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INTRODUCTION

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 persons 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 employees satisfaction on the interpersonal relationship exists in the organization. 7. To provide the practical suggestion for the improvement of organizations performance.

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

The sample size was taken as 60. The sample design included the respondents from head level to the lower division `level; so that the parameters for the study are generalized for all the levels in the organization.

SAMPLE SIZE All items in any field of in query constitute a universe or population. A finite subset of the population gives a sample. The statistical units in the sample are called sample units. The number of units in the sample is called the size of the sample. If the size of the sample is less than 30 then it is called as small samples. Otherwise that it if the size of the sample is greater than 30, it is called as large 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. 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. The study is limited to the employee motivation of Panchasheel Enterprises (Aileneni) Pvt. Ltd. (Mahindra)specifically. Respondents bias may be a limitation. Time period for the project is not sufficient due to the time limit.

INDUSTRY PROFILE
As commercialization of agriculture grew in intensity in the mid to late 1800s, the British Raj, 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 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. Despite this aggressiveness the first three decades after independence, local production of 4-wheel tractors grew slowly. Yet, by the late 1980s tractor production was nearly 140,000 units per year and by the late 1990s with production approaching 270,000 per year, 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. Despite these impressive numbers FAO statistics estimate that of total agricultural area in India, less than 50% is under mechanized land preparation, indicating large opportunities still exist for agricultural mechanization. 1945 to 1960 War surplus tractors and bulldozers were imported for land reclamation and cultivation in 1940's. In 1947, central and state tractor organizations were set up to develop and promote the supply and use of tractors in agriculture and up to 1960, the demand was met entirely through imports. There were 8,500 tractors in use in 1951, 20,000 in 1955 and 37,000 by 1960. 1961 to 1970 Local production began in 1961 with five manufacturers producing a total of 880 units per year. By 1965, this had increased to over 5000 units per year and the total in use had risen to over 52,000. By 1970, annual production had exceeded 20,000 units with over 146,000 units working in the country.

1971 to 1980 Six new manufacturers were established during this period although three companies (Kirloskar Tractors, Harsha Tractors and Pattie Tractors) did not survive. Escorts Ltd. began local manufacture of Ford tractors in 1971 in collaboration with Ford, UK and total production climbed steadily to 33,000 in 1975 reaching 71,000 by 1980. 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. 1981 to 1990 A further five manufacturers began production during this period but only one of these survived in the increasingly competitive market place. Annual production exceeded 75,000 units by 1985 and reached 140,000 in 1990 when the total in use was about 1.2 million. Then India - a net importer up to the mid-seventies - became an exporter in the 1980s mainly to countries in Africa. 1991 to 1997 Since 1992, it has not been necessary to obtain an industrial license for tractor manufacture in India. By 1997, annual production exceeded 255,000 units and the national tractor population had passed the two million mark. India now emerged as one of the world leaders in wheeled tractor production. 1997 to 1999 Five new manufacturers have started production since 1997. In 1998 Bajaj Tempo, already well established in the motor industry, began tractor production in Pune. In April of the same year, New Holland Tractor (India) Ltd. launched production of 70 hp tractors with matching equipment. 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. Larsen and Toubro have established a joint venture with John Deere, USA for the manufacture of 35-65 hp tractors at a plant in Pune, Maharashtra and Grieves Ltd. will produce tractors under similar arrangements with Same Deutz-Fahr of Italy.

Looking to South American export markets, Mahindra and Mahindra is also developing a joint venture with Case for tractors in the 60-200 hp range. Total annual production was forecast to reach 300,000 during the following year. 1999 to Present Facing market saturation in the traditional markets of the North West (Punjab, Haryana, and eastern Uttar Pradesh) tractors sales began a slow and slight decline. By 2002, sales went below 200,000. Manufacturers scrambled to push into eastern and southern India markets in an attempt to reverse the decline, and began exploring the potential for overseas markets. Sales remained in a slump, and added to the market saturation problems also came increased problems of "prestige" loan defaults, where farmers who were not financially able took tractors in moves to increase their families prestige. Government and private banks have both tightened their lending for this sector adding to the industry and farmers woes. By 2004, a slight up tick in sales once again due to stronger and national and to some extent international markets. But by 2006 sales once again were down to 216,000 and now in 2007-08 have slid further to just over 200,000. MAHINDRA STORY: In 1962, M&M formed a joint venture with International Harvester to make tractors carrying the name Mahindra name-plate for the Indian market. Armed with engineering, tooling and manufacturing know-how gained from this relationship, M&M-a major auto maker- developed its first tractor, the B-275. This successor to International Harvester's incredibly popular B-414 is still the basis for some current Mahindra models. Today, Mahindra is the third largest tractor manufacturer in the world with sales of nearly 85,000 units annually in 10 countries. This places them ahead of John Deere & Kubota. In India, Mahindra has been the number one selling brand since 1983.

