Tariq Glass Industries Case Study

919 Words 4 Pages

Tariq Glass was founded in 1978 and is headquartered in Lahore, Pakistan. Over the last thirty years, Tariq Glass Industries Ltd. has been the producer of quality glass tableware products in Pakistan. Tariq Glass Industries Ltd. is a market leader in Pakistan with exports to countries worldwide.
Providing a range of products from 2mm to 12mm with clear, tinted, reflective and mirror options, Tariq Float is geared to become a success in float glass manufacturing in Pakistan.

Since Tariq glass industries is in a very sensitive business of producing glass ware, to some extent they have a very closed environment of the organization. The corporate responsibility of the organization
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The organizational setup shows multi layering of managers and supervisors because of the fact that team work is promoted in the company.
PROBLEM AREA Interviewed: Mr. Mubeen ( HR manager )
“ The company is facing serious problems with the designing of pay structures of employees. Due to certain inadequacies, employees working at the same level are not being paid equally which is not only an HR related problem now instead the de-motivation that takes place results in poor performance of the employee and consequently effecting organizational outcomes.”
By: Adam Stacey,
“Equity theory is based in the idea that individuals are motivated by fairness, and if they identify inequities in the input or output ratios of themselves and their referent group, they will seek to adjust their input to reach their perceived equity. Adams' suggested that the higher an individual's perception of equity, the more motivated they will be and vice versa: if someone perceives an unfair environment, they will be
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This not only demotivates them but creates a certain level of anxiety comparing to the person sitting next to you and receiving 20% greater than yours. Why? There could be certain reasons like performance or favouritism or personality….. But this results into the following negative behaviours of the employees:
• An employee sticks to an organisation when he or she is paid equitably. The organization’s pay structure must, therefore, be equitable and consistent. Employees get motivated to perform better when their past performance is rewarded adequately and they know that they are being treated fairly. If this does not happen, the employees would not be loyal to the organization.

• When individuals find themselves participating in inequitable relationships, they become distressed. The more inequitable the relationship, the more distress individuals feel. According to equity theory, both the person who gets "too much" and the person who gets "too little" feel distressed

• Employees who perceive inequity will seek to reduce it, either by distorting inputs and/or outcomes in their own minds ("cognitive distortion"), directly altering inputs and/or outcomes, or leaving the organization. Thus, the theory has wide-reaching implications for employee morale, efficiency, productivity, and

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