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Chapter-I PHILIPS ELECTRONICS INDIA LTD. -AN OVERVIEW

COMPANY PROFILE
MISSION & VISION Mission
"Improve the quality of peoples lives through timely introduction of meaningful innovations."

Vision
In a world where complexity increasingly touches every aspect of our daily lives, we will lead in bringing sense and simplicity to people. VALUES

Delight Customers Deliver great results Develop people Depend on each other

GOALS & OBJECTIVES Delight Customers We anticipate and exceed customer expectations

We demonstrate Passion for Philips and "sense and simplicity" We create superior customer experiences, based on deep insights We act as One Philips ambassadors all the time

Deliver great results We continually raise the bar

We play to win big and always set ambitious targets We challenge the status quo and experiment with new ways We take clear decisions and implement with speed and discipline

Develop people We get the best from ourselves and each other

We attract the best players to create strong and diverse teams We take risks by giving people stretch assignments to accelerate their development We personally invest significant time to coach and recognize people

Depend on each other We deliver more value by working as One Philips

We think as One Philips and act as owners We trust and empower each other to contribute our best We team up and allocate resources to the most promising opportunities

HISTORY
. When Philips started manufacturing incandescent lamps in 1891, there was already a separate industrial research laboratory outside the factory; a concept virtually unknown elsewhere. In 1913, another major step was taken with the opening of a physics laboratory (the 'Nat. Lab.'). Under the leadership of Dr Gilles Holst, the Philips Research organization became a major center of technical competence and innovation. From 1914-1945 1914 to 1945 saw considerable growth and diversification. Improvements were made to the incandescent lamp, and gas discharge lamps proved more efficient in generating light. Meanwhile our 'bulb expertise' led to new products such as the X-ray tube and the radio valve. The invention of the pentode gave Philips an important patent in radio. In 1923, Philips decided to become a 'systems supplier' instead of a 'components company', and consequently the research organization broadened its scope into radio as well as television. 1945-1970 After World War II there was a period of expansion. The sky was the limit. Television built on research carried out in the 30s became a mass-produced consumer phenomenon. The invention of the transistor by Bell Labs changed the world of electronics forever. We built up a strong patent position in magnetic materials, and contributed many breakthroughs such as the LOCOS process (LOCal Oxidation of Silicon), used in every modern Metal-Oxide-Semiconductor (MOS) IC, the rotary heads for the Philishave electric shaver (1950s), and the compact audio cassette (1963), a breakthrough in audio recording. Research laboratories in England, France, Germany and the USA were founded.

1970-today From 1970 to the present day, our research has been tied much more closely to our industrial and business activities. This resulted in revolutionary developments such as the introduction of the CD, the DVD and Blu-ray Disc. In the medical sphere we made great strides forward in magnetic-resonance imaging and ultrasound, and with our increasing focus on health and wellbeing, these developments are still ongoing: in 2006, we saw the first commercial launch of a 3D scanner.

In that same year, we sold 80% of our Semiconductors business as a new independent company, NXP, was created. We also adopted Open Innovation as our way of working: the High Tech Campus Eindhoven was opened up to external companies.

At Philips Research, we continue to focus on meaningful innovations that improve peoples lives. Ambilight, for example, has brought a whole new dimension to TV viewing, and in 2007, we developed Lumiramic a groundbreaking new phosphor technology for energy-efficient white LEDs together with our partners. The future of Philips Research Philips Research will remain an important driving force in realizing Philips vision to become an even more market-driven and people-centric health and well-being company. We do this by continually evaluating key issues and trends in society to ensure that peoples needs are at the heart of our innovations, now and in the future.

Royal Philips Electronics of the Netherlands is a diversified Health and Well-being

company, focused on improving peoples lives through timely innovations. As a world leader in healthcare, lifestyle and lighting, Philips integrates technologies and design into people-centric

solutions, based on fundamental customer insights and the brand promise of sense and simplicity. Headquartered in the Netherlands, Philips employs approximately 121,000 employees in more than 60 countries worldwide. With sales of EUR 26 billion in 2008, the company is a market leader in cardiac care, acute care and home healthcare, energy efficient lighting solutions and new lighting applications, as well as lifestyle products for personal well-being and pleasure with strong leadership positions in flat TV, male shaving and grooming, portable entertainment and oral healthcare.

Philips Electronics India Limited

Philips Electronics India Limited, a subsidiary of the Netherlands-based Royal Philips Electronics, is the leading Health and Wellbeing company. Today, Philips is a simpler and more focused company with global leadership positions in key markets of Healthcare, Lighting and Consumer Lifestyle, addressing peoples Health and wellbeing needs and aspirations as its overarching theme. As one of the nation's most well-known and well-loved brands, Philips is a part of practically every Indian's life. With recent launch of Philips Respironics product categories in obstructive sleep apnea management and home respiratory care, home decorative lighting range and ALU range, Philips products find use in virtually every aspect of an individuals daily life 24X7 - at home, at work, on the move and at rest. Philips stands as a source of easy to use, trendy and innovative internationally acclaimed products with superior design and technology that enhance the quality of consumers' professional and personal lives. Philips has been operating in India for over 75 years and employs over 4,500 employees around the country. The company has an excellent pan India distribution and after-sales service network.