Mahindra & Mahindra Ltd. (M&M) Mahindra & Mahindra is the most respected company in India. For its SUV model 'Scorpio,' the company won the National Award for outstanding in-house research and development. Bolero, Commander, Voyager is the popular brands of the company in automotive segment. Quick Facts Founder The two brothers, J.C. Mahindra and K.C. Mahindra and Ghulam Mohammed Country Year of Establishment Listings & its codes Plants Company Flashback: Mahindra & Mahindra Limited (M&M), the flagship company of US $ 2.59 billion Mahindra Group, has a significant presence in key sectors of the Indian economy. M&M is one of the most respected companies in India. 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, farm equipment, information technology, trade and Akruli Road, Kandivli (East) finance related services, and infrastructure development. Now, they have started with Mumbai 400 101 a separate Sector, Mahindra Systems and Automotive Technologies (MSAT) in order Tel.: +(91)-(22)-28874601 to focus on developing components as well as offering engineering services. Nasik employs around 11,600 people and has eight Mahindra & Mahindra currently 89,over 500,000 MIDC Road The company No. manufacturing facilities spread square meters. has 17 49 Satpura, Nasik 007 sales offices that are supported by a network of over 780 dealers 422 across the country. Tel.: +(91)-(253)-2351496 The company's outstanding manufacturing and engineering skills allow it to innovate and launch new products constantly for the Indian market. Mouje Taluka: Nasik Tel.: 422 +(91)-(2553)-284226/ Talegaon Igatpuri 403 8 India October 2, 1945 NSE: M&M; BSE: 500520 Mumbai

Andhra

Pradesh

The "Scorpio", a SUV developed by the company from the ground up, 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. In the community development sphere, M&M has implemented several programs that have benefited the people and institutions in its areas of operations. On the auspicious occasion of its 60th anniversary, the Company announced a range of CSR activities supported by a commitment of 1% of Profit after Tax for its CSR initiatives. Mahindra & Mahindra Ltd. Mahindra & Mahindra Limited (M&M) is the flagship company of US $ 2.59 billion Mahindra Group (F04 - US$ 1.96 billion, which has a significant presence in key sectors of the Indian economy. A consistently high performer, M&M is one of the most respected companies in the country. Set up in 1945 to make general-purpose utility vehicles for the Indian market, M&M soon branched out into manufacturing agricultural tractors and light commercial vehicles (LCVs). The company later expanded its operations from automobiles and tractors to secure a significant presence in many more important sectors. M&M has two main operating divisions - Automotive Division manufactures utility vehicles, light commercial vehicles and three wheelers. 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. Tractor Division has won the coveted Deming Application Prize 2003, making it the only tractor manufacturing company in the world to secure this prize. The Company has recently entered into a JV with Renault of France for the manufacture of a midsized sedan, the Logan, and with International Truck & Engine Corporation, USA, for manufacture of trucks and buses in India.

Project Sankraman - SAP R/3 Enterprise (4.7) 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 4.7 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, the postlaunch and benefit realization were major activities in F06. This signified M&M moving closer towards being a real-time organization. It provided access to new functionalities directly catering to the Indian taxation and auto industry requirements. It also facilitated standardization of business processes, harmonized master data and better system compliance. Single sign-on and role-based authorization features provided enhanced user experience. Organization-wide information now being available on single server resulted in on-line availability of consolidated information with drill-down up to transaction level. Implementation of SAP APO (Advance Planner and Optimizer) for Automotive Sector Implemented SAP APO at Farm Equipment Sector in F04, and rolled-out at Automotive Sector in F06. SCM processes are streamlined using SAP APO. Forecasting, planning, and decision support has been facilitated through on PPDS (Production Planning Demand Scheduling) & SNP (Supply Network Planning) modules. APO-DP (Demand Planning) facilitated collaborative planning between dealers and sales offices. Roll - out of SAP SRM (Supplier Relationship Management) The objective of this project was to extend visibility of supply end of the value chain. The supplier portal - www.mahindrasrm.com - enables suppliers to do transactions

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

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

business and enhances capabilities of every process taking M&M towards its IT vision of being the "Best IT Enabled Real-time Enterprise". M&M was one of the First organizations to implement SAP R/3 way back in 1998. It was the largest site in the world on Windows NT platform at that time. Today SAP R/3 Enterprise (version 4.7) integrates all the organizational processes across all the locations. Built on this platform, Information Technology has been extended to integrate with business partner processes through New Dimension solutions such as:

Supplier Relationship Management (SAP-SRM) - First to implement in Asia-Pacific region

Advance Planner & Optimizer (SAP-APO) - First to implement APO in India.

Dealer Management System - 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. Other decision support and productivity improvement modules include:

Strategic Enterprise Management (SAP SEM - 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, Corporate Office, regional offices, sales offices and Data Centers with the best in class security architecture, Network Operations Center to monitor and manage this network.

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

BOARD OF DIRECTORS

Anand Mahindra Chairman & Managing Director Mahindra & Mahindra Rajeev Dubey President Group HR & Aftermarket Sector, Mahindra & Mahindra Hemant Luthra President Systech Sector S.P. Shukla President Group Strategy and Chief Brand Officer Anita Arjundas CEO Real Estate Sector and Managing Director, Mahindra Lifespace Developers S Durgashankar Executive Vice President - Mergers & Acquisitions Ruzbeh Irani Chief Executive International Operations, Automotive & Farm Equipment Divisions Romesh Kaul Global CEO Gears Business, 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 Group Zhooben Bhiwandiwala Executive Vice President & Managing Partner Mahindra Partners Division C.P. 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

Bishwambhar Mishra Chief Executive - Tractor & Farm Mechanization, Farm Equipment Sector Rajiv Sawhney CEO, Mahindra Holidays & Resorts India Ltd. Ashok Sharma Chief Executive - Auto & Farm Strategy, Agri and Allied Business

V.S. Parthasarathy Group CIO, EVP Group M&A, Finance and Accounts, Member of the Group Executive Pravin Board Shah Chief Executive Automotive Division Rajan Wadhera Chief Executive Technology, Product Development and Sourcing, Automotive & Farm Equipment Sectors

PROFILE OF MAHINDRA SHOWROOM, KARIMNAGAR


(M/s. Panchasheel Enterprises (Ailneni) Pvt. Ltd.) M/s. Panchasheel Enterprises (Ailneni) Pvt. Ltd., Karimnagar was established on 1s1 April. 1987. By nature, it is a sole proprietorship. Proprietor of the showroom is Mr. A. J. Anatha Rao. It is a not manufacturing unit and on the other hand it is a showroom for the products of MAHINDRA & MAHINDRA limited. This showroom is located at Karimnagar. Objectives of the Organization To sell the Mahindra & Mahindra products. To provide services to the ultimate consumers of the vehicle. To provide efficient & effective services to its consumers in time. To facilitate financial assistance to the consumers.

BRIEF HISTORY OF MAHINDRA TRACTORS 1945: On October 2, 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. (India) established 1956: Shares listed on the Bombay Stock Exchange Dr. 'Beck & Co. formed - a JV with Dr. Beck & Co. Germany 1957: Mahindra Owen formed - a JV with Ruble' Owen & Co. Ltd., UK 1958: Machine Tools Division started

1963: International Tractor Co. of India (ITCI) formed - a JV with International. Harvester Co., USA

1970: Mahindra Engineering & Chemical Products Ltd.(MECP) Commenced operations

1971: International Harvester collaboration ended 1979: License from Automobiles Peugeot, France for manufacture of XDP 4.90 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.A. formed - a JV in Greece to assemble and market utility vehicles in Europe

Mahindra British Telecom (MBT) formed - a JV with British Tele communications plc (BT), UK acquired International instruments Ltd.

1989: Automotive Pressing Unit (now MUSCO Stampings) acquired from GKW

Introduction of Commander series Triton Over water Transport Agency Ltd., formed implementation of the Service Center project at Kahn Merged diverse activities of Steel, Machine Tools, Graphics into Inter trade Division

1994: Mahindra Realty & Infrastructure Developers Ltd. (MRIDL) formed Mahindra USA Inc., formed for distribution of Tractors in the USA EAC Graphics (India) Ltd., formed in collaboration with The East Asiatic Company Ltd. A/S, Denmark Reorganization of the Group creating six Strategic Business Units MSL Division (Auto Components) hived off to form Mahindra Sona ltd. Mahindra Nissan Aileen Limited merged with tile Company

1996:Mahindra Ford India Ltd. (MFIL) - a JV with Ford, Motor Co. USA to manufacture passenger cars. 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, 3-wheeler environmental-friendly vehicle. The largest online used vehicle website in India launched by Mahindra Network Services. The business of Inter trade Division and Mahindra Exports Ltd. combined and renamed Mahindra Inter trade ltd.. The Company acquired major stake in Gujarat Tractors. Mahindra & Mahindra Financial Services Limited becomes a subsidiary of M&M

2001: A 3-wheeler diesel vehicle "Champion" is launched. The Company launches Mahindra MaXX a MUV positioned with the caption Maximum Space, Maximum Comfort. M&M ties up with Renault for petrol engines. M&M established a separate division to provide Defense Solutions

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.

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), Thekkady received the coveted Rotary-Binani Zinc CSR Award in association with NIPM Kerala Chapter.

Mahindra & Mahindra was the proud recipient of the India Shining Star CSR Award for the exceptional work it has done in the Automobile Sector.

Mahindra Finance won the award for "Best in Corporate Social Responsibility Practice

Mahindra and Mahindra received prestigious Annual PRCI (Public Relations Council of India) Awards under 3 categories: Corporate Brochure - Lifeline Express - Silver Award Newsletter (Tabloid) - Esops Digest - Bronze Award

Corporate Film - Documentary film on Bihar Flood Rehabilitation at Pattori - 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. Poised to take on the world. For over two decades, Mahindra Tractors is the undisputed leader of the Indian tractor market, which is the largest tractor market in the world. A division of over US$ 6 billion conglomerate, Mahindra & Mahindra, we began as a joint venture with International Harvester. And with that began a new era in power, control and reliability in farm equipment manufacturing. Today, with the largest manufacturing set up in India, Mahindra Tractors is among the top three players in the global market. And as we step into the 27th year of excellence, we continue on our journey of cultivating golden harvests across the globe. Mahindra Tractors conferred with the global honour.

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

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

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, Cultivators, Harvesters, Spring cultivators etc.

MAHINDRA TRACTORS - MODELS NBP SERIES MODEL : 235 DI ENGINE HP: 24 HP

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

This particular line of tractors is tough, economical and reliable. With 8 forwards speeds and maximum road speed of 30 Km per hour, these tractors are especially suitable for road operations as well.

MODEL : 275 DI ENGINE HP: 39 HP

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

This particular line of tractors is tough, economical and reliable. With 8 forwards speeds and maximum road speed of 30 Km per hour, these tractors are especially suitable for road operations as well.

MODEL : 575 DI ENGINE HP: 45 HP

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

This particular line of tractors is tough, economical and reliable. With 8 forwards speeds and maximum road speed of 30 Km per hour, these tractors are especially suitable for road operations as well.

NST SERIES MODEL : 265 DI ENGINE HP: 32 HP

A complete package of a large capacity engine, 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. MODEL : 275 DI ENGINE HP: 39 HP

A complete package of a large capacity engine, 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.

MODEL : 475 DI ENGINE HP: 42 HP

A complete package of a large capacity engine, 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. MODEL : 575 DI ENGINE HP: 45 HP

A complete package of a large capacity engine, 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.

MODEL : 595 DI ENGINE HP: 52 HP

A complete package of a large capacity engine, 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. MODEL : 585 DI ENGINE HP: 50 HP

A complete package of a large capacity engine, 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.

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. They specialise in all kinds of farming operations, ranging from secondary tillage to crop protection and mowing. 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. They specialise in all kinds of farming operations, 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. They specialise in all kinds of farming operations, ranging from secondary tillage to crop protection and mowing.

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

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

accepted but also in gaining a determination to see that it is executed efficiently and effectively. In order to motivate workers to work for the organizational goals, the managers must determine the motives or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction .If the management is successful in doing so; it will also be successful in increasing the willingness of the workers to work. This will increase efficiency and effectiveness of the organization .There will be better utilization of resources and workers abilities and capacities. 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. Motivation is important function of managers. In co-coordinating the activities of people and increasing the level of performance, manager should motivate them in a proper manner. Without motivation even an able person may also not take up the organizational tasks with interest and commitment. 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 order to get such work done, there has to be a motivation or incentive to the extent of overcoming the job resistance. 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. In the old days motivation was mainly through money incentive. Money incentive still has its place in motivation, but the scope is wider today with other motivating factors like affording more leadership opportunities, participation, relaxation of supervision and delegation of more powers, concessions in working hour's job enlargement, special facilities, privileges or perquisites and sickness benefits.

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

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

MOTIVATIONAL PRACTICES

Rewards

Others

Job design

QWL

Motivational practices

Behavior modification

Problem employees

Empowerment

Goal setting

1. REWARD

Something given or received in recompense for worthy behavior or in retribution for evil acts. Money offered or given for some special service, such as the return of a lost article or the capture of a criminal. A satisfying return or result; profit. an investment is proportional to risk.

Financing: Concept that returns or yield from

Thus, investors will demand a greater reward where the risk of loss is greater. Incentive plans: Scheme to support and reinforce desirable behavior, such as wage rate that increases with the productivity of the worker.

Organizational rewards

Membership & seniority Task performance

Job Status

Competency

Types of rewards Rewards serve many purposes in organization, build a better employment deal, hold on good employees and to reduce turnover. The principal goal is to increase people willingness to work in ones company, to enhance their productivity. Most people assimilate "rewards", with salary raise or bonuses, but this is only one kind of reward, extrinsic reward. 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. There are two kinds of rewards:

Extrinsic rewards: concrete rewards that employee receive.


Bonuses Salary raise Gifts

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, while

Extrinsic rewards focus on the performance and activities of the employee in order to attain a certain outcome. The principal difficulty is to find a balance between employees' performance (extrinsic) and happiness (intrinsic). The rewards also need to be according to the employees personality. For instance, a sports fan will be really happy to get some tickets for the next big match. However a mother who passes all her time with her children, may not use them and therefore they will be wasted. When rewarding one, the manager needs to choose if he wants to rewards an Individual, a Team or a whole Organization. One will choose the reward scope in harmony with the work that has been achieved.

Individual

Base pay, incentives, benefits Rewards attendance, performance, competence

Team: team bonus, rewards group cooperation Organization: profit-sharing, shares, gain-sharing

2. JOB DESIGN Job design follows job analysis i.e. it is the next step after job analysis. It aims at outlining and organizing tasks, duties and responsibilities into a single unit of work for the achievement of certain objectives. It also outlines the methods and relationships that are essential for the success of a certain job. In simpler terms it refers to the what, how much, how many and the order of the tasks for a job/s. Job design essentially involves integrating job responsibilities or content and certain qualifications that are required to perform the same. It outlines the job responsibilities very clearly and also helps in attracting the right candidates to the right job. Further it also makes the job look interesting and specialised. There are various steps involved in job design that follow a logical sequence, those that were mentioned earlier on. The sequence is as follows:

Checking the work overload. Checking upon the work under load. Ensuring tasks are not repetitive in nature. Ensuring that employees don not remain isolated. Defining working hours clearly. Defining the work processes clearly.

The above mentioned are factors that if not taken care of result into building stress within the employees.

Benefits of Job Design The following are the benefits of a good job design: 1. Employee Input: A good job design enables a good job feedback. Employees have the option to vary tasks as per their personal and social needs, habits and circumstances in the workplace. 2. Employee Training: Training is an integral part of job design. 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. 3. 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. 4. 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. Job design is a continuous and ever evolving process that is aimed at helping employees make adjustments with the changes in the workplace. The end goal is reducing dissatisfaction, enhancing motivation and employee engagement at the workplace. 3. QUALITY OF WORK LIFE Quality of work life (QWL) concerns about employee commitment morale and skills during a period of downsizing, 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, in my view, makes us more successful in all aspects of our lives. QWL improvements are defined as any activity, which take place at every level of and organization, which seeks great organizational effectiveness through enhancement of human degree and growth. A process through which stakeholders in

the organization management ,unions and employees learn how to work together better to determine for themselves what actions ,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.

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.

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

Express appreciation for faculty and staff contribution to the university, highlight outstanding individual contribution, 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.

Criteria for measuring QWL Richards E. Walton explains QWL in terms of right broad conditions of employment that constitute desirable QWL .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, knowledge and Qualification. Social integration in the work force: This can be established by creating freedom from prejudice, supporting primary work groups, a sense of community inter personal openness, egalitarianism and upward mobility. Constitutionals in work organization: QWL provides constitutional protection to the employees only to the level of disability on such matters as privacy, free speed, equity and due process.

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

Occupational stress: Stress is a condition of strain on ones emotions, thought process and physical condition .it is determined by the nature of work, working conditions, working hours pause in the work schedule. Workers abilities and nature and match with the job requirements. Stress is caused due to instability, hypes excitation or depression, unstable behavior, fatigue stuttering, trembling psychosomatic pains, heavy smoking and drug abuse stress adversely effects employees productivity. The hr manager, in order to minimize the stress, has to identity, prevent, and tackle .the problem. 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, hospitalization disability, excessive job turnover and premature death. They should also cover relaxation, physical exercise, diet control etc, Alternative work schedule: Alternative work schedules including work at home, flexible working hours. Staggered hours, reduced work week, part time employment that may be introduced for the convenience and comfort of the workers. 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. Recognition Recognizing employee as a human being rather than as a labor increases the QWL. Participate management award and reward system, congratulating the employee for their achievement, job enrichment, offering prestigious designation to the jobs , providing well furnished and decent work place offering membership in clubs or associations , providing vehicles or some of the means to recognize the employees.

4. GOAL SETTING Goal setting involves establishing specific, measurable, achievable, realistic and time-targeted (S.M.A.R.T ) goals. 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.] On a personal level, setting goals helps people work towards their own objectivesmost 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. Locke in the 1960s. His first article on goal setting theory was Toward a Theory of Task Motivation and Incentives which was published in 1968. This article laid the foundation for goal setting theory and established the positive relationship between clearly identified goals and performance. It is considered an open theory, so as new discoveries are made it is modified. Studies have shown that specific and high goals lead to a higher level of performance than easy or general goals. As long as the individual accepts the goal, has the ability to attain it, and does not have conflicting 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. Achieving the goal one has set for oneself is a measure of success, and being able to meet job challenges is a way one measures success in the workplace. It has been said that "Goal setting capitalize on the human brain's amazing powers: Our brains are problem-solving, goal-achieving machines." Goal setting in business In business, goal setting encourages participants to put in substantial effort. Also, because every member has defined expectations for their role, little room is left for inadequate effort to go unnoticed. Managers cannot constantly drive motivation, or keep track of an employees work on a continuous basis. Goals are therefore an important tool for managers, since

goals have the ability to function as a self-regulatory mechanism that acquires an employee a certain amount of guidance Shalley, 1995 and Locke and Latham (2002)[5] have distilled four mechanisms through which goal setting can affect individual performance: 1. Goals focus attention toward goal-relevant activities and away from goalirrelevant activities. 2. Goals serve as an energizer: Higher goals induce greater effort, while low goals induce lesser effort. 3. Goals affect persistence; constraints with regard to resources affect work pace. 4. Goals activate cognitive knowledge and strategies that help employees cope with the situation at hand. 5. 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, 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, punishment and/or satiation. Behavior modification is now known as Applied behavior analysis (ABA) and Positive behavior support (PBS, a form of ABA). Functional behavior assessment forms the core of applied behavior

analysis and thus forms the core of behavior modification. Many techniques in this therapy are specific techniques aimed at specific issues. Interventions based on behavior analytic/modification principles have been extremely effective in developing evidence-based treatments. In addition to the above, a growing list of research-based interventions from the behavioral paradigm exist. With children with attention deficit hyperactivity disorder (ADHD), one study showed that over a several year period, children in the behavior modification group had half the number of felony arrests as children in the medication group. These findings have yet to be replicated, but are considered

