INTRODUCTION

The term job satisfaction was brought to lime light by Hoppock (1935). Job satisfaction is a combination of psychological, physiological and environment circumstances that causes a person to say, "I am satisfied with my job". The father of scientific management, Taylor's (1911) approach to job satisfaction was based on a most pragmatic and essentially pessimistic philosophy that man is motivated by money alone. The workers are essentially stupid and phlegmatic and that they would be satisfied with work if they get higher economic return from it. Over the years; we have moved away from Taylor's solely monetary approach to a more humanistic orientation. Such a description indicates the variety of variables that influences the satisfactions of the individuals but tell us nothing about the nature of job satisfaction. The third important aspect of job satisfaction is perception. It is one's perception of one's present situation relative to one's values that matters. NEED AND IMPORTANCE OF THE STUDY Job is a group of tasks which can be performed by an individual in the organization. The job should be motivative, realistic, inspiring to the job holder. Then only he can be satisfied with the job tasks. This study is related to the job satisfaction levels of employee in the Panchasheel Enterprises (Ailneni) Pvt. Ltd. It is needed to study the employee satisfaction regarding the job tasks and facilities. If job satisfaction of employee in the organization is good, then it leads to reduction in employee turnover. Public enterprises occupy a key place in the Indian economy in terms of employment and investment. Public enterprises are expected to fulfill social as well as economic obligation to ensure all-round development of the economy. But unfortunately, due to many reasons most of the public enterprises are not able to fulfill the promises for which they have been established. In many cases of decline in their performance in terms of productivity indiscipline and lack of commitment are some of the poor performance of public enterprises.

Understanding the employee is essential for an organization in assisting management with the people component of the organization and assist in gaining and maintaining competitive advantages. Study on employees response towards job satisfaction in various aspects in Panchasheel Enterprises (Ailneni) Pvt. Ltd. help the company to know how employee feels and contributes maximum benefits to the organization. There is a need and importance for the study, as it will help the company to known about the employees response and can modify the changes in the organization for human resource development and future utility. OBJECTIVES OF THE STUDY The study aims at finding the information regarding job satisfaction of employees in Panchasheel Enterprises (Ailneni) Pvt. Ltd. The objectives are: 1. To ensure the availability of a competent and willing workforce to an organization. 2. To meet the needs, aspirations, values and dignity of individual employees. 3. The fullest contribution of HR for the achievement of the organizational goal of long and short term plans. 4. To duty the relationship between job satisfaction and various socio economic variables of employees. 5. Level of satisfaction of employees. SCOPE OF THE STUDY The present study is a micro level study confined to the study of job satisfaction and can be attempted from various dimensions of personal feelings, perception, desires, motives, attitudes, values etc. Therefore employee management in an organization does mean management of not only technical skills but also other factors of the human resources.

It also makes a modest attempt to examine their issues in terms of selected dimensions. Further, the in depth analysis is confined to employees in Panchasheel Enterprises (Ailneni) Pvt. Ltd. The data gathered for analysis belongs to the period of 45 days. RESEARCH METHODOLOGY SOURCES OF DATA Required data for analysis has been collected through Primary data Secondary data

Primary data Information that is collected from employees or any person is known as primary data, it is otherwise called as first information. It is collected through questionnaires and interviews. Secondary data Information that is gathered from books, companys previous records, magazines are known as secondary data. This study is based mainly of primary data. The main sources of primary data are employees of Panchasheel Enterprises (Ailneni) Pvt. Ltd. The secondary data is gathered from the status reports, records and personnel manual of Panchasheel Enterprises (Ailneni) Pvt. Ltd. Karimnagar TOOLS FOR DATA COLLECTION Tools used for data collection were as follows: Unstructured discussion Structured discussion

SAMPLE DESIGN Sample Size 60 employees (including executives and non-executives) from various departments were chosen randomly for this study. Sampling technique The technique used for the analysis of the study is Simple random sampling technique. LIMITATIONS The following limitations are considered: The study brings the general response of the employees but it will not reflect the exact response of all. As the study will be conducted in Panchasheel Enterprises (Ailneni) Pvt. Ltd., in HR division it indicates the perception of the employees in that division only. The study restricts up to 60 samples. It will not consider all the employees in the organization. The study focuses on the attitudes and perceptions of employees only; it will not cover the financial conditions of the employees.