BUSINESSES

Lighting Philips Electronics India, Indias largest lighting company operates in business areas of Lamps, Luminaires, Lighting Electronics, Automotive and Special Lighting. Today, as global leader in Lighting, Philips is driving the switch to energy-efficient solutions. With worldwide electrical lighting using 19 per cent of all electricity, the use of energy-efficient lighting will significantly reduce energy consumption around the world and thereby cut harmful CO2 emissions. Philips India has been consistently working with industry bodies such as ELCOMA, Bureau of energy efficiency and NGOs towards addressing Indias power crisis through promotion of energy efficient lighting in India. Philips provides advanced energy-efficient solutions for all segments: road lighting, office & industrial, hospitality and home. Philips is also a leader in shaping the future with exciting new lighting applications and technologies such as LED technology, which, besides energy efficiency, provides attractive benefits and endless new never-before-possible lighting solutions. In 2008, Philips inaugurated a global research and development (R&D) centre for lighting electronics in India. This was its third such unit in the world. The facility which is situated in Noida will not only cater to the needs of the Indian market but also the Asia-Pacific, Europe and North America. The other R&D centres are located at Eindhoven in the Netherlands and in Shanghai, China. One of the primary research areas for the centre is to develop products that can tackle high voltage fluctuations in India. The centre currently employs 35 engineers. Around 40 per cent of Philips revenue in India comes from the lighting business Consumer lifestyle

Guided by the brand promise of sense and simplicity and the consumer insights, Philips Consumer Lifestyle offers rich, new consumer experiences that meet consumers desire for relaxation and improving their state of mind. Philips also responds to the consumer's desire for wellness and pleasure by introducing products that meet the individuals interests in terms of their mind, space, body and appearance. The Consumer Lifestyle arm in India operates in the business areas of Home Entertainment solutions and Personal Infotainment with product categories such as TVs, home theatre systems, music systems, DVD players, personal entertainment solutions, sound accessories, Domestic Appliances and Personal care. Philips Innovation Campus (PIC) Philips Innovation Campus (PIC), Bangalore is a division of Philips Electronics India Limited, which is owned 96% by Royal Philips Electronics N.V., The Netherlands. It was established in August 1996, with a vision to be an innovation hub creating next generation solutions and products for Healthcare and Lifestyle. With the objective of meeting the growing need for highquality, cost-effective software development capacity within the organization, PICs share has increased significantly from 8% in 1998 to around 20% in 2008.

Working at PIC are about 1000 of the industry's finest professionals, using state-of-the-art software engineering paradigms and platforms including real-time systems, component-based software engineering and multi-threaded architecture to drive the creation of tomorrow's products and services. PIC is an ISO 9001/Tick IT, SEI, CMM SM level 5 company & has emerged as a critical partner in the development of strategic & futuristic technologies for Philips

worldwide. 60,000 registered patents illustrate the innovative nature of the company. Philips has adopted an Open Innovation strategy which leverages the joint innovative power of partnering companies and researchers to bring more innovations to the market effectively and faster. PIC has built-up extensive know-how and expertise in the software engineering and technology domains relevant to its business. In addition, competencies in the areas of project management, requirement engineering and quality assurance have been established to offer customers products and services of the highest quality, at the fastest time-to-market and the lowest cost of ownership. RESEARCH AND DEVELOPMENT Since its foundation 100 years ago, Philips Research has been at the forefront of fundamental scientific research. But, with market focus being more and more important across almost all corporate R&D organizations, is this still the case? If some of the pioneering work being done by scientists across Research is anything to judge by, the answer is a resounding yes.

Its different at the cutting edge

In todays market-focused corporate R&D organizations, the boundary between fundamental scientific research and applied research is becoming increasing blurred particularly when it comes to some of the most exciting areas of research. Here at Philips, our way of working is very dynamic, says Philips Researchs Chief Science Officer Emile Aarts. This means that you can apply both the fundamental and the applied labels to many of the projects that were working on because they are both very flexible terms. Philips Researchs work on sleep, for instance, is an excellent example of this more dynamic approach. This is a very important area for Philips but theres currently very little fundamental knowledge available. Thats why were involved in investigating the key issues at a more fundamental level together with our university

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and research institute partners. The only difference is that we want this research to lead to marketable products and solutions. Open Innovation in new areas Despite the flexible nature of the fundamental and applied labels, it is still possible to detect a decline in some areas of more fundamental research at Philips in recent years. This has mainly occurred in fields that dont support the execution of our companys Health and Well-being strategy, says Aarts. As he explains, this refocusing exercise has gone hand-in-hand with an expansion of more fundamental research activities in a number of new fields, such as deep-brain stimulation and multi-modal imaging for healthcare applications. In these fields were considered to be an extremely important research partner especially by colleagues working in universities. In the future, Philips Research will continue to develop its reputation in a number of exciting fundamental domains green lighting and skincare are just two examples albeit with a more applied focus. Hopefully, this research will enable us to build on our strong heritage of improving the quality of peoples lives.

BOARD OF DIRECTORS
Non-Executive Director & Chairman Executive Vice Chairman & Managing Director S. M. Datta Murali Sivaraman

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Executive Director Non-Executive Director

Jan-Hein Louwman S. Venkatramani

India Management Team

MURALI SIVARAMANN - CEO ANJAN BOSE - Healthcare JAN-HEIN LOUWMAN CEO MAHESH KRISHNAN Consumer lifestyle RAJEEV CHOPRA lighting RAKESH SