefits can be introduced instead of increasing wages or salaries such as company cars, private health, or interest-free loans from the business. These benefits are often valued higher than wage increases and can be less expensive for the business to provide.

iv).Bonus Pay:

Sometimes staff may only have motivation to get a task done quickly without care to the quality of the outcome. In which case, manager can introduce quality related bonus pay which determines their salary. This salary will be up for review twice a year and reflects their value in the business with respect to, for example, the standard they complete tasks as well as personal sales records, achievements, and so on. This will give the employee the motivation to complete tasks to a high standard and a desire to further excel in the future in order to gain a higher salary: and of course, the feeling of achievement (priceless).

2.8.2 Non-financial Incentives:

Money is not always an effective motivator in business although it may have some effect in the short term. Employees may also see factors aside from money as prime motivators. Motivation can be increased by giving employees more responsibility so that they feel their contribution is more valuable to the business and that their role is of higher importance.
Further, the manager can promise the chance of promotion if they reach a certain standard or target. Here a brief introduction is discussed on the process of appraisal which is a huge motivator to employees. This is because they will be recognized for the value they add to the business by reviewing their progress and achievements over a certain period.

The following are also motivators that can be introduced in your business and can also be seen as processes that reduce job dissatisfaction:

i).

Job Enlargement
This involves expanding the job of an employee that has them doing more work of a similar nature to what they already do. This may be allowing them to complete the whole task instead of just part of it, for example, packaging the products as well as manufacturing them. This process ideally removes the boredom out of the job by eliminating the repetitiveness out of tasks and allowing them to complete the whole process, further increasing their responsibility.

ii).

Job Rotation
This involves allowing employees to change the nature of their job periodically. For example, you may give the employee administration duties one week, marketing the week after, and then back to their original job of sales the following week. This cycle will then be on going. The purpose of this is that the employee, again, is satisfied by reduced boredom and also motivated by the achievement of increased skills. The business owner gains from cross-training and the potential for feed-back and improvement ideas.

iii).

Job Enrichment
Similar to job enlargement, you can enrich an employees job by expanding their tasks to give a higher level of responsibility in the nature of work they do. For example, they can be given the responsibility of ordering materials and making delivery arrangements instead of just manufacturing the products. This will not only expand their skills, but also give them an increased challenge (responsibility).

iv).

Empowerment
Empowerment is like delegation. It is when power or authority is given to employees so they can make their own decisions regarding their working life. For instance workers have control over how to use their time and deciding the priority of tasks that need to be done. They are encouraged to consider problems they face and come up with some solutions. For empowerment to be successful, workers must have adequate training and/or good skill levels in order to be trusted to make the correct decisions. If they do not, then expensive mistakes can be made that could affect the whole business. It is the managers job to judge whether a subordinate can cope with more authority and decision-making power. It should be noted however, that even if managers pass down authority to their subordinates, they are still responsible for the work that is done by them.

v).

Self-Managed Work Team

A way of increasing employee motivation through the use of self-managed work teams, groups of employees with the authority and skills to manage them. Self-Managed work team looks at three (3) major form of employee involvement. 1. Participative Management (a process in which subordinates share a significant degree of decision making power with their immediate superiors. 2. Representative Participation (a system in which workers participate in organization decision making through a small group of representative employees. 3. Quality Circle (a group of employees, who meet regularly to discuss their quality problems, investigate causes, recommend solutions, and take corrective actions.

3.0 Company synopsis:

British American Tobacco Bangladesh

British American Tobacco Bangladesh Company Limited is one of the largest private sector enterprises in Bangladesh, incorporated under the Companys Act 1913 on 2nd February 1972 and since than it has been the market leader in the country. Based in Dhaka the company has one packaging factory in Dhaka and one leaf-processing factory in Kushtia. The company currently employees more than 200 managers and 1300 employees. In its effort to create an international market for Bangladeshi leaf tobacco the Company has been exporting tobacco to markets in developed countries like UK, Germany, Poland, Russia and New Zealand. Vision: To extend our leadership through world-class performance. Mission: 1) Double the net revenue by 2005 2) Growing our share of the total tobacco market 3) Dominating key identified segments BAT has over the decades consistently invested in Bangladesh market through Bangladesh Tobacco Company (BTC). BTC has always been on the business of manufacturing and marketing different brands that meet the standards found everywhere in the world. BAT has a plan to build their business in three ways: 1. Organic growth in their existing markets 2. Quick and effective entry into new markets and 3. Potentially attractive acquisition, joint ventures or other

In its brand portfolio British American Tobacco Bangladesh has a wide range of cigarettes for different consumer segments. Starting from Benson & Hedges (Lights & Regular), which are currently imported from Europe to locally produced International Brands such as State Express 555 and John Player Gold Leaf (Lights and Regular) and also National Brands like Capstan, Star family and Scissors family are members of the portfolio. BATB strictly practices the industrial safety measures and is committed to conform to internationally accept environmental standards. All of the BATB areas are equipped with sufficient equipment, gears and water supply. BAT group head quarters recognized BATBs level of safety practices with awards. It has also received the prestigious Environmental, Health and Safety Silver Award in 1998 and 1999 in a row for no lost time accident in any part of the company. At the end of 1993 the company adopted a change management program called MRP II, the acronym for Manufacturing Resource Planning, with the objective of becoming a world-class company with world-class systems, processes, products, and people. The strategy for Partnership Excellence Program is based on a clear understanding on meeting world-class performance and to achieve MRP II Class A. BATB conducted series of training for the vendors and the result was very positive in terms of quality and delivery improvements. Till 1999 the company was in a position of class B, but from the year of 2000 the company was awarded Class A status which has made BATB the only member in BAT group to achieve A in four categories in one go. The categories are Strategic Planning, People and Team, Planning and Controlling, New product development, reducing lead-time. The company is working to hold their position as class A company. The parent company of BATB, British American Tobacco Co is the major shareholder of BATB. The operations of BATB are done according to BAT Co regulations and BAT Co looks after the management of BATB. BATB management is trained by BAT Co and on many occasions BAT Co sends their own managers to work in BATB. Different departments have different structure according to their function and responsibility. BAT maintains a modern organizational structure headed by Managing Director. Managing Director is the operational head and national sales manager. Head of every department carries out their functions with the help of line managers. Other positions of the organ gram are directors, regional manager, secretary, assistant manager,

area manager, territory officer, supervisor and other staffs. It has seven departments with two supporting departments. BAT subsidiaries operate in more than 90 countries employing around 173,000 people. Its aim is to grow its share in the world market and its profitability within the share- by offering more brands against competitors, and by running its business efficiently and well with its current position. Tracing its heritage back to a joint venture formed by the Imperial Tobacco Company of the United Kingdom and The American Tobacco Company of the United States in 1902, today's British American Tobacco Company was born. The merger will help to attain in British American Tobaccos vision of becoming the worlds leading International Tobacco Company.

The British American Tobacco Group is one of the worlds leading international manufacturers of cigarettes, marketing its products in almost every country worldwide. It is the clear leader in a competitive and fast moving business. The group consists of four tobacco subsidiaries, which are given below: 1) British American Tobacco Company Limited, which produces cigarettes in over 45 countries for domestic and foreign markets in Europe, Australasia, Latin America, Asia and Africa. 2) Brown & Williamson Tobacco Corporation is the third largest tobacco company in the US. 3) British American Tobacco (Germany) GMBH is a leading cigarette company in Germany. Souza Cruz S.A. is the market leader in Brazil and a world leader in tobacco leaf export.

3.1 Motivation Technique Followed by BATB Co Ltd:

i). Probation and Confirmation:

Different salary structure is maintained for probationary and after probationary period. During employees probationary period if the probationer failure to show satisfactory progress and to acquire required efficiency, as a part of motivation the appointing authority may extend his probationary period by a maximum of additional 6 (six) months along with some arrangement to motivate him/her. After the probationary period if the probationer shows satisfactory progress and acquire required efficiency administration send the appraisal form to the Department Heads. In the procedure the HRD head send this appraisal form with his approval signature to the MD and finally after signing by Managing Director the employee will get the confirmation with increment of salary or confirmation with promotion or no confirmation.

ii).

Salaries:
A fair and flexible remuneration policy is followed by BATB. The Salary structure is based on Job Grades. Job grades will be decided on the basis of an analytic assessment of the position based on the size, responsibilities, decision-making authorities and the nature of the job. The Board is the final authority for approval of this policy and will amend and review the policy on recommendation of the Managing Director / Management Committee periodically. And the workers working for production is paid on production basis. This Basic Salary Ranges (BSRs) is commensurate with the job grades and is determined by the Board on the recommendation of the Managing Director. The Board reviews the BSR at least once a year.

iii).

Other Allowances and Compliances:

House rent Allowance:

House Rent Allowance may be paid to the employees at such rates and on such conditions as may be prescribed by the Competent Authority from time to time. Medical Allowance: Medical Allowances are paid in accordance with the job grades and on such conditions prescribed by the competent authority from time to time. Insurance Facilities: BATB is always concern about their Industry worker who is considered as one of the main portion of this success. They provide accident and life insurance for their every worker and allow life insurance for their employees. Hospitalization Insurance: In the event where hospitalization or surgery is required for a member of the officers dependent (Spouse and Children) including hospitalization on account of maternity, BATB compensates for the officer and for a fixed amount per annum. This amount is also based on job grades.

iv).

Festival Bonus:
Festival Bonus will be paid to all confirmed officers/staff at one month basic salary which will be reimbursed twice in each calendar year. All confirmed employees would get one bonus during Eidul-Fitre and another one for Muslims during Eid-ul-Azha and for others based on their respective religious festival. HR Contract & Outsource Staff would get 1 bonus, which is 50% of this gross salary. The Board of the Directors will decide the annual salary revision and recommendation will be based on: Revised Pay Scale, and/ or Inflation adjustment rate Performance

v).

Training and Development:

Providing employees with training and development opportunities not only contributes to the quality and effectiveness of the organization it also serves to motivate and retain employees.

At the end of 1993 the company adopted a change management program called MRP II, the acronym for Manufacturing Resource Planning, with the objective of becoming a world-class company with world-class systems, processes, products, and people. The strategy for Partnership Excellence Program is based on a clear understanding on meeting world-class performance and to achieve MRP II Class A.

BATB management is trained by BAT Co and on many occasions BAT Co sends their own managers to work in BATB. Different departments have different structure according to their function and responsibility. BAT maintains a modern organizational structure headed by Managing Director. Human Resource Development department has to enhance skill and knowledge for better understanding of job responsibilities. It includes on-the-job and formal training programs. Every department has to follow an employee performance measurement method devised by the HRD.

vi).

Promotion:
Promotion is a continuous process by which the company can motivate its employee for batter work; get the price for employees better work. In BATB Co Ltd there are two types of promotionsRegular Promotion: Regular promotion is given according to the employees regular performance. When the supervisor or department head of the employee evaluate that his employee deserve promotion then the supervisor or the department head take a promotion appraisal form from HRD and recommended the employee for promotion. In the procedure finally if the appraisal paper is signed by the MD, the employee will get the promotion with increment of salary.

Performance Based Promotion: Performance Based promotion is based on the annual performance report of individual employee of BATB Co Ltd. According to Performance Matter ranking scale the employee can get promotion in the job grade of their own. According to the policy any employee cant get any promotion within a year after the employees joining in the BRAC Bank Limited. And on the other section the employee can get promotion after six months of his previous promotion.

vii).

Leave:
Annual leave: Annual leave facilities may be allowed to the person every year. An employee can enjoy an annual leave of maximum of 24 working days after completion of one-calendar year. Any leave that is pending may be carried forward to the next year. Casual/Sick Leave: Casual leave up to 14 days can be granted per year to an employee who may be unable to attend duty due to sudden illness or urgent private affairs. Not more than 2 days casual leave can be taken at a time in a month. Casual Leave more than 3 days will be considered as sick leave and has to be supported by medical reports. In case of prolonged illness the Managing Director may grant medical leave in excess of sick/casual leave with full pay and allowances for a period up to one month. Study Leave: Employees of BATB Co Ltd enjoy study leave. The company provides study leave to its employees without pay and allowances for a certain period. Employees can join the same post after completing his/her study period. This leave shall, however be allowed in the entire period of service.

Maternity Leave:

Female (confirmed) employees will enjoy 6 months maternity leave. One employee will be entitled to avail this leave for 2 times in her entire service period. Leave without Pay: Leave without pay may be granted to an employee in special circumstances where no other leave is admissible under these rules. In case of Leave without Pay, the period does not exceed 60 days. Leave During Probation Period: For sick leave in the probation period, the leave has to be specially mentioned by the department. Casual leave will be granted to probationary employees after completion of 6 months. Any leave taken prior to completion of 6 months will be adjusted against the casual leave.

Payment by results:
In this case individuals do not get rewarded as a result of their own effort and it is the group performance which counts. This requires a change of attitude of the workers, as also of the management. This motivational technique is used in BATB to motivate the workers to work in a group and to increase the team work among the employees.
viii).

Employee share ownership:

BATB continues to encourage employee ownership through the provision of employee share plans, including the Partnership Share Scheme and the Share Reward Scheme. Our Employment Principles are available to all staff.

ix).

Employee engagement:
BATB encourage open, two-way communications to stimulate innovative thinking, leverage the diversity and promote creative collaboration across the Group. They encourage employee engagement through individual discussions, team briefings, publications, internal blogs and local surveys. They continue to monitor the effectiveness of our employee engagement through global surveys such as Your Voice.

x).

Work environment:

BATB tracks and measure how well they create a safe place to work by using the Lost Workday Case Incident Rate (LWCIR). They are committed to a work environment free from harassment, bullying and discrimination. BATB does not discriminate against people with disabilities who apply for jobs, and they get the same opportunities for promotion, training and career development as other staff. BATB strictly practices the industrial safety measures and is committed to conform to internationally accepted environmental standards. All of the BATB areas are equipped with sufficient equipment, gears and water supply. BAT group head quarters recognized BATBs level of safety practices with awards.

Counseling:
Counseling acts as a bridge between worker and management. This identifies the problems of workers and informs it to the management. As there is no CBA, counseling department acts as CBA in BATB. This department also handles different industrial disputes. In every sector there are about 10 counselors who identify the problems of employees. Counselors are classified as senior and junior.

xi).Day Care Center

For the lady workers who have children are properly taken care of by their own Day Care Center over there in the factory of BATB. As a result, those workers are not to worry about their children and they can concentrate properly on their work at the same time.

4.0 Absence of Motivation Technique that Need to Follow in BATB Co Ltd:

Quite apart from the benefit and moral value of an altruistic approach to treating colleagues as human beings and respecting human dignity in all its forms, research and observations show that well motivated employees are more productive and creative. Low wages in Bangladesh made
it a suitable location for many of the Companies to start their journey at our country but it is also important to make the company as leading one by improving productivity and maximizing its profit. So that BATB Co Ltd needs to satisfy their employees through their motivation to be the leading organization in our country. They are trying to do so but some lacking is there that they need to follow.

4.1 Financial Motivation Technique: i). Proper pay plan:

Many pay plans fail because of either not being suited to the particular situation or because of poor implementation. It is essential to consider the following aspects before designing a pay plan to motivate performance:

preference of individual employees; size of pay rewards for high performance; method of motivating individual job performance; subjective.

BATB should also follow it to prepare its pay plan so that they can satisfy each and every employee and worker.

Merit Based Pay:

Most probably everyone can be motivated by Merit based pay. Incentive pay plans should be designed of BATB not only to reward good performance but also to minimize the negative side-effects. To select an employee for merit based pay following steps may be consider:

Intelligence; Judgment;

Knowledge. Communication; Ruman relations,

Skill Based Pay:

A pay plan that sets a pay levels on the basis of how many skills employees have or how many jobs they can do in shipyards. BATB needs to focus on skill based pay because they have more skilled employee compare to their total workforce but skilled employees not get their actual performance measure always. It creates negative impression regarding their institution where actually they work and passed most of their time in a day.

ii).

Reward System:

The concept is simple, but its implementation is not easy. However, the job is well worth trying. To be effective, the reward should be 'tailored' to each individual, but only as part of the total compensation concept. It is essential to develop an overall program within which each compensation package must be individualized. BATB provides reward to their employees though they need to some modification in this stage. Those are:

Reward should be quick. Reward should be significant. The goals and rewards must be; known, understandable, and attainable. Reward must be distinctly and directly related to performance. Reward should be irrevocable. Reward should be compatible with job measurement.

If the reward plan is seen to be unfair and unrealistic, for example promotion on the basis of seniority or favoritism, it may have a definitely negative effect as a motivator. For rewards to be

effective they have to be generous and significant as noted above, hence they must be structured to attain a proper balance of motivating people to purpose and at optimum effort.

iii).

Adequate Bonus:

Improved productivity needs to be translated into better employee conditions. To stay competitive while maintaining sound employee relations will require a restructuring of the BRAC Bank. They should revise their performance bonus structure.

iv).

Group or Individual Work Insurance:

It is often argued that minimum salary at BATB has increased in response to the adjustment with the increased standards of living and inflation. As a multinational company salary should be increased in such a way that can make a balance with the work pressure. Though Salary structure for upper level employee is pretty good, they should think about lower level employee.

4.2 Non Financial Motivation Technique:

i).

Fringe Benefit:

These are often known as perks and are items an employee receives in addition to their normal wage or salary e.g. company car, private health insurance, free meals. At BATB Co Ltd fringe benefit is totally absence At worker level. Though they arrange transportation and free meals for their middle and top level employees, for the workers no such benefit is available. If the company can arrange these benefits worker will be motivated and they feel proud to be a part of such an organization.

ii). Proper Training and development:

The training should be motivational. For better training they can go for professional trainers. They provide training by the trainers of BAT Co that is not possible to provide immediately when it is needed. So they can provide regular training by the local professional trainers. Supply more training materials during training. After every training it is very much important to take evaluation about training program. They should evaluate the trainees properly.

iii).

Employee Involvement in Decision Making:

Participation in workplace decision making in government settings not only improves employees' attitudes toward work, but also increases their performance. Poor relationships or employee involvement between employers and their workers have also been an emerging problem in the sector with the former being accused of setting un-realistic targets and calling on employees to perform beyond their capacity. A lack of professionalism among middle and upper management has been highlighted as one cause of this trend. At BATB all the decisions are made by the middle or top management, frequently an employee can make or take any decision on behalf of the middle or top management because management does not allow it all time. They can only share their thanking with the management team. So they should involve their employee in decision making process. Our review suggests that while participation in workplace decision making may have positive effects on employees' attitudes toward their work.

iv).

Recognition and Individual Difference:

For every organization has to recognize employees differences. As a responsible employee, everyone is in a privileged position to inspire and activate people to commit themselves to a common context. You are expected to stand up as a role model for others to follow. Clarity of vision, choice of personal strategies, confidence in decision-making and follow-through nurture the trust people have in you. Personal power and mastery are required to meet these important challenges. Consistency, commitment and concentrated focus are essential. Yet change is

everywhere. It is hitting us from every angle social change, financial change, legislative change, political change, and above all technological change. This leaves most of us in a state of recurring uncertainty.

v).

Working Environment:

The company should emphasis on working environment both their administrative office and their factory. If the working place is not good and attractive employees will be unprovoked to work and new employee will not interested to join with the team. Though BATB is concern about their working atmosphere they need to concern how it can improve and maintain to keep such an environment so that employees and workers can perform with zeal.

vi).Emotional attachment:
People will ask questions: what has changed, what has been lost, and who has won. Asking the same questions, they would give different answers, reflecting their own values, experience, feelings, ideology and beliefs. Choosing the arguments and the facts to support their logic, they would often be impartial, because the revolutionary transformation (political, economic, cultural and social) is always full with intellectual and moral energy, with emotion, with winners and losers.

Conclusion:
Without motivation in the workplace, your business will suffer from the lack of efficiency that employees may fail to apply. This is because they have no incentive to perform tasks to a high standard or complete them on time. It is therefore important that you give them something to work for as a reward for their high level of performance, all being essential to the success of your business. Everyone is motivated by different things and a majority of these factors are not money orientated: instead they react more effectively to incentives that offer personal recognition and achievement. In which case, you should determine what motivates individual people and further determine whether a financial or non-financial incentive is the solution. BATBC Co Limited is the fastest growing organization in Bangladesh. They should revise their motivational technique in order to make their employees satisfied toward the organization. Because there is a fine line between factors that motivate people and factors that prevent job dissatisfaction. In other words, some things do increase the level of efficiency in employees by reducing job dissatisfaction but are not motivators themselves. This is because your staff need to eliminate unhappiness in their job before they can begin to be motivated and this usually, and some say must, begin with an *acceptable* wage that they can live on.

5.0 References: Annual Report of BATB Co Ltd published in 2010. Human Resource Manual published by BATB Co Ltd. Official website of British American Tobacco Bangladesh Co Ltd.