JOB SATISFACTION - A CONCEPTUAL WORK DEFINITION

Locke defines job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences. To the extent that a persons job fulfils his dominant need and is consistent with his expectations and values, the job will be satisfying. One way to define job satisfaction has the end state of feeling. The word end emphasizes the fact that the feeling is experienced after a task is accomplished or an activity has taken place whether it is highly individualistic effort of writing a book or a collective endeavor of constructing a dam. These tasks/activities may be easily observable of could be experienced. But in all cases, they satisfy a certain need. The three important aspects of job satisfaction are: Firstly, job satisfaction is a function of values, defined as "what a person consciously or unconsciously desires to obtain". One person may value high pay above all else: another may value the opportunity to travel: another may value staying within a specific geographic region. The third important aspect of job satisfaction is perception. It is one's perception of one's present situation relative to one's values that matters. Aspects of work behavior and personal characteristic plays vital role in deciding the satisfaction of the employee in his/her job. JOB SATISFACTION AND WORK BEHAVIOR: Generally, the level of job satisfaction seems to have some relation with various aspects of work behavior like absenteeism, adjustment, accidents, productivity and union affiliation. Although several studies have shown varying degrees of relationship between them and some job satisfaction, it is not quite clear whether these relationships are correlative or casual. In other words, is job satisfaction a cause of these aspects of work behavior or whether work behavior causes satisfaction?

JOB SATISFACTION AND PERSONAL CHARACTERISTICS: When a person comes to work, he brings with his total personality, his attitudes, likes and dislikes, his personal characteristics and these, in turn, influence the satisfaction he derives from his work. As work is one of the necessary aspects of the total life experience of an individual, it becomes important to examine how his personal characteristics influence his job satisfaction. Personal characteristics here refer to such bio-social variables as age, marital status, education, length of service, and income, etc. MEASUREMENT OF JOB SATISFACTION: Measurement of job satisfaction has come to acquire the same as the measurement of intelligence. Since there is no agreement on a specific definition, generally questionnaires are developed to measure satisfaction with various aspects of work and the resultant behavior or score is called job satisfaction. Today, as intelligence is defined as what is measured by job satisfaction questionnaire. Perhaps, the earliest of all the known scales of measuring job satisfaction is that by Hoppock (1935), he developed essentially 4 items, each one with seven alternative responses. If a person chooses the "least satisfied" alternative for each item, other alternatives represent a 100 point addition to the previous alternatives. Thus, if a person chooses first alternative or all four items his total score is 400. The maximum total possible is 2800 provided all four seven alternatives are chosen. But Hoppock takes the average of the four items (range 100 - 700) for developing the satisfaction index by Hoppock is generally not used now but its variations can be spotted' in the literature. Hoppock's index is perhaps, the only direct measure of job satisfaction. Others (and there are quite a lot) have indexed job satisfaction in terms of the responses to a variety of questions, which deal with factors that are directly or indirectly connected with jobs. These responses are usually measured on a variety of scales ranging from yes - no to 7 - point or 5 points agree - disagree type of scales.

The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling state accompanying the attainment by an impulse of its objective. Life can be characterized as an activity. Work also is a form of social activity that has social approval. Man primarily works to satisfy his needs. Needs may vary from individual to individual and culture to culture. Satisfaction of needs is essential both for physical survival as well as providing man with pleasure and comforts. Thus every man works. Work as a social activity is essential part of mans life. People seek satisfaction of needs and pleasure i.e. works. Ordinarily, it is enjoyable but when people do not get what they aspire for, work ceases to be a source of displeasure and dissatisfaction. Low job satisfaction is a sign of deterioration in the efficiency of work in the organization. On the other hand, high job satisfaction of employee is a positive sign for the employer for it is connected with those positive conditions which the management wants. Work has been the central activity and man since the very primitive days is directed towards satisfaction of primary needs. It brings those material rewards which provide to him subsistence and at the same time, it decides a mans status in society. Hence it is natural that every man seeks satisfaction in major activity of work. The implicit assumption of course is that the satisfied worker produces more, works more. The best company is of course the company with the best satisfied work.

FACTORS INFLUENCING JOB SATISFACTION There a number of factors that influence job satisfaction. Among them the major ones observed in Indian context are: 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 facilities for human resources development can provide 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, and 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 identify, prevent and tackle the problem. He may arrange for the treatment of the problem with the healthy unit of the company. Organizational health programs:

Effective implementation of health programs result in reduction of 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 worksheet, part time employment that may be introduced for the convenience and comfort of the workers.

Participate 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 job satisfaction. 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 are some of the means to recognize the employees. Congenial superior sub-ordinate relationships:

Harmonious supervisor worker relations give the workers sense of social association and sense of belonging. We should not ignore the impact of social relations at the work place as the productivity is resulting from this. Grievance procedure:

Proper grievance procedure that is quick and justified gives employees an opportunity to vent their feelings and represent their case. Adequacy of resources:

Resources should not match with the stated objectives; otherwise, employees will not be satisfied which results in employee dissatisfaction. Senior merit in promotions:

Companies either take seniority or merits as basics for promoting the employees, each of these methods have their relative disadvantages and hence it is advisable to take both of them together in promotion policy there by resulting in higher job satisfaction.

Employment on permanent basis:

Job security adds a lot of job satisfaction for employees working on temporary basic or on probation all constantly worried about this employing them on permanent basic reduces their sense of insecurity and enhances job satisfaction.

THEORIES OF JOB SATISFACTION

There are three theories / approaches of job satisfaction. Fulfillment Theory:

The properties of this theory measure satisfaction in terms of rewards a person receives or the extent to which his needs are satisfied. There is a direct positive relationship between job satisfaction and the actual satisfaction of the expected needs. Discrepancy Theory:

The proponents of this theory argue that satisfaction of a person receives from his job situation and what he thinks he should receive or what he expects to receive. When the actual satisfaction derived is less than expected satisfaction, it results in dissatisfaction. Equity Theory:

The proponents of this theory are of the view that a persons satisfaction is determined by his perceived equity, which in turn is determined by his input-output balance compared to his comparison of others, input-output balance. Input-output balance is the perceived ratio of what a person receives from his job relative to what he contributes to the job.

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.

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.

1. You are provided adequate facilities to do your job.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 6 47 5 2 0

PERCENTAGE OF RESPONDENTS 10% 78% 9% 3% 0%

78% 80% 70% 60% 50% PERCENTAGE OF 40% RESPONDENTS 30% 20% 10% 0% Strongly agree Agree Cant say Disagree Strongly disagree OPINION 10% 9% 3% 0%

INTERPRETATION: 78% of the employees agreed that they are provided adequate facilities to do their job. 10% of the respondents strongly agreed it. 3% of the respondents disagreed it.

2. You believe that the work atmosphere is friendly.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 29 31 0 0 0

PERCENTAGE OF RESPONDENTS 48% 52% 0% 0% 0%

60% 48% 50% 40% PERCENTAGE OF 30% RESPONDENTS 20% 10% 0% Strongly agree

52%

0%

0%

0% Strongly disagree

Agree

Cant say OPINION

Disagree

INTERPRETATION: 52% of the employees agreed that they believe that the work atmosphere is friendly. 48% of the respondents strongly agreed it.

3. You are given adequate freedom to do your job efficiently.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 9 26 21 4 0

PERCENTAGE OF RESPONDENTS 15% 43% 35% 7% 0%

43% 45% 40% 35% 30% PERCENTAGE OF 25% RESPONDENTS 20% 15% 10% 5% 0% 35%

15% 7% 0%

Strongly agree

Agree

Cant say OPINION

Disagree

Strongly disagree

INTERPRETATION: 43% of the employees agreed that they are provided adequate freedom to do their job. 15% of the respondents strongly agreed it. 7% of the respondents disagreed it.

4.

You know what is expected from you at work.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 44 16 0 0 0

PERCENTAGE OF RESPONDENTS 73% 27% 0% 0% 0%

80% 70% 60% 50% PERCENTAGE OF 40% RESPONDENTS 30% 20% 10% 0%

73%

27%

0%

0% Disagree

0% Strongly disagree

Strongly agree

Agree

Cant say OPINION

INTERPRETATION: 27% of the employees agreed that they know what is expected of them at work. 73% of the respondents strongly agreed it.

5. In the last 7 days, you received praise for your good work.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 8 24 19 9 0

PERCENTAGE OF RESPONDENTS 13% 40% 32% 15% 0%

40% 40% 35% 30% 25% PERCENTAGE OF 20% RESPONDENTS 15% 10% 5% 0% Strongly agree Agree Cant say OPINION Disagree Strongly disagree 0% 15% 13% 32%

INTERPRETATION: 40% of the employees agreed that in the last 7 days, they received praise for their good work. 13% of the respondents strongly agreed it. 15% of the respondents disagreed it.

6. Your superior, to whom you report, seems to care about you as a person.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 12 36 8 4 0

PERCENTAGE OF RESPONDENTS 20% 60% 13% 7% 0%

60% 70% 60% 50% PERCENTAGE OF 40% RESPONDENTS 30% 20% 10% 0% Strongly agree Agree Cant say OPINION Disagree Strongly disagree 20% 13% 7% 0%

INTERPRETATION: 60% of the employees agreed that their superior, who is the person they report to, seems to care them as a person. 20% of the respondents strongly agreed it. 7% of the respondents disagreed it.

7.

Your superior encourages your development.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 18 37 4 1 0

PERCENTAGE OF RESPONDENTS 30% 62% 7% 1% 0%

70% 60% 50% 40% 30% 20% 10% 0% Strongly agree 30%

62%

PERCENTAGE OF RESPONDENTS

7% 1% 0%

Agree

Cant say OPINION

Disagree

Strongly disagree

INTERPRETATION: 62% of the employees agreed that their superior encourages their development. 30% of the respondents strongly agreed it. 1% of the respondents disagreed it.

8. At work, your response seems to count.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 29 19 9 3 0

PERCENTAGE OF RESPONDENTS 48% 32% 15% 5% 0%

48% 50% 45% 40% 35% 30% PERCENTAGE OF 25% RESPONDENTS 20% 15% 10% 5% 0% Strongly agree Agree Cant say OPINION Disagree Strongly disagree 5% 0% 32%

15%

INTERPRETATION: 32% of the employees agreed that their response counts at work. 48% of the respondents strongly agreed it. 5% of the respondents disagreed it.

9. You have a best friend at work.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 22 26 12 0 0

PERCENTAGE OF RESPONDENTS 37% 43% 20% 0% 0%

43% 45% 40% 35% 30% PERCENTAGE OF 25% RESPONDENTS 20% 15% 10% 5% 0% Strongly agree Agree Cant say OPINION Disagree Strongly disagree 0% 0% 20% 37%

INTERPRETATION: 78% of the employees agreed that they are provided adequate facilities to do their job. 10% of the respondents strongly agreed it. 3% of the respondents disagreed it.

10. The purpose of your company makes you feel that your job is important.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 17 25 13 5 0

PERCENTAGE OF RESPONDENTS 28% 42% 22% 8% 0%

42% 45% 40% 35% 30% PERCENTAGE OF 25% RESPONDENTS 20% 15% 10% 5% 0%

28% 22%

8% 0% Strongly agree Agree Cant say OPINION Disagree Strongly disagree

INTERPRETATION: 42% of the employees agreed that the purpose of their company makes them feel that their job is important. 28% of the respondents strongly agreed it. 8% of the respondents disagreed it.

11. Your associates are committed to doing quality work. S. NO 1 2 3 4 5 RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree NO. OF RESPONDENTS 24 29 7 0 0 PERCENTAGE OF RESPONDENTS 40% 48% 12% 0% 0%

48% 50% 45% 40% 35% 30% PERCENTAGE OF 25% RESPONDENTS 20% 15% 10% 5% 0% Strongly agree Agree Cant say OPINION Disagree Strongly disagree 0% 0% 40%

12%

INTERPRETATION: 48% of the employees agreed that their associates are committed to doing quality work 40% of the respondents strongly agreed it.

12. In the last three months, your superior talked to you about your progress.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 20 23 11 6 0

PERCENTAGE OF RESPONDENTS 33% 38% 19% 10% 0%

38% 40% 35% 30% PERCENTAGE OF 20% RESPONDENTS 15% 10% 5% 0% Strongly agree Agree Cant say OPINION Disagree Strongly disagree 25% 19% 10% 0% 33%

INTERPRETATION: 38% of the employees agreed that in the last three months, their superior had talk to them about their progress 33% of the respondents strongly agreed it. 10% of the respondents disagreed it.

13. This last year, you have had opportunities at work to learn and grow.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 21 17 8 9 0

PERCENTAGE OF RESPONDENTS 35% 28% 14% 15% 8%

35% 35% 30% 25% PERCENTAGE OF 20% RESPONDENTS 15% 10% 5% 0% Strongly agree Agree Cant say OPINION Disagree Strongly disagree 14% 15% 8% 28%

INTERPRETATION: 28% of the employees agreed that this last year, they had opportunities at work to learn and grow. 35% of the respondents strongly agreed it. 8% of the respondents strongly disagreed it.

14. The best people in your profession are keen to work with your organization. S. NO 1 2 3 4 5 RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree NO. OF RESPONDENTS 33 36 11 0 0 PERCENTAGE OF RESPONDENTS 22% 60% 18% 0% 0%

60% 70% 60% 50% PERCENTAGE OF RESPONDENTS 40% 30% 20% 10% 0% Strongly agree Agree Cant say OPINION Disagree Strongly disagree 0% 0% 22% 18%

INTERPRETATION: 60% of the employees agreed that the best people in their profession are keen to work with the organization. 22% of the respondents strongly agreed it.

15. You are informed about the activities that go on in your organization.

S. NO 1 2 3 4 5

RESPONSE Strongly agree Agree Cant say Disagree Strongly disagree

NO. OF RESPONDENTS 17 38 5 0 0

PERCENTAGE OF RESPONDENTS 29% 63% 8% 0% 0%

70% 60% 50% PERCENTAGE OF RESPONDENTS 40% 30% 20% 10% 0% Strongly agree 29%

63%

8% 0% 0%

Agree

Cant say OPINION

Disagree

Strongly disagree

INTERPRETATION: 63% of the employees agreed that they are kept informed about the activities that go on in the organization 29% of the respondents strongly agreed it.

FINDINGS
1. 78% of the employees agreed that they are provided adequate facilities to do their job. 2. 52% of the employees agreed that they believe that the work atmosphere is friendly. 3. 43% of the employees agreed that they are provided adequate freedom to do their job. 4. 27% of the employees agreed that they know what is expected of them at work. 5. 40% of the employees agreed that in the last 7 days, they received praise for their good work. 6. 60% of the employees agreed that their superior, who is the person they report to, seems to care them as a person. 7. 62% of the employees agreed that their superior encourages their development. 8. 48% of the respondents strongly agreed it. 9. 78% of the employees agreed that they are provided adequate facilities to do their job. 10. 42% of the employees agreed that the purpose of their company makes them feel that their job is important. 11. 48% of the employees agreed that their associates are committed to doing quality work 12. 38% of the employees agreed that in the last three months, their superior had talk to them about their progress

13. 28% of the employees agreed that this last year, they had opportunities at work to learn and grow. 14. 60% of the employees agreed that the best people in their profession are keen to work with the organization. 15. 63% of the employees agreed that they are kept informed about the activities that go on in the organization

CONCLUSIONS
Employees are provided adequate facilities to do their job. Employees are given adequate freedom to do their job efficiently. Supervisors care about the employees and subordinates well. Employees are very satisfied with it. Superiors encourage the development of employees and offer suggestions to improve the work if there is any lack in the work. This last year, they have had opportunities at work to learn and grow. The best people in their profession are keen to work with my organization. All employees are kept informed about the activities that go on in the organization. The employee participation in the management activities is quite positive. The employees are happy and comfortable not only with their work but also with their superiors and with the organization. It is good to see that employees are proud to be the members of Panchasheel Enterprises (Ailneni) Pvt. Ltd..

SUGGESTIONS
Some employees are dissatisfied regarding the facilities provided by the organization. Therefore the management has to take steps to improve the facilities provided to all employees. Employees are not provided adequate freedom to do the job. Therefore the balance between authority and responsibility has to be properly furnished. Some employees agreed that some superiors dont care about the employees as a human. So the superior and employee relationship has to be improved.

QUESTIONNAIRE
NAME: DESIGNATION:

Q1. You are provided adequate facilities to do your job Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q2. You believe that the work atmosphere is friendly Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q3. You are given adequate freedom to do your job efficiently Strongly agree Disagree [ [ ] ] Agree strongly disagree [ [ ] ] cannot say [ ]

Q4. You know what is expected from you at work Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q5. In the last 7 days, you received praise for your good work Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q6. Your superior, to whom you report, seems to care about you as a person Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q7. Your superior encourages your development. Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q8. At work, your RESPONSE seems to count. Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q9. You have a best friend at work. Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q10. The purpose of your company makes you feel that your job is important. Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q11. Your associates are committed to doing quality work. Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q12. In the last three months, your superior has talked to you about your progress. Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q13. This last year, you have had opportunities at work to learn and grow. Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q14. The best people in your profession are keen to work with your organization. Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

Q15. You are informed about the activities that go on in your organization. Strongly agree Disagree [ [ ] ] Agree [ ] ] cannot say [ ]

strongly disagree [

BIBLIOGRAPHY
Memoria .C.B, Personal management, Himalaya Publishing House, Mumbai, 2007 P. Subbarao, Essential of Human Resource Management, Himalaya Publishing House, Mumbai, 1997. Tapomay Deb, Managing Human resource and Industrial Relations, Excel publications, 1st Edition, 2009. Ashwattapa & Sadnadash, Human Resources Management, Tata McGraw Hill Ltd, New Delhi, 1997

WEBSITES www.shrm.org www.hr.com www.safehr.com www.associatedemployers.org