According to Leon C. Meggisson, The term Human Resources can be thought of as "The total Knowledge, Skills, Creative abilities, Talents, and Aptitudes of an organizations work force, as well as the value, attitude, and beliefs of the individuals involved". HRM is that it is the process of managing people in organizations in a structured and thorough manner HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. OBJECTIVES OF HRM

To create facilities and opportunities for individual or group development so as to match it with the growth of the organization.

To attain an effective utilization of human resources in the achievement of organizational goals.

To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security and measures for challenging work, prestige, recognition, security, status.

To maintain high employees morale and human relations by sustaining and improving the various conditions and facilities.

To strengthen and appreciate the human assets continuously by providing training and development programs.

INTRODUCTION TO MOTIVATION PRACTICES "Motivation" is a Latin word "TO MOVE" Human motives are internalized goals within individuals. A motive is an inner state that energies, activates or moves and directs or channels behavior towards goals. All human behavior is designed to achieve certain goals and objectives. Such goals directed behavior revolves around the desire for needs satisfaction. Motivation consists of the three interaction and interdependent elements of needs, drives and goals. DEFINITIONS OF MOTIVATION PRACTICES: Scholars have variously defined motivation. Some definitions are discussed as follows: According to the Encyclopedia of management: Motivation refers to degree of readiness of an organism to pursue some designated goal and implies the determination of the nature and locus of the forces, including the degree of readiness. According Edwin B.Flippo, "Motivation is the process of attempting to influence others to do your will through the possibility of gain or reward." TYPES OF MOTIVATION: There are two types of motivations 1. Intrinsic Motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important or they feel what they are learning is morally significant. 2. Extrinsic Motivation is concerned with motivators which employees enjoy-pay promotion, status, fringe benefits, retirement plans, health insurance schemes, holiday and vacations, etc by and large, those motivators are associated with financial rewards.

NEED OF THE STUDY The research problem in this study is associated with the motivation of employees of Panchasheel Enterprises (Ailneni) Pvt. Ltd.. There are a variety of factors that influence a person‘s level of motivation. Some of these factors include pay and benefits, perceived fairness of promotion system within a company, Quality of the working conditions, Leadership and social relationships, Employee recognition, Job security and Career development opportunities etc. Motivated employees are a great asset to any organization. It is because the motivation and Job Satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the organization. SCOPE OF THE STUDY The study covers only Panchasheel Enterprises (Aileneni) Pvt. Ltd. (Mahindra) it does not cover all other branches of Mahindra. It covers the data collected at Panchasheel Enterprises (Aileneni) Pvt. Ltd. (Mahindra). The present project study covers the concepts of employee motivation only. The present project study is based on the Responses and answers given by employees of Panchasheel Enterprises (Aileneni) Pvt. Ltd. (Mahindra). OBJECTIVE OF THE STUDY: 1. To study the concept of motivation. 2. To identify the important factors in motivating the employees at Panchasheel Enterprises (Aileneni) Pvt. Ltd. (Mahindra). 3. To know the impact of motivation on performance level of employees. 4. To evaluate the motivation of employees at Panchasheel Enterprises (Aileneni) Pvt. Ltd. (Mahindra). 5. To offer the valid suggestion to the organization on improving the motivation levels of employees. 6. To learn the employee‘s satisfaction on the interpersonal relationship exists in the organization. 7. To provide the practical suggestion for the improvement of organization‘s performance.

RESEARCH METHODOLOGY The study of the structure. and rationalization. in this broad definition. websites etc TOOLS FOR DATA COLLECTION Structured Questionnaire: It is usually associated with the self-administrated tools with item of the closed or fixed alternative type. Secondary source: As a secondary source. the data was collected through employees‘ records. is a necessary part of any activity. Therefore. The respondents were chosen at random due to busyness and non-availability of the employees. . learning. the sample of the respondents was chosen at each level of the hierarchy in all the departments and services. Methodology. SOURCES OF DATA The source through which data collected was: 1. The respondents feel greater confidence in the anonymity of questionnaire than in that of any interview. Secondary source Primary source: Primary source include the respondents from whom the required information was collected directly and their personal Response was regarded. These were the reasons for choosing questionnaire as one of the tools for data collection. company reports.  The aim of the study was to cover employees at all hierarchy level. methods. insofar as the latter becomes the object of consciousness. Primary source 2. and means of activity. SAMPLING DESIGN  The method of sampling used was random sampling. The data was also collected through personal interview and through questionnaire. There was no force on the respondents while collecting the data. logical organization. It places less pressure on the subject of immediate response.

  The sample size was taken as 60. LIMITATIONS OF THE STUDY:  The research was allowed to collect the data largely by personal discussion only.  For the purpose of collecting primary data was conducted for limited people only. SAMPLE SIZE All items in any field of in query constitute a ‗universe‘ or ‗population‘. A finite subset of the population gives a sample.   Respondent‘s bias may be a limitation. The sample design included the respondents from head level to the lower division `level. . it is called as large samples. Time period for the project is not sufficient due to the time limit. The statistical units in the sample are called sample units. If the size of the sample is less than 30 then it is called as small samples. Number of the sampling units selected from the population is called the size of the sample. Sample of 60 respondents were obtained from the population. Otherwise that it if the size of the sample is greater than 30. Ltd. (Mahindra)specifically. so that the parameters for the study are generalized for all the levels in the organization. The number of units in the sample is called the size of the sample.  The study is limited to the employee motivation of Panchasheel Enterprises (Aileneni) Pvt.

Yet.000 per year.500 tractors in use in 1951. local production of 4-wheel tractors grew slowly. The socialist oriented five year plans of the 1950s and 60s aggressively promoted rural mechanization via joint ventures and tie-ups between local industrialists and international tractor manufacturers. There were 8. Despite this aggressiveness the first three decades after independence. 1961 to 1970 Local production began in 1961 with five manufacturers producing a total of 880 units per year.000 in 1955 and 37.000 units with over 146. In 1947. less than 50% is under mechanized land preparation. annual production had exceeded 20. By 1970.000. the demand was met entirely through imports.000 units working in the country. 1945 to 1960 War surplus tractors and bulldozers were imported for land reclamation and cultivation in 1940's. By 1965. this had increased to over 5000 units per year and the total in use had risen to over 52.000 by 1960. the local legislatures and provinces began investing in agricultural development through support and establishment agricultural research farms and colleges and large scale irrigation schemes yet the level of mechanization was low at the time of independence in 1947. the British Raj. .INDUSTRY PROFILE As commercialization of agriculture grew in intensity in the mid to late 1800s. indicating large opportunities still exist for agricultural mechanization. India over-took the United States as the world's largest producer of four-wheel tractors with over 16 national and 4 multi-national corporations producing tractors today. by the late 1980s tractor production was nearly 140. Despite these impressive numbers FAO statistics estimate that of total agricultural area in India. central and state tractor organizations were set up to develop and promote the supply and use of tractors in agriculture and up to 1960. 20.000 units per year and by the late 1990s with production approaching 270.

000 by 1980. 1991 to 1997 Since 1992. Then India . began local manufacture of Ford tractors in 1971 in collaboration with Ford. annual production exceeded 255. USA for the manufacture of 35-65 hp tractors at a plant in Pune.000 units and the national tractor population had passed the two million mark. Escorts Ltd. 1981 to 1990 A further five manufacturers began production during this period but only one of these survived in the increasingly competitive market place. already well established in the motor industry. By 1997. The company is making a $US 75 million initial investment in a state of the art plant at Greater Noida in Uttar Pradesh state with an initial capacity of 35000 units per year.000 in 1990 when the total in use was about 1. . Credit facilities for farmers continued to improve and the tractor market expanded rapidly with the total in use passing the half million mark by 1980. Annual production exceeded 75. launched production of 70 hp tractors with matching equipment.000 units by 1985 and reached 140.000 in 1975 reaching 71. In April of the same year. India now emerged as one of the world leaders in wheeled tractor production. UK and total production climbed steadily to 33. Maharashtra and Grieves Ltd. Harsha Tractors and Pattie Tractors) did not survive. it has not been necessary to obtain an industrial license for tractor manufacture in India.became an exporter in the 1980s mainly to countries in Africa.2 million.1971 to 1980 Six new manufacturers were established during this period although three companies (Kirloskar Tractors. began tractor production in Pune. New Holland Tractor (India) Ltd.a net importer up to the mid-seventies . 1997 to 1999 Five new manufacturers have started production since 1997. In 1998 Bajaj Tempo. will produce tractors under similar arrangements with Same Deutz-Fahr of Italy. Larsen and Toubro have established a joint venture with John Deere.