encouraging for the use of behavior modification for children with ADHD. There is strong and consistent evidence that behavioral treatments are effective for treating ADHD. A recent meta-analysis found that the use of behavior modification for ADHD resulted in effect sizes in between group studies (.83), pre-post studies (.70), within group studies (2.64), and single subject studies (3.78) indicating behavioral treatments are highly effective. Behavior modification programs form the core of many residential treatment facility programs. They have shown success in reducing recidivism for adolescents with conduct problems and adult offenders. One particular program that is of interest is teaching-family homes (see Teaching Family Model), which is based on a social learning model that emerged from radical behaviorism. These particular homes use a family style approach to residential treatment, 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.S. to aid prisoners in re-adjusting after release. One area that has repeatedly shown effectiveness has been the work of behaviorists working in the area of community reinforcement for addictions. Another area of research that has been strongly supported has been behavioral activation for depression. One way of giving positive reinforcement in behavior modification is in providing compliments, approval, encouragement, and affirmation; 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. 6. EMPOWERMENT The term empowerment covers a vast landscape of meanings, interpretations, definitions and disciplines ranging from psychology and philosophy to the highly commercialized self-help industry and motivational sciences. Sociological empowerment often addresses members of groups that social discrimination processes have excluded from decision-making processes through - for

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

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

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

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

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

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

1. Which type of incentives motivates you more? a) Monetary incentives c) Both No. 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, 15% are expressing nonfinancial incentives motivates and 42% respondents says we only motivated through monetary incentives only.

2.

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. 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.

3. 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. 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.

4.

Does your Job improve your skills and abilities? a) Yes c) Never b) No

Particulars Yes No Never Total

No. 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. It can be concluding that their job improves their skills and abilities.

5. 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, 20% respondents says they are not influence their performance and 10% respondents did not say any opinion.

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.

7. 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.

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. 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, we can conclude that 67% of the respondents agreed that they are satisfied with the fringe benefits.

9. Are you encouraged to come up with new and better ways of doing things? a)Agree Particulars agree Neutral Disagree TOTAL b) Neutral No. 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. 20% neutrally agreed, 17% agreed and 13% disagreed 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. 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. From this we can conclude that most of the employees are not promoted.

11. Your superior is responding on conflict situations at the work place . a) Agree Particulars Agree Disagree Neutral Total b) Disagree c) Neutral Percentage 63% 17% 20% 100%

No. 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. So it can conclude that superior is responding on conflict situations at the work place.

12. from following factors which motivates you the most?

Particulars Salary increase Promotion Leave Motivational talks recognition Total

No. 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. 25% opined that promotion, 10% opined that recognition, 8% opined that motivational talk and 5% of the respondents are responding that leaves motivate them the most.

13. Are you satisfied by your job in Panchasheel Enterprises (Ailneni) Pvt. Ltd.? 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. Ltd..

14. 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.and 15% are neutral and 8% are disagree that they are satisfied with the existing motivational system in Panchasheel Enterprises (Ailneni) Pvt. Ltd..

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. It can be concluded that most of the respondents are satisfied with their job.

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.

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. Ltd.

43% agree that they are satisfied with the existing motivational system in
Panchasheel Enterprises (Ailneni) Pvt. Ltd.

63% of the respondents are satisfied with their job and only

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

SUGGESTIONS
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.

QUESTIONNAIRE
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:

c) Neutral 7. Does the management adopt any mechanisms to reward incentives? a) Yes c) Occasionally 8. Are you satisfied by the fringe benefits provided by the company? a) Always c) Never 9. 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. Have you been promoted at work in the last six months? a) Yes b) No

11. Your superior is responding on conflict situations at the work place. a) Agree c) Neutral 12. From the following factors which motivates you the most? a) Salary increase c) Leave e) Recognition 13. Are you satisfied by your job in Panchasheel Enterprises (Ailneni) Pvt. Ltd.? a) Yes b) No b) Promotion d) Motivational talks b) Disagree

14. You are satisfied with the existing motivational system in Panchasheel Enterprises (Ailneni) Pvt. Ltd.? a) Strongly Agree c) Neutral e) Strongly Disagree 15. Overall are you satisfied with your job? a) Yes b) No b) Agree d) Disagree

BIBLIOGRAPHY
BOOK TITLE Managing Human Resources Human Resource Management Organizational Behaviour Management and Organizational Behaviour AUTHOR Wayne F. Cascio Aswathappa K.Aswathappa Curtis w. cook and Phillip

L.Hunsaker, WEB REFERENCES: www.google.com www.motivationnaukrihub.com www.humanresources.about.com

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