In India. By 2002.000 and now in 2007-08 have slid further to just over 200. Manufacturers scrambled to push into eastern and southern India markets in an attempt to reverse the decline. 1999 to Present Facing market saturation in the traditional markets of the North West (Punjab. Armed with engineering.000 during the following year. Government and private banks have both tightened their lending for this sector adding to the industry and farmers woes. and began exploring the potential for overseas markets. Mahindra and Mahindra is also developing a joint venture with Case for tractors in the 60-200 hp range. Haryana. .000 units annually in 10 countries. M&M formed a joint venture with International Harvester to make tractors carrying the name Mahindra name-plate for the Indian market. and eastern Uttar Pradesh) tractors sales began a slow and slight decline. MAHINDRA STORY: In 1962. and added to the market saturation problems also came increased problems of "prestige" loan defaults. Mahindra has been the number one selling brand since 1983.developed its first tractor. Total annual production was forecast to reach 300. sales went below 200. This places them ahead of John Deere & Kubota. This successor to International Harvester's incredibly popular B-414 is still the basis for some current Mahindra models. Sales remained in a slump.000. By 2004. a slight up tick in sales once again due to stronger and national and to some extent international markets. the B-275.Looking to South American export markets. Today. where farmers who were not financially able took tractors in moves to increase their families prestige. tooling and manufacturing know-how gained from this relationship.000. M&M-a major auto maker. But by 2006 sales once again were down to 216. Mahindra is the third largest tractor manufacturer in the world with sales of nearly 85.

information technology. Quick Facts Founder The two brothers.over 500. Mahindra and Ghulam Mohammed Country Year of Establishment Listings & its codes Plants Company Flashback: Mahindra & Mahindra Limited (M&M). has a significant presence in key sectors of the Indian economy.C.: +(91)-(253)-2351496 The company's outstanding manufacturing and engineering skills allow it to innovate and launch new products constantly for the Indian market. 1945 NSE: M&M. Voyager is the popular brands of the company in automotive segment. they have started with Mumbai 400 101 a separate Sector. Nasik 007 sales offices that are supported by a network of over 780 dealers 422 across the country.' the company won the National Award for outstanding in-house research and development. J. Tel.600 people and has eight Mahindra & Mahindra currently 89.Mahindra & Mahindra Ltd.59 billion Mahindra Group. Commander. The Company over the years has transformed itself into a Group that caters to the Indian as well as foreign markets with a presence in vehicles. Kandivli (East) finance related services. and infrastructure development. trade and Akruli Road.000 MIDC Road The company No. (M&M) Mahindra & Mahindra is the most respected company in India.C. Now. For its SUV model 'Scorpio. farm equipment. the flagship company of US $ 2. manufacturing facilities spread square meters. Mahindra and K.: +(91)-(22)-28874601 to focus on developing components as well as offering engineering services. BSE: 500520 Mumbai Andhra Pradesh . Bolero. Mahindra Systems and Automotive Technologies (MSAT) in order Tel.: 422 +(91)-(2553)-284226/ Talegaon Igatpuri 403 8 India October 2. Mouje Taluka: Nasik Tel. has 17 49 Satpura. Nasik employs around 11. M&M is one of the most respected companies in India.

and with International Truck & Engine Corporation.Automotive Division manufactures utility vehicles. Tractor Division has won the coveted Deming Application Prize 2003. On the auspicious occasion of its 60th anniversary. resulted in the Company winning the National Award for outstanding in-house research and development from the Department of Science and Industry of the Government in the year 2003. which has a significant presence in key sectors of the Indian economy. A consistently high performer. The Company has recently entered into a JV with Renault of France for the manufacture of a midsized sedan. M&M soon branched out into manufacturing agricultural tractors and light commercial vehicles (LCVs). Mahindra & Mahindra Limited (M&M) is the flagship company of US $ 2. M&M has implemented several programs that have benefited the people and institutions in its areas of operations. the Company announced a range of CSR activities supported by a commitment of 1% of Profit after Tax for its CSR initiatives.59 billion Mahindra Group (F04 . light commercial vehicles and three wheelers. the Logan. In the community development sphere. M&M is one of the most respected companies in the country. . Mahindra & Mahindra Ltd. Tractor (Farm Equipment) Division makes agricultural tractors and implements that are used in conjunction with tractors. and has also ventured into manufacturing of industrial engines. The company later expanded its operations from automobiles and tractors to secure a significant presence in many more important sectors.The "Scorpio".96 billion. M&M has two main operating divisions . USA.US$ 1. making it the only tractor manufacturing company in the world to secure this prize. for manufacture of trucks and buses in India. a SUV developed by the company from the ground up. Set up in 1945 to make general-purpose utility vehicles for the Indian market.

7) Implementation on Centralized Architecture M&M entered into a new phase in technology initiatives from April 2005 by virtue of two important events:  Implementation of SAP R/3 Enterprise 4.www. Implementation of SAP APO (Advance Planner and Optimizer) for Automotive Sector Implemented SAP APO at Farm Equipment Sector in F04. harmonized master data and better system compliance. It also facilitated standardization of business processes. SCM processes are streamlined using SAP APO. The supplier portal .7 on single instance and centralized architecture  Centralization of all servers located across various units to a single server at secure data centre located at Kandivli Although the implementation work of the project was completed in F05. planning.Project Sankraman .out of SAP SRM (Supplier Relationship Management) The objective of this project was to extend visibility of supply end of the value . APO-DP (Demand Planning) facilitated collaborative planning between dealers and sales offices.SAP R/3 Enterprise (4. It provided access to new functionalities directly catering to the Indian taxation and auto industry requirements. Single sign-on and role-based authorization features provided enhanced user experience. Roll . and decision support has been facilitated through on PPDS (Production Planning Demand Scheduling) & SNP (Supply Network Planning) modules. This signified M&M moving closer towards being a real-time organization. the postlaunch and benefit realization were major activities in F06.enables suppliers to do transactions . Forecasting. and rolled-out at Automotive Sector in F06. Organization-wide information now being available on single server resulted in on-line availability of consolidated information with drill-down up to transaction level.mahindrasrm.

Spares. . Binning. The spare parts required for Automotive & Farm Equipment Sector dealers are managed through this warehouse. M&M buyers get online information about e-invoice created by suppliers. Implementation of centrally hosted Mahindra Dealer Management System (DMS) covers . all major suppliers are now accessing SRM portal. The same is integrated with SAP R/3 System and being used to track the material during Pre-packing. Services. end-customer database. Implementation of SAP DMS-CRM has provided an additional opportunity to ensure process standardization and compliance across all dealers of M&M. Picking & Packing and error-free warehouse processes.Marketing. Appropriate infrastructure including dealer connectivity is being established. Bar-coding Enabled Warehouse Management System at Spares Business Unit The Spares Business Unit (SBU) has a Warehouse at Wagholi. along with seamless integration with back-end SAP systems. Analytics. Implementation of Strategic Sourcing supporting sourcing module is now under process. Pre-sales. to be followed by roll-out across Mahindra Dealer Community. Sales. The pilot involving 50+ dealer locations initiated last year is in the final phase of implementation. Wireless hand-held terminals are used to scan the bar-codes on the component packs. build brand loyalty and provide total customer experience. bill passing & payment. Facilitated better customer information management. Implementation of SAP DMS-CRM (Dealer Management System . Warranty.and also track material supplied to M&M from the stages of receiving. Suppliers are also able to view analysis related to their supplies. Dealer Financials. Enhanced the ability to integrate a change more easily across the entire dealer chain.Customer Relationship Management) It is essential for Auto OEMs to keep in close contact with the end consumers. CRM and Business Intelligence. As a result of the roll-out.

Organization wide information security policies and all the relevant systems & processes have been documented and published on company intranet. M&M has always been in the forefront of Information Technology adoption for business benefits. Virtual Private Network and Web Access.This has facilitated substantial improvement in productivity and efficiency of warehouse staff to support high volume needs of the business. M&M has deployed a world class Security Infrastructure. Investment portfolios. designed to both protect and enable business. Information Security Cell within Corporate IT coordinates all activities related to this initiative. Information Security Councils at each location and departmental representatives is in place. All the information and IT assets across locations have been identified. risk mitigation plan defined by the users and concerned departmental heads supported by Information Security team. This has facilitated online monitoring of financial measures such as Forex exposures. The scope covers all Information assets in Paper or Digital format across all the locations of M&M and underlying IT Infrastructure. Integrity and Availability of the information systems at all times. Yield to Holding etc. Implementation of SAP CFM (Corporate Finance Management) Loans. Strong Authentication. Antivirus Architecture. All business heads/ department heads are directly responsible for ensuring policy compliance. Information Technology touches every corner of the . thus ensuring Confidentiality. risk analysis carried out. This year focused on Forex module and Market risk analyzer. A well defined Information Security organization structure consisting of Apex council. Among the Security Infrastructure components are Firewalls & Intrusion Detection System. Project Suraksha Considering the criticality of Information Security in current business environment an organization wide security project has been initiated leading to BS7799 Certification. Investment SAP CFM were implemented in F05 for Corporate Finance function. Today. Anti-spam & Content Filtering.

Network Operations Center to monitor and manage this network.Customer Relationship Management (SAP DMS-CRM) All these are driven with the objective of providing the best products and services to the customer at optimal cost and simultaneously ensuring the value to M&M's business partners. Built on this platform.7) integrates all the organizational processes across all the locations. sales offices and Data Centers with the best in class security architecture. Today SAP R/3 Enterprise (version and enhances capabilities of every process taking M&M towards its IT vision of being the "Best IT Enabled Real-time Enterprise". Information Technology has been extended to integrate with business partner processes through New Dimension solutions such as:  Supplier Relationship Management (SAP-SRM) . Corporate Office.  Dealer Management System . Other decision support and productivity improvement modules include:    Strategic Enterprise Management (SAP SEM . regional offices.First to implement APO in India. It was the largest site in the world on Windows NT platform at that time.First to implement in Asia-Pacific region  Advance Planner & Optimizer (SAP-APO) . .BCS) Business Information Warehouse (SAP BIW) Employee Self Service (ESS) through Enterprise Portal Entire design process and product data management is through Team Center Enterprise from UGS All the above business solutions are effectively delivered through state-of-art Mahindra IT Infrastructure (MahindraNet) connecting all manufacturing plants. M&M was one of the First organizations to implement SAP R/3 way back in 1998.

such as anytime. thoughts and also answer to queries from employees. Data Center and DRS set-up ensure almost 100% availability of applications to users.Redundancy for power. This technology is used successfully for interaction between senior executives and subject experts during Finance Minister's Union Budget speech. Video Conferencing . anywhere availability of secured information. from cost savings to business enablement. easier consolidation. The whole organisation is geared towards complying with the BS 7799 information security standard.Video & Audio interaction and conferencing between multiple locations. . bandwidth. Desktop Web Conferencing . facilitating collaboration and improved communication within and outside the organization. in the manufacturing sector. M&M users are using various value-added IT Services such as VPN.Video & Audio interaction from desktop. Senior executives share their vision. the value of which can be seen more in creation strategic capabilities . M&M will be the first BS: 7799 certified organization in India. effective leveraging knowledge within the organization for business benefits. However more importantly. with such comprehensive scope. which adds to the confidence of M&M customers and partner organisations. IT has impacted all the business functions and processes in the organization. network. inventory reduction. enabling organization to be more customer centric and agile. Live Chats and FTP. and cycle time reduction and optimized business processes leading to faster operations and informed decision-making. Live Interactive chats have been a successful platform for M&M employees to communicate with Mahindra Senior Management. The business benefits of various business solutions implemented have resulted in standardization. The adoption of Information Technology has moved up the value chain. hardware. synergistic operations.

Shukla President – Group Strategy and Chief Brand Officer Anita Arjundas CEO – Real Estate Sector and Managing Director.BOARD OF DIRECTORS Anand Mahindra Chairman & Managing Director – Mahindra & Mahindra Rajeev Dubey President – Group HR & Aftermarket Sector.P.P. Mahindra Group Zhooben Bhiwandiwala Executive Vice President & Managing Partner – Mahindra Partners Division C. Systech Sector Bharat Doshi Executive Director & Group CFO Pawan Goenka President – Automotive & Farm Equipment Sectors Anoop Mathur President – Two Wheeler Sector Ulhas Yargop President — Information Technology Sector & CTO. Mahindra Lifespace Developers S Durgashankar Executive Vice President . Gurnani Chief Executive Officer – Mahindra Satyam Ramesh Iyer Managing Director – Mahindra & Mahindra Financial Services and CEO Financial Services Sector Harsh Kumar Managing Director – Mahindra Intertrade & Mahindra Steel Service Centre . Automotive & Farm Equipment Divisions Romesh Kaul Global CEO – Gears Business.Mergers & Acquisitions Ruzbeh Irani Chief Executive – International Operations. Mahindra & Mahindra Hemant Luthra President – Systech Sector S.

Parthasarathy Group CIO. Finance and Accounts. Ashok Sharma Chief Executive . Agri and Allied Business V.Tractor & Farm Mechanization.Bishwambhar Mishra Chief Executive . Farm Equipment Sector Rajiv Sawhney CEO.S. EVP – Group M&A.Auto & Farm Strategy. Automotive & Farm Equipment Sectors . Product Development and Sourcing. Member of the Group Executive Pravin Board Shah Chief Executive – Automotive Division Rajan Wadhera Chief Executive —Technology. Mahindra Holidays & Resorts India Ltd.

'Beck & Co. Panchasheel Enterprises (Ailneni) Pvt. Ltd. BRIEF HISTORY OF MAHINDRA TRACTORS   1945: On October 2. UK 1958: Machine Tools Division started . (India) established 1956: Shares listed on the Bombay Stock Exchange Dr. formed . It is a not manufacturing unit and on the other hand it is a showroom for the products of MAHINDRA & MAHINDRA limited. Anatha Rao. Beck & Co.. 1987. To facilitate financial assistance to the consumers. Panchasheel Enterprises (Ailneni) Pvt. Karimnagar was established on 1s1 April. Mahindra & Mohammed formed 1945: The Company was renamed Mahindra & Mahindra Limited (M & M) Steel Trading business was started in association with suppliers in UK   1945: Business connections in USA through Mahindra Wallace 1950: The first business with Mitsubishi Corporation (for 5000 Tons) for building plates for supply from Yawata Iron & Steel  1953: Otis Elevator Co. J. it is a sole proprietorship. Proprietor of the showroom is Mr.) M/s. A. To provide services to the ultimate consumers of the vehicle. KARIMNAGAR (M/s. Germany   1957: Mahindra Owen formed .a JV with Ruble' Owen & Co. Ltd..PROFILE OF MAHINDRA SHOWROOM. Ltd.a JV with Dr. Objectives of the Organization     To sell the Mahindra & Mahindra products. This showroom is located at Karimnagar. By nature. To provide efficient & effective services to its consumers in time.

a JV in Greece to assemble and market utility vehicles in Europe  Mahindra British Telecom (MBT) formed . Denmark Reorganization of the Group creating six Strategic Business Units MSL Division (Auto Components) hived off to form Mahindra Sona ltd. A/S. Harvester Co.. formed implementation of the Service Center project at Kahn Merged diverse activities of Steel.a JV with International.. (MRIDL) formed Mahindra USA Inc. formed in collaboration with The East Asiatic Company Ltd. of India (ITCI) formed . 1963: International Tractor Co.(MECP) Commenced operations   1971: International Harvester collaboration ended 1979: License from Automobiles Peugeot.90 Diesel Engines  1982: License from KIA for manufacture of 4 Speed Transmissions Mahindra brand of tractors born Siro Plast formed  1983: M&M becomes market leader in Indian Tractor Market (Position retained ever since)  1984: Mahindra Hellenic Auto Industries S. formed for distribution of Tractors in the USA EAC Graphics (India) Ltd. formed . Graphics into Inter trade Division  1994: Mahindra Realty & Infrastructure Developers Ltd.a JV with British Tele communications plc (BT). France for manufacture of XDP 4.. USA  1970: Mahindra Engineering & Chemical Products Ltd. Machine Tools.. Mahindra Nissan Aileen Limited merged with tile Company .  1989: Automotive Pressing Unit (now MUSCO Stampings) acquired from GKW   Introduction of Commander series Triton Over water Transport Agency Ltd. UK acquired International instruments Ltd.A.

The business of Inter trade Division and Mahindra Exports Ltd.a JV with Ford. The Company acquired major stake in Gujarat Tractors. M&M established a separate division to provide Defense Solutions .. The largest online used vehicle website in India launched by Mahindra Network Services. The Company made a Foreign Currency Convertible Bond (FCCB) issue of US$ 115 million  1997: A new die shop was inaugurated at Nasik Inauguration of the Mahindra United World College of India  1999: Launch of 'Bijlee' a battery operated. 1996:Mahindra Ford India Ltd. combined and renamed Mahindra Inter trade ltd. M&M ties up with Renault for petrol engines. Mahindra & Mahindra Financial Services Limited becomes a subsidiary of M&M  2001: A 3-wheeler diesel vehicle "Champion" is launched. 3-wheeler environmental-friendly vehicle. The Company launches Mahindra MaXX a MUV positioned with the caption Maximum Space. (MFIL) . Motor Co. USA to manufacture passenger cars. Maximum Comfort.

 Mahindra & Mahindra was the proud recipient of the India Shining Star CSR Award for the exceptional work it has done in the Automobile Sector. Thekkady received the coveted Rotary-Binani Zinc CSR Award in association with NIPM Kerala Chapter.  Mahindra Finance won the award for "Best in Corporate Social Responsibility Practice‖ .  Nashik Plant was awarded the prestigious JSW TOI Earth Care Award 2010 for Excellence in Climate Change Mitigation & Adaptation  MHRIL's Club Mahindra Tusker Trail (CMTT).AWARDS 2012:  Mahindra receives the Gold award for 'Brand Communicator of the Year' at the 9th Asia Pacific PR Awa  Mahindra's Auto&Two wheeler sectors receive top awards from automotive media     Mahindra announces Mahindra Samriddhi India Agri Awards 2012 Mahindra Navistar Recognizes the Heroes of the Indian Transport Industry Mahindra and Mahindra honours Indian farmers at the Mahindra Samriddhi India Agri Awards 2012 Mahindra XUV500 to open All India bookings from 8th June 2012 Mahindra Finance receives the Information Week Edge awards   Mahindra was honoured with the 6th Social and Corporate Governance Awards 2010 by Bombay Stock Exchange Limited in the category of BEST CORPORATE SOCIAL RESPONSIBILITY PRACTICE for its Esops Initiative.

we continue on our journey of cultivating golden harvests across the globe. Mahindra Tractors conferred with the global honour.Esops Digest . Mahindra Tractors is among the top three players in the global market.Silver Award  Newsletter (Tabloid) . we began as a joint venture with International Harvester. Mahindra Tractors is the undisputed leader of the Indian tractor market.Bronze Award  Corporate Film . Today. Mahindra and Mahindra received prestigious Annual PRCI (Public Relations Council of India) Awards under 3 categories:  Corporate Brochure . control and reliability in farm equipment manufacturing. For over two decades.Documentary film on Bihar Flood Rehabilitation at Pattori .Lifeline Express . A division of over US$ 6 billion conglomerate. Poised to take on the world. And as we step into the 27th year of excellence. which is the largest tractor market in the world. with the largest manufacturing set up in India. Mahindra & Mahindra. And with that began a new era in power. .Bronze Award 2011:  Anand Mahindra receives Business Leader of the Year Award at Asian Awards 2011 held in London     2010:  Mahindra Excellence in Theatre Awards Celebrates its 5th Anniversary Mahindra Excellenc in Theatre Awards kicks off in the city Mahindra partners Zee News for India Agri Awards 2011 Mahindra honours Indian farmers at the first Mahindra Samriddhi India Agri Awards 2011 Mahindra Group wins a record 9 awards at the annual ABCI awards nite About Farm Equipment Manufacturers leaders in India.

(MCTCL). And wherever we went. Another big leap took us past the Great Wall of China. Brazil. Mahindra Tractors became one of the 20 companies worldwide to receive this rare honour. a subsidiary company of Mahindra tractors. Till date. we crossed the Pacific Ocean and entered the Australian farms. Today. sells more than 10. Mahindra Tractors bagged the Deming Prize. Mahindra USA. to form Mahindra China Tractor Company Ltd..In the year 2003. we‘ve proved ourselves nothing less than the best. Heading eastwards from Australia. Assembled at Mahindra Australia. South Africa & Syria etc among many more. A nationwide network of over 300 dealers. . we have a significant presence in Turkey. We acquired Jiangling Motor Co. we are the only tractor company in the world to bag this prestigious award. Turkey. the highest honour for excellence in Total Quality Management practices. total product support and prompt after sales service ensure that every tractor functions for years without any hassles.000 tractors annually. The variety includes a range of 2WD and 4WD compact tractors (20-30 HP range) and utility tractor models (45-85 HP range) along with attachments like loaders and mowers. these tractors are sold all over the Australian continent. a global honour for quality practices. Three years later. we entered the European continent and launched Mahindra Tractors at the Novi Sad fair in May 2005. In 2007. Mahindra Tractors goes global. In the US market. the company was eligible to qualify for the Japan Quality Medal. That explains the great demand for Mahindra tractors across the United States. These attachments can also be put to multiple uses with utmost reliability and ease. Started operation with Jiangsu Yueda Yancheng Tractor Manufacturing Co. Australia. in the year 2008 & formed MYYTCL. Mahindra Tractors have reached all four corners of the world. From China. Macedonia and Serbia.The 18-35 HP tractors manufactured here cater to domestic as well as overseas markets.

The Gambia. Besides that we have set up assembly plants in Ghana. Mali. Mozambique. But the journey doesn‘t end here. Sudan. Algeria.In the massive African continent. Nigeria Mali & Tchad. Zambia. Various products of Mahindra & Mahindra available in this showroom are: Tractors. Niger. which were technically guided and commissioned along with our channel partners in these countries. The Gambia. We look forward to tapping the remotest farms of the globe and continue to cultivate countless smiles. Morocco. . we have already spread across 20 countries that include Angola. Democratic Republic of Congo. Egypt. Ghana. Botswana & South Africa. and other Agricultural implements. Tchad. Autos. Mallawi. Nigeria. Uganda. Tanzania. And it won‘t be too long before our brand of red tractors are found across the rest of the African continent. Zimbabwe.

Harvesters. Cultivators. .Models in Tractors MAHINDRA BHOOMIPUTRA BHOOMIPUTRA BHOOMIPUTRA BHOOMIPUTRA SARPANCH SARPANCH SARPANCH SARPANCH ARJUN ARJUN ARJUN 275 DI 265 Dl 275 DI 475 DI 575 DI 265 DI 275 DI 475 DI 575DI 605 DI ULTRA CRPTO Others agricultural implements available in Panchasheel Enterprises are: Disk plough. Spring cultivators etc.

economical and reliable. these tractors are especially suitable for road operations as well. . MODEL : 245 DI ENGINE HP: 27 HP This particular line of tractors is tough.MODELS NBP SERIES MODEL : 235 DI ENGINE HP: 24 HP This single cylinder air cooled tractor is tough. With 8 forwards speeds and maximum road speed of 30 Km per hour. With 8 forwards speeds and maximum road speed of 30 Km per hour.MAHINDRA TRACTORS . economical and reliable. these tractors are especially suitable for road operations as well.

MODEL : 475 DI ENGINE HP: 42 HP This particular line of tractors is tough. With 8 forwards speeds and maximum road speed of 30 Km per hour. economical and reliable.MODEL : 275 DI ENGINE HP: 39 HP This particular line of tractors is tough. economical and reliable. these tractors are especially suitable for road operations as well. these tractors are especially suitable for road operations as well. . With 8 forwards speeds and maximum road speed of 30 Km per hour.

economical and reliable. these tractors are especially suitable for road operations as well. MODEL : 585 DI ENGINE HP: 50 HP This particular line of tractors is tough. . With 8 forwards speeds and maximum road speed of 30 Km per hour. these tractors are especially suitable for road operations as well. With 8 forwards speeds and maximum road speed of 30 Km per hour.MODEL : 575 DI ENGINE HP: 45 HP This particular line of tractors is tough. economical and reliable.

These machines perfectly suit almost all kinds of farming operations ranging from basic chores to commercial landscaping. high lift capacity hydraulics and a very robust cast iron chassis. high lift capacity hydraulics and a very robust cast iron chassis. MODEL : 275 DI ENGINE HP: 39 HP A complete package of a large capacity engine. These machines perfectly suit almost all kinds of farming operations ranging from basic chores to commercial landscaping.NST SERIES MODEL : 265 DI ENGINE HP: 32 HP A complete package of a large capacity engine. . heavy-duty transmission. heavy-duty transmission.

high lift capacity hydraulics and a very robust cast iron chassis. heavy-duty transmission. These machines perfectly suit almost all kinds of farming operations ranging from basic chores to commercial landscaping. high lift capacity hydraulics and a very robust cast iron chassis.MODEL : 475 DI ENGINE HP: 42 HP A complete package of a large capacity engine. heavy-duty transmission. . These machines perfectly suit almost all kinds of farming operations ranging from basic chores to commercial landscaping. MODEL : 575 DI ENGINE HP: 45 HP A complete package of a large capacity engine.

MODEL : 595 DI ENGINE HP: 52 HP A complete package of a large capacity engine. MODEL : 585 DI ENGINE HP: 50 HP A complete package of a large capacity engine. These machines perfectly suit almost all kinds of farming operations ranging from basic chores to commercial landscaping. . heavy-duty transmission. heavy-duty transmission. high lift capacity hydraulics and a very robust cast iron chassis. These machines perfectly suit almost all kinds of farming operations ranging from basic chores to commercial landscaping. high lift capacity hydraulics and a very robust cast iron chassis.

They specialise in all kinds of farming operations. ranging from secondary tillage to crop protection and mowing. ranging from secondary tillage to crop protection and mowing. They specialise in all kinds of farming operations.Ultra SERIES MODEL : 445 DI ENGINE HP: 42 HP These tough and reliable tractors are designed to perform multiple tasks and take on the rigors of work with ease. MODEL : 555 DI ENGINE HP: 52 HP These tough and reliable tractors are designed to perform multiple tasks and take on the rigors of work with ease. .

ranging from secondary tillage to crop protection and mowing.MODEL : 605 DI ENGINE HP: 59 HP These tough and reliable tractors are designed to perform multiple tasks and take on the rigors of work with ease. 4 . They specialise in all kinds of farming operations.

People work for incentive on the form of four ‗p‘s of motivation. if workers do not work. the technology that is in use. Negative of fear motivation is based on force and fear. However. Motivation may be defined as he desire and willingness of a person to expend efforts to reach a particular goal or outcome. and the training given to the person are also factors in the level of performance. co-operation and esprit decors. prestige. the support services that are provided (such as proper raw materials or parts supplied at the light time). and tin unfavorable attitude to do the job. Individual motivation is further influenced by the desirability of rewards and by expectancy that will lead to the performance that will produce the desired outcomes.INTRODUCTION TO MOTIVATION According to Berelson and Steiner. ―A Motivation is an inner state that energizes. The effort is expended.‖ A positive motivation involves the possibility of increased motive satisfaction. promotion. while negative motivation involves the possibility of decreased motive satisfaction positive or incentive motivation is generally based on reward to Flipper positive motivations a process of attempting to influence others to do our will through the possibility of gain or reward. activates. Negative motivation has certain limitations. Fear causes persons to act in ascertain way because they are afraid of the consequence in they don't. Punishment also creates a hostile state of mind. The individual personality trails. leading to the developmental behavior. Moreover the imposition of punishment frequently results in frustration among those punished. . they are threatened with mechanism. through its use only the minimum of effort is put in to avoid punishment. Moreover it may result lower productivity because it tends dissipate such human assets as loyalty. skills and attitudes that a person brings to the job also play a large part in motivation. and human resources policies and practices. and pay cheque. praise. coupled with the individual's skill and abilities results in performance. or moves and directs or channels behavior goals. Motivated behavior results from the interplay of many factors including organization cultures leadership style structure. Individual motivation is a consequence of many forces operating simultaneously in the person and in the person‘s environment.

but the real focus must be on making work interesting and establishing good managers. more and more employees no longer tolerate bad bosses.A manager has to make appropriate use of motivation to enthuse the employees to follow them. Motivation is an effective instrument in the hands of the management in inspiring the work force .Performance leads to rewards of both intrinsic and an extrinsic nature. Motivated employees are the biggest assets of an organization. nothing can be achieved if he is not willing to work . Think for a minute of an organization with the abundance of resources but a work force is not willing to exploit its capabilities to fullest due to lack of motivation. recognition or promotion. Rensis Likerthas called motivation as the core of management. but this increase the likelihood of someone leaving a job for the one that pays more. Bad employees fail the business. Good losses drive employee satisfaction and determination. Good pay and good benefits are important. Motivation is the core of management. finally. Employees are becoming the competitive advantages for business in the modern worked. Honey and peaks can be used to attract people there. Motivation is an important function which very manager performs for actuating the people to work for accomplishment of objectives of the organization . If company needs hard-to-find workers they normally hike salaries.It should also be remembered that the worker may be immensely capable of doing some work. extrinsic rewards are external reinforcements such as pay. Effective motivation succeeds not only in having an order .It is the major task of every manager to motivate his subordinate or to create the will to work among the subordinates . No matter how much technology and equipment on organization has these things cannot be fully utilized until people who have been motivated guide them.Issuance of well conceived instructions and orders does not mean that they will be followed . where will this organization head for obviously towards decline. Intrinsic rewards are internal reinforcement such as feelings of accomplishment and self worth. The reason for increasing job turnover is the lower levels of loyalties and untying of bonds between employers and employees.creation of a will to work is motivation in simple but true sense of term.

participation. This will increase efficiency and effectiveness of the organization . special facilities. the managers must determine the motives or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction . Money incentive still has its place in motivation. In order to get such work done. it will also be successful in increasing the willingness of the workers to work. In order to motivate workers to work for the organizational goals. . privileges or perquisites and sickness benefits. relaxation of supervision and delegation of more powers. manager should motivate them in a proper manner. there has to be a motivation or incentive to the extent of overcoming the job resistance.accepted but also in gaining a determination to see that it is executed efficiently and effectively. The main objectives of Human Resources Management may be stated as to motivated and utilize able and suitable work force of the organization to accomplish its basic goals. In co-coordinating the activities of people and increasing the level of performance. Motivation is important function of managers.If the management is successful in doing so. Secondly motivation is necessary not only in the simple performance of particular jobs but also for getting the best out of every employee in the organization. concessions in working hour's job enlargement. Generally there are two aspects of motivation in organizations Firstly is the necessary of motivation that arises in the case of those jobs which are so uninteresting that few employees would like to handle them. In the old days motivation was mainly through money incentive. Without motivation even an able person may also not take up the organizational tasks with interest and commitment. but the scope is wider today with other motivating factors like affording more leadership opportunities.There will be better utilization of resources and workers abilities and capacities.

to give their loyalty to the group. Behavioral sciences arc subject to changes. COMPETITION: An inducement at work hard and compete each other is a sound proof of the good motivational system. The process of motivation studies the motives of individuals which cause different type of behavior. to carry out properly the purpose of the . Whatever may be the behavior of man.  FLEXIBILITY: A Motivation system should be such which is able to adopt itself according to circumstances and situations.  COMPREHENSIVENESS: A good motivational system should help the working force to satisfy primary. the different motives operate at different times among different people and influence their behaviors. hence advocated. Flexibility helps in adjustments. It should be applicable to all types of workers and as far as possible in equal proportion. There is no universal theory that can explain the factors influencing motives which control mans behavior at any particular point of time. need or emotion that prompts a man in to action. Rigidity in any system is not good.ELEMENTS OF MOTIVATION The following are the essentials of a sound motivation system. social and personal needs. according to Koontz and O'Donnell. THE CONCEPT OF MOTIVATION The word motivation has been derived from motive which means any idea. one has to see that the cost of production does not go on because of such inducements.   PRODUCTIVITY: A good motivational is that which helps in increasing efficiency and productivity of the labor.Stimulus is dependent upon the motive of the person concerned. Since different individuals or group of individuals has different needs and thus can be induced differently. SIGNIFICANCE OF MOTIVATION Motivation involves getting the members of the group to pull weight effectively. In general. there is some stimulus behind it . Of course. Motive can be known by studying his needs and desires.

There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease. 2. The rates of labor‘s turnover and absenteeism among the workers will be low. 1. The number of complaints and grievances will come down. This will also result in increased productivity. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organization. 6. MOTIVATION PROCESS 1. 4. Feed back . There will be increase in the quantity and quality of products. Identification of need 2. The following results may be expected if the employees are properly motivated. Result –Positive/Negative 5. Accident will also be low.organization. 3. The workforce will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. Course of action 4. Wastage and scrap will be less. 5. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise. Tension 3. Better quality of products will also increase the public image of the business.

. REWARD    Something given or received in recompense for worthy behavior or in retribution for evil acts. investors will demand a greater reward where the risk of loss is greater.MOTIVATIONAL PRACTICES Rewards Others Job design QWL Motivational practices Behavior modification Problem employees Empowerment Goal setting 1. profit. Incentive plans: Scheme to support and reinforce desirable behavior. A satisfying return or result. such as wage rate that increases with the productivity of the worker. Financing: Concept that returns or yield from Thus. an investment is proportional to risk. Money offered or given for some special service. such as the return of a lost article or the capture of a criminal.

Most people assimilate "rewards". extrinsic reward. There are two kinds of rewards:  Extrinsic rewards: concrete rewards that employee receive. The principal goal is to increase people willingness to work in one‘s company. Studies proves that salespeople prefer pay raises because they feel frustrated by their inability to obtain other rewards. but this behavior can be modified by applying a complete reward strategy.    Bonuses Salary raise Gifts . but this is only one kind of reward. to enhance their productivity.Organizational rewards Membership & seniority Task performance Job Status Competency Types of rewards Rewards serve many purposes in organization. build a better employment deal. with salary raise or bonuses. hold on good employees and to reduce turnover.

the manager needs to choose if he wants to rewards an Individual. The rewards also need to be according to the employee‘s personality. a Team or a whole Organization. gain-sharing . benefits Rewards attendance. incentives. while Extrinsic rewards focus on the performance and activities of the employee in order to attain a certain outcome. competence   Team: team bonus. a sports fan will be really happy to get some tickets for the next big match. rewards group cooperation Organization: profit-sharing. For instance.   Promotion Other kinds of tangible rewards Intrinsic rewards: tend to give personal satisfaction to individual       Information / feedback Recognition Trust Relationship Empowerment Monogrammed name plaque Intrinsic rewards makes the employee feel better in the organization. performance. When rewarding one. One will choose the reward scope in harmony with the work that has been achieved. shares. The principal difficulty is to find a balance between employees' performance (extrinsic) and happiness (intrinsic). may not use them and therefore they will be wasted. However a mother who passes all her time with her children.  Individual   Base pay.

Ensuring tasks are not repetitive in nature. . It also outlines the methods and relationships that are essential for the success of a certain job. The above mentioned are factors that if not taken care of result into building stress within the employees. Ensuring that employees don not remain isolated. In simpler terms it refers to the what.2. The sequence is as follows:       Checking the work overload. It aims at outlining and organizing tasks. how many and the order of the tasks for a job/s. how much. duties and responsibilities into a single unit of work for the achievement of certain objectives. JOB DESIGN Job design follows job analysis i. Job design essentially involves integrating job responsibilities or content and certain qualifications that are required to perform the same. Further it also makes the job look interesting and specialised. it is the next step after job analysis. There are various steps involved in job design that follow a logical sequence. Defining working hours clearly. those that were mentioned earlier on. It outlines the job responsibilities very clearly and also helps in attracting the right candidates to the right job.e. Checking upon the work under load. Defining the work processes clearly.

QWL improvements are defined as any activity. 3. 2.Benefits of Job Design The following are the benefits of a good job design: 1. in my view. organization full ought and rapid technologies change recognizing the achievement of missions and goals require high performing employees to address work force issues balancing personal &professional live is a challenge that we must meet balance. Work / Rest Schedules: Job design offers good work and rest schedule by clearly defining the number of hours an individual has to spend in his/her job. Employees have the option to vary tasks as per their personal and social needs. Adjustments: A good job designs allows for adjustments for physically demanding jobs by minimising the energy spent doing the job and by aligning the manpower requirements for the same. makes us more successful in all aspects of our lives. A process through which stakeholders in . which take place at every level of and organization. which seeks great organizational effectiveness through enhancement of human degree and growth. The end goal is reducing dissatisfaction. Job design is a continuous and ever evolving process that is aimed at helping employees make adjustments with the changes in the workplace. 3. enhancing motivation and employee engagement at the workplace. QUALITY OF WORK LIFE Quality of work life (QWL) concerns about employee commitment morale and skills during a period of downsizing. habits and circumstances in the workplace. 4. Contrary to the philosophy of ―leave them alone‘ job design lays due emphasis on training people so that are well aware of what their job demands and how it is to be done. Employee Input: A good job design enables a good job feedback. Employee Training: Training is an integral part of job design.

changes and improvements are desirable and workable in order to achieve the twin and simultaneously goal both the company and the unions Importance of quality of work life: Quality of work life programs has become important in the work place for the following reason         Increased woman in the work force Increased male involvement in dependent care (child and elder) Activities Increased responsibility for elder Increased demands at work Loss of long term employment guarantees The need for enhanced work place skills Increased competition for the best student and talent for education and research environment Greater competition for talent.the organization –management . The programs policies and services offered thought QWL programs  Support faculty and staff efforts to manage the competing demands of work personal life  Support health promotion and wellness and . QWL programs have been found to:        Improve work place morale Encourage employee commitment Support recruitment Encourage retention Enhance productivity Reduce absenteeism and Maximize staff resources.unions and employees learn how to work together better to determine for themselves what actions .

and recognize long term commitment About QWL objectives There main objectives for the QWL Initiative:    Improve employee satisfaction Strengthen work place learning and Better manage on –going change and transition. Walton explains QWL in terms of right broad conditions of employment that constitute desirable QWL . Social integration in the work force: This can be established by creating freedom from prejudice. Criteria for measuring QWL Richards E. egalitarianism and upward mobility. Express appreciation for faculty and staff contribution to the university. . equity and due process. Constitutionals in work organization: QWL provides constitutional protection to the employees only to the level of disability on such matters as privacy. highlight outstanding individual contribution. supporting primary work groups. knowledge and Qualification. free speed. a sense of community inter personal openness.the proposed the sense criteria for measuring QWL there criteria/conditions include:    Adequate and faire compensation Safe and health working conditions Opportunity to use and develop human capacities Opportunity for career growth: opportunities for promotion are limited in case of all categories of employees either give to educational barriers or limited openings at higher level QWL provides opportunities.

business travel. effective employee selection etc. the manager has specific issues in providing them so as to maintain a higher order QWL. and family aspects of life. Various alternative means for providing wages should be developed in view of increase in cost of living index. Enhancing the faculties for human resources development can provides stability to a great extent.esteem would be high if this work useful to the society and vice versa he also true.Work and QWL: QWL provide for balanced relationship among work. major QWL issues they are as follows Pay and stability of employment: Good pay still dominates most of the other factors in employee satisfaction. Some of these activities like job enrichment might contribute indirectly to QWL by tapping the workers high-order need. and motivating them. him work. transfers. The worker‘s self. . will also contribute to QWL. family life and social life should be strain by working hours including over time work. work during in convenient hours. MUNDICK and SCHUSTER suggested 11. However. vacations etc. less discrimination on the job. Still other activities may contribute directly to QWL providing for a safer work place. and so forth Specific issues in QWL: Trade unions claim that they are responsible for the improvement in various facilities to the workers where as management takes credit from improved salaries benefits and facilities. financial incentives. increase in levels and rates of income tax and profession tax. Social relevance of work: QWL is concerned about the establishment of social relevance to working in a socially beneficial manner. In other words. KLOTT. If it worth nothing that often the condition that contribute to motivation like equitable salaries.

part time employment that may be introduced for the convenience and comfort of the workers. job enrichment. in order to minimize the stress. They should also cover relaxation. diet control etc…. thought process and physical condition . congratulating the employee for their achievement. hospitalization disability. providing vehicles or some of the means to recognize the employees. Participate management award and reward system. fatigue stuttering. prevent. reduced work week. heavy smoking and drug abuse stress adversely effects employee‘s productivity. excessive job turnover and premature death. Worker‘s abilities and nature and match with the job requirements.the problem. has to identity. unstable behavior. . offering prestigious designation to the jobs . The hr manager. hypes excitation or depression. Staggered hours. and tackle . Participate in management and control: Workers feel that they have control over their work. use their skills and make a real contribution to the job if they are allowed to participate in creative and decision making process. trembling psychosomatic pains. Recognition Recognizing employee as a human being rather than as a labor increases the QWL. physical exercise. He may arrange for the treatment of the problem with the health unit of the company Organizational health programs: Effective implementation of health programs result in reduction in absenteeism. Stress is caused due to instability. providing well furnished and decent work place offering membership in clubs or associations . working conditions. working hours pause in the work schedule. flexible working is determined by the nature of work.Occupational stress: Stress is a condition of strain on one‘s emotions. Alternative work schedule: Alternative work schedules including work at home.

R. has the ability to attain it. or keep track of an employee‘s work on a continuous basis. GOAL SETTING Goal setting involves establishing specific. goal-achieving machines. because every member has defined expectations for their role." Goal setting in business In business.] On a personal level. Locke in the 1960s. This article laid the foundation for goal setting theory and established the positive relationship between clearly identified goals and performance. It has been said that "Goal setting capitalize on the human brain's amazing powers: Our brains are problem-solving. measurable.T ) goals. there is a positive linear relationship between goal difficulty and task performance Goals are a form of motivation that set the standard for self-satisfaction with performance. and does not have conflicting goals. little room is left for inadequate effort to go unnoticed. His first article on goal setting theory was ―Toward a Theory of Task Motivation and Incentives‖ which was published in 1968. Managers cannot constantly drive motivation. Also. so as new discoveries are made it is modified. realistic and time-targeted (S. achievable.A. As long as the individual accepts the goal. setting goals helps people work towards their own objectives—most commonly with financial or career-based goals Goal setting features as a major component of personal development literature: Goal setting theory was developed by Edwin A. Studies have shown that specific and high goals lead to a higher level of performance than easy or general goals. and being able to meet job challenges is a way one measures success in the workplace. Achieving the goal one has set for oneself is a measure of success.4. Goals are therefore an important tool for managers. Work on the theory of goal-setting suggests that it's an effective tool for making progress by ensuring that participants in a group with a common goal are clearly aware of what is expected from them. It is considered an ―open‖ theory. since . goal setting encourages participants to put in substantial effort.M.

In addition to the above. Many techniques in this therapy are specific techniques aimed at specific issues. but are considered . one study showed that over a several year period. Behavior modification is now known as Applied behavior analysis (ABA) and Positive behavior support (PBS. Goals affect persistence. Goals activate cognitive knowledge and strategies that help employees cope with the situation at hand. 5. punishment and/or satiation. while low goals induce lesser effort. Functional behavior assessment forms the core of applied behavior analysis and thus forms the core of behavior modification. 3. These findings have yet to be replicated. 4. BEHAVIOR MODIFICATION Behavior modification is the traditional term for the use of empirically demonstrated behavior change techniques to increase or decrease the frequency of behaviors. 2. a form of ABA). a growing list of research-based interventions from the behavioral paradigm exist. children in the behavior modification group had half the number of felony arrests as children in the medication group.goals have the ability to function as a self-regulatory mechanism that acquires an employee a certain amount of guidance Shalley. Goals serve as an energizer: Higher goals induce greater effort. such as altering an individual's behaviors and reactions to stimuli through positive and negative reinforcement of adaptive behavior and/or the reduction of behavior through its extinction. constraints with regard to resources affect work pace. 1995 and Locke and Latham (2002)[5] have distilled four mechanisms through which goal setting can affect individual performance: 1. Interventions based on behavior analytic/modification principles have been extremely effective in developing evidence-based treatments. With children with attention deficit hyperactivity disorder (ADHD). Goals focus attention toward goal-relevant activities and away from goalirrelevant activities.

which is based on a social learning model that emerged from radical behaviorism. One way of giving positive reinforcement in behavior modification is in providing compliments. These particular homes use a family style approach to residential treatment. Another area of research that has been strongly supported has been behavioral activation for depression. One particular program that is of interest is teaching-family homes (see Teaching Family Model).83).for . and affirmation. One area that has repeatedly shown effectiveness has been the work of behaviorists working in the area of community reinforcement for addictions. definitions and disciplines ranging from psychology and philosophy to the highly commercialized self-help industry and motivational sciences.78) indicating behavioral treatments are highly effective. They have shown success in reducing recidivism for adolescents with conduct problems and adult offenders. EMPOWERMENT The term empowerment covers a vast landscape of meanings. encouragement. A recent meta-analysis found that the use of behavior modification for ADHD resulted in effect sizes in between group studies (. which has been carefully replicated over 700 times.[9] Recent efforts have seen a push for the inclusion of more behavior modification programs in residential re-entry programs in the U. and single subject studies (3. There is strong and consistent evidence that behavioral treatments are effective for treating ADHD.64).S. to aid prisoners in re-adjusting after release. interpretations.70). approval. Sociological empowerment often addresses members of groups that social discrimination processes have excluded from decision-making processes through . Behavior modification programs form the core of many residential treatment facility programs. a ratio of five compliments for every one complaint is generally seen as being effective in altering behavior in a desired manner] and even in producing stable marriages. within group studies (2. 6.encouraging for the use of behavior modification for children with ADHD. pre-post studies (.

in the wealth of their knowledge and motivation. people already have plenty of power. Empowerment as a methodology is often associated with feminism: The process of empowerment The process which enables individuals/groups to fully access personal/collective power. Replace the old hierarchy with self-managed teams According to author Stewart. Carlos. ―empowerment is simply the effective use of a manager‘s authority‖. . and to employ that strength when engaging with other people. but the truth is." It encourages people to gain the skills and knowledge that will allow them to overcome obstacles in life or work environment and ultimately. managers need to exercise the ―right kind of authority‖ (p. K). and Alan Randolph. it is a productive way to maximize all-around work efficiency.discrimination based on disability.6).example . ethnicity.sounds as though we are dismissing or ignoring males. institutions or society. the authors. in her book Empowering People she describes that in order to guarantee a successful work environment. to do their jobs magnificently. Share information with everyone 2. The three keys that managers must use to empower their employees are: 1. religion. illustrate three keys that organizations can use to open the knowledge. authority and influence. help them develop within themselves or in the society. In other words. race. To summarize. experience. Create autonomy through boundaries 3. John P." (Dr. Ken Blanchard. ―Empowerment is not giving people power. and motivation power that people already have. or gender. standards. We define empowerment as letting this power out (Blanchard. and subsequently. Asa Don Brown) Empowerment occurs through improvement of conditions.. events. Empowerment in management In the book Empowerment Takes More Than a Minute. To empower a female ". and a global perspective of life. both genders desperately need to be equally empowered..

Sometimes." Gignilliat says. It is important to train employees and make sure they have trust in what empowerment will bring to a company. This capacity for deft on-the-job maneuvering is sometimes hard to glean from an initial hour or so interview. effective action to stave off a major loss. the employer needs to take swift. says attorney Lisa Guerin. a workplace harbors a problem and you might not immediately know the cause. . 51. you'll need to make sure desired workplace behavior is clarified or reinforced for each new employee. the problems are obvious. co-author of Dealing with Problem Employees.requires a sophisticated set of skills to be deployed all at once in the heat of the action.These keys are hard to put into place and it is a journey to achieve empowerment in a workplace. She has also set up an internship policy to try out employees before adding them to her staff. chief executive of Parties that Cook in San Francisco. Gignilliat's business of hosting parties with cooking classes -. Here are five types of problem employees and what to do about them. Sometimes you'll need patience if an unproductive employee behavior stems from troubles at home. such as attendance issues or a failure to deliver results. In other cases. making a bad impression on customers. The Poor Fit. Gignilliat now works with new employees for a three-month probationary period before determining whether she'll hire them permanently. thought she had hired a winner but found her new employee's customerservice skills far from polished.for a corporation's team building exercise or as a fun event at a private home -. "She kept saying things were 'awesome' and 'totally cool' and she would use 'like' every other word. PROBLEM EMPLOYEES Problem employees inevitably surface in most workplaces and small companies aren't immune. Other times. the problems are so undesirable and worrisome. even after repeated coaching. Bibby Gignilliat.[11] 7. 1. As a busy entrepreneur.

several months after Pac Team America president Eric Zuckerman.) To learn more about EAP consult the website of the Employee Assistance Society of North America. You might want to refer the worker to an employee assistance program if your healthinsurance plan offers one as part of its package. Remember: Employees with a personal or family health issue may be eligible for certain types of leave. such as a relationship breakup or an ill parent's turn for the worse. Guerin says. she says. gave a new employee time off to recover from injuries in a car accident. If your talk with the employee uncovers an underlying dissatisfaction with your company.Employers need to make sure their expectations are clear through written policies and performance reviews. he is becoming resentful. Sometimes. 30. The Disappearing Act. For consider if he is raising a workplace practice that could bear some improvement. Perhaps the vacation policy hasn't been clearly laid out. Or you can enlist an EAP provider to create such a program for your business. 2. depending on the situation and the workplace's state. After unsuccessfully trying to discuss the problem with her several times to find solutions to accommodate her. perhaps the employee needs to consider adjusting his attitude or if the job is a good fit. merchandise display company. and express sympathy.J. Guerin says. and sometimes sneaking away at midday for long naps from his Paramus. You may have to remind the employee that chronic and unexplained absences will be treated according to your company's written attendance disciplinary policy. Talk with your employee privately to find out if she has encountered a difficult personal problem or faces a life transition.. Spotty attendance might signal any of a range of issues. N. leaving early. problematic behavior crops up in connection with troubles emerging in an employee's personal life. from a problem at home or job dissatisfaction. she was arriving late to work. (Check a national directory at eap. An EAP provider might offer counseling services by phone for as low as $18 an employee a year. . he eventually had to fire her. But if the chat reveals deep-seated dissatisfaction. and with summer approaching.

" says Cohen. The Sour Apple: Negative employees who bad-mouth the company and its leadership to fellow employees and even customers can disrupt morale. If you have a problem with your job or co-workers. The Scofflaw: Randy Cohen. Eventually the person left the company. recalls . "You complain about customers and work responsibilities. Legally speaking. thought he had hired a new employee who fit the energetic. Avoid discussing personal characteristics. as part of its growing pains. ticket brokerage. open culture of his Austin. if appropriate. such as driving dangerously or drinking on the job. The Filcher: Regardless of their diligence in pre-hire screening. 46. employers occasionally discover illegal activity by their employees." Instead. if you learn that an employee is behaving in a way that could put others at risk. Over the past 21 years. Any small company might. Cohen found one in his ranks after learning about the naysayer from other employees. Texas. but he was a pain. Cohen says he's had other employees who've bucked the rules. have a slipup that's more apparent to workers inside the company than outsiders. "Someone like that can really hurt morale." he says. Cohen now has a policy of "firing fast" when he finds an employee who isn't willing to follow rules. Vonda White. an employee who engages in reckless behavior. TicketCity. Guerin suggests a frank discussion with negative employees. This is hurtful to customer relationships and morale and needs to stop.3. but he says he wouldn't be as tolerant again. Guerin says. "He made the company a bunch of money. But excessive public grousing by an employee needs to be stopped. Cohen found himself constantly correcting the young salesperson's behavior so that he didn't alienate customers. 5. follow our resolution policy for these issues. can leave the employer liable for the actions within the "course and scope of employment." So. For example." Discontented employees who bad-mouth the company and its leadership to fellow employees and even customers can take a toll. immediately investigate the situation and impose discipline. But soon the employee routinely ignored policy and procedures. 46. state the problem and then explain why it has to change. including drinking on the job. 4. such as "you're irresponsible and negative.

says Guerin. He demonstrated a negative attitude and seemed distant in his day-to-day dealings with her. "Depending on the size of the theft.having an unsettling feeling about an employee at her Tarpon Springs.. also called flexi time. it's critical to take action instead of letting it fester and get worse. Fla. White says. actively involving managers and subordinates at every organizational level. Whether there is an increase in shrinkage. As a general rule. to suit the convenience of individual employees has often been pointed out as one of the techniques of motivation. The key of MBO is that it is a participative process. direct. it might make sense to talk to a lawyer or loss management specialist to decide on a strategy.the evidence points to a problem but the culprit needs to be found. Approach employee theft cases as whodunits -. OTHERS The other motivational techniques used in organizations to influence employee behavior include     Management by objective Flexible working hours Two-tier pay systems Flexible benefits and the like MBO refers to a formal set of procedures that begin with goal setting and contributes through performance review." Guerin says. White installed software that prevents employees from copying large or multiple files. Guerin says. Once you discover a problem. or an employee is stealing valuable information. theft can threaten your company's bottom line. 8. . A system of flexible working hours. Eventually she discovered he had copied the company's database and was trying to help a friend launch a competing company. the cash drawer doesn't add up. You may need to supervise employees more closely or install security systems to prevent theft. insurancebrokerage firm Collegiate Risk Management. clear communication is the key to dealing with most employee problems.

reduced overtime expense. a lessening in hostility towards management. They include reduced absenteeism. In terms of motivational theories.The benefit claimed for flexi time is numerous. and reduced traffic congestion around work sites. . It appeals to an individual‘s growth need (ERG) theory or desire for autonomy (motivation hygiene theory). elimination of tardiness. increased productivity. flexitime corresponds to the diverse needs of the work force.

. 15% are expressing nonfinancial incentives motivates and 42% respondents says we only motivated through monetary incentives only. Which type of incentives motivates you more? a) Monetary incentives c) Both No.1. of Respondents 25 9 26 60 b) Non-financial incentives Particulars Monetary incentives Non-financial incentives Both Total Percentage 42% 15% 43% 100% 50% 45% Percentage of respondents 40% 35% 30% 25% 20% 15% 10% 5% 0% Monetary incentives Non-financial incentives Opinion Both 15% 42% 43% INTERPRETATION: The table shows that 43% of the respondents are expressing that both financial and non-financial incentives will equally motivate them.

of Respondents 24 16 20 60 Percentage 40% 27% 33% 100% 45% 40% Percentage of respondents 35% 30% 25% 20% 15% 10% 5% 0% 40% 33% 27% Job profile Company policy Opinion Work environment INTERPRETATION: The table shows that 33% of the respondents are de-motives with work environment and 27% with company policy and 40% of the respondents are demotives with job profile. . From this it can be concluded that work environment and company policy are de-motives at work place. What factor De-motives you at work place? a) Job profile c) Work environment b) Company policy Particulars Job profile Company policy Work environment Total No.2.

of Respondents 18 39 3 0 0 60 Percentage 30% 65% 5% 0% 0% 100% 70% Percentage of respondents 60% 50% 40% 30% 30% 20% 10% 0% Highly satisfied 65% 5% 0% Satisfied Neutral Opinion Dissatisfied 0% Highly dissatisfied INTERPRETATION: The table shows that 30% of the respondents are highly satisfied and 65% of the respondents are satisfied with incentives provided by the organization so we can conclude most of the employees are satisfied with the incentives provided by the organization. How far you are satisfied with the incentives provided by the organizations? a) Highly satisfied c) Neutral e) Highly dissatisfied Particulars Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total b) Satisfied d) Dissatisfied No.3. .

Does your Job improve your skills and abilities? a) Yes c) Never b) No Particulars Yes No Never Total No. It can be concluding that their job improves their skills and abilities. of Respondents 42 10 8 60 Percentage 70% 17% 13% 100% 80% Percentage of respondents 70% 60% 50% 40% 30% 20% 10% 0% 70% 17% 13% Yes No Opinion Never INTERPRETATION: 70% of the respondents are agreed that their job improves their skills and abilities and 17% of the respondents agreed that their skills and abilities are not improves.4. .

5. 20% respondents says they are not influence their performance and 10% respondents did not say any opinion. What you think that the promotional policies will influence your performance? a) Influence b) Does not influence c) No opinion Particulars Influence Does not influence No opinion Total No. of Respondents 42 12 6 60 Percentage 70% 20% 10% 100% 80% Percentage of respondents 70% 60% 50% 40% 30% 20% 10% 0% 70% 20% 10% Influence Does not influence Opinion No opinion INTERPRETATION: The table shows that 70% of the respondents promotional policies will influence their performance. .

6. . Is management really interested in motivating the employees? a) Agree b) Disagree c) Neutral Particulars Agree Disagree Neutral total 70% Percentage of respondents 60% 50% 40% 58% No. of respondents 35 18 7 60 Percentage 58% 30% 12% 100% 30% 30% 20% 10% 0% Agree Disagree Opinion Neutral 12% INTERPRETATION: From the above table 58% of the employees are agreed that the management is really interested in motivating the employees and 30% of the employees are disagreed and 12% are neutral. So it can be concluded that management is really interested in motivate the employees in organization.

. Does the management adopt any mechanisms to reward incentives? a) Yes b) No c) Occasionally Particulars Yes No Occasionally TOTAL No. of Respondents 57 0 3 60 Percentage 95% 0% 5% 100% 100% 90% Percentage of respondents 80% 70% 60% 50% 40% 30% 20% 10% 0% 95% 0% Yes No Opinion 5% Occasionally INTERPRETATION: The table shows 95% of the respondents agree that the management adopt mechanism to reward employees and 5% said that the management occasionally adopts mechanism to reward employees.7.

we can conclude that 67% of the respondents agreed that they are satisfied with the fringe benefits. of Respondents 15 40 5 60 80% Percentage of respondents 70% 60% 50% 40% 30% 20% 10% 0% Always Sometimes Opinion Never 8% 25% 67% INTERPRETATION: From the above table. .8. Are you satisfied by the fringe benefits provided by the company? a) Always b) Sometimes Particulars Always Sometimes Never TOTAL c) Never Percentage 25% 67% 8% 100% No.

Are you encouraged to come up with new and better ways of doing things? a)Agree Particulars agree Neutral Disagree TOTAL b) Neutral No.9. 17% agreed and 13% disagreed that they are encouraging to come up with new and better ways of doing things. 20% neutrally agreed. . of Respondents 40 12 8 60 c) Disagree Percentage 67% 20% 13% 100% 80% Percentage of responents 70% 60% 50% 40% 30% 20% 10% 0% agree Neutral Opinion Disagree 20% 13% 67% INTERPRETATION: From the above table we can conclude that 67% of the employees agreed that they are encouraging to come up with new and better ways of doing things.

10. . Have you been promoted at work in the last six months? a ) Yes b) No Particulars Yes No Total No. From this we can conclude that most of the employees are not promoted. of Respondents 18 42 50 Percentage 30% 70% 100 80% 70% Percentage of respondents 70% 60% 50% 40% 30% 30% 20% 10% 0% Yes Opinion No INTERPRETATION: The table shows that 70% of the employees are not promoted from the last six months and 30% of the employees are promoted.

of Respondents 38 10 12 60 70% Percentage of respondents 60% 50% 40% 30% 20% 10% 0% 63% 20% 17% Agree Disagree Opinion Neutral INTERPRETATION: The figure shows that 63% of the employees agreed that superior is responding on conflict situations at the work place and 17% are disagreed and 20% respondents are neutral. a) Agree Particulars Agree Disagree Neutral Total b) Disagree c) Neutral Percentage 63% 17% 20% 100% No.11. . So it can conclude that superior is responding on conflict situations at the work place. Your superior is responding on conflict situations at the work place .

. from following factors which motivates you the most? Particulars Salary increase Promotion Leave Motivational talks recognition Total No. 8% opined that motivational talk and 5% of the respondents are responding that leaves motivate them the most. of Respondents 31 15 3 5 6 60 Percentage 52% 25% 5% 8% 10% 100% 60% Percentage of respondents 50% 40% 30% 20% 10% 0% 52% 25% 8% 5% 10% Salary increase Promotion Leave Opinion Motivational recognization talks INTERPRETATION: The table shows that 52% of the respondents are responding that the increase in salary will motivate them the most.12. 10% opined that recognition. 25% opined that promotion.

.? a) Yes b) No Particulars Yes No Total No. of Respondents 40 20 60 Percentage 67% 33% 100% 80% Percentage of respondents 70% 60% 50% 40% 30% 20% 10% 0% 67% 33% Yes Opinion No INTERPRETATION: The table shows that 67% of the respondents are expressing that they are satisfied by their job in Panchasheel Enterprises (Ailneni) Pvt. Are you satisfied by your job in Panchasheel Enterprises (Ailneni) Pvt.13. Ltd. . Ltd.

and 15% are neutral and 8% are disagree that they are satisfied with the existing motivational system in Panchasheel Enterprises (Ailneni) Pvt. You are satisfied with the existing motivational system in Panchasheel Enterprises (Ailneni) Pvt. Ltd.. a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Particulars Strongly agree Agree Neutral Disagree Strongly Disagree TOTAL Number of Respondents 14 26 9 5 6 60 Percentage 23% 43% 15% 8% 10% 100% 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 43% Percentage of respondents 23% 15% 8% 10% Strongly agree Agree Neutral Opinion Disagree Strongly Disagree INTERPRETATION: The table shows that 23% of respondents strongly agreed and 43% agree that they are satisfied with the existing motivational system in Panchasheel Enterprises (Ailneni) Pvt. Ltd. Ltd.. .14.

It can be concluded that most of the respondents are satisfied with their job.15. Overall are you satisfied with your job? a) Yes b) No Particulars Yes No TOTAL Number of Respondents 38 22 60 Percentage 63% 37% 100% 70% Percentage of respondents 60% 50% 40% 30% 20% 10% 0% 63% 37% Yes Opinion No INTERPRETATION The figure shows that 63% of the respondents are satisfied with their job and only 37% of the respondents agreed that they are not satisfied with their job. .

 63% of the respondents are satisfied with their job and only . Ltd.  67% of the employees agreed that they are encouraging to come up with new and better ways of doing things  70% of the employees are not promoted from the last six months  63% of the employees agreed that superior is responding on conflict situations at the work place  52% of the respondents are responding that the increase in salary will motivate them the most  67% of the respondents are expressing that they are satisfied by their job in Panchasheel Enterprises (Ailneni) Pvt.FINDINGS  43% of the respondents are expressing that both financial and non-financial incentives will equally motivate them  40% of the respondents are de-motives with job profile  65% of the respondents are satisfied with incentives provided by the organizati  70% of the respondents are agreed that their job improves their skills and abilities  70% of the respondents promotional policies will influence their performance  58% of the employees are agreed that the management is really interested in motivating the employees  95% of the respondents agree that the management adopt mechanism to reward employees  67% of the respondents agreed that they are satisfied with the fringe benefits.  43% agree that they are satisfied with the existing motivational system in Panchasheel Enterprises (Ailneni) Pvt. Ltd.

CONCLUSIONS 1. The company has a well defined organization structure. 2. There is a harmonious relationship is exist in the organization between employees and management. 3. The employees are really motivated by the management. 4. The employees are satisfied with the present incentive plan of the company 5. Most of the workers agreed that the company is eager in recognizing and acknowledging their work. 6. The study reveals that there is a good relationship exists among employees. 7. Majority of the employees agreed that there job security to their present job. 8. The company is providing good safety measures for ensuring the employees safety. 9. From the study it is clear that most of employees agrees to the fact that performance 10. Appraisal activities and support from the coworkers in helpful to get motivated. 11. The study reveals that increase in the salary will motivates the employees more. 12. The incentives and other benefits will influence the performance of the employees

The suggestions for the findings from the study are follows  If the centralized system of management is changed to a decentralized one, then there would be active and committed participation of staff for the success of the organization  Better carrier development opportunities should be given to the employees for their improvement  Most of the employees agree that the performance appraisal activities are helpful to get motivated, so the company should try to improve performance appraisal system, so that they can improve their performance.  Non financial plans should also be implemented; it can improve the productivity level of the employees.  Organization should give importance to communication between employees and gain co-ordination through it.

Employee Name: Sex: Department/Branch: Salary: 1. Which Type Of Incentives Motivate You More? a) Monetary Incentives c) Both 2. What factor de-motivates you at work place? a) Job profile c) Work environment 3. Are you are satisfied with the motivational concepts by the organisation.? a) Highly satisfied c) Neutral e) Highly dissatisfied 4. Does your job improve your skills and abilities? a) Yes c) Never 5. What you think that the promotional policies will influence your performance? a) Influence c) No opinion 6. Is management really interested in motivating the employees? a) Agree b) Disagree b) Does not influence b) No b) Satisfied d) Dissatisfied b) Company policy b) Non- Financial Incentives Age: Designation: Marital status:

From the following factors which motivates you the most? a) Salary increase c) Leave e) Recognition 13. Are you satisfied by the fringe benefits provided by the company? a) Always c) Never 9.? a) Yes b) No b) Promotion d) Motivational talks b) Disagree .c) Neutral 7. Are you encouraged to come up with new and better ways of doing things? a)Agree b) Neutral c) Disagree b) Sometimes b) No 10. Are you satisfied by your job in Panchasheel Enterprises (Ailneni) Pvt. Ltd. Does the management adopt any mechanisms to reward incentives? a) Yes c) Occasionally 8. Have you been promoted at work in the last six months? a) Yes b) No 11. a) Agree c) Neutral 12. Your superior is responding on conflict situations at the work place.

You are satisfied with the existing motivational system in Panchasheel Enterprises (Ailneni) Pvt. Ltd.14.? a) Strongly Agree c) Neutral e) Strongly Disagree 15. Overall are you satisfied with your job? a) Yes b) No b) Agree d) Disagree . www. WEB REFERENCES:    . cook and Phillip www.Hunsaker.Aswathappa Curtis w.BIBLIOGRAPHY BOOK TITLE Managing Human Resources Human Resource Management Organizational Behaviour Management and Organizational Behaviour AUTHOR Wayne F.motivationnaukrihub. Cascio Aswathappa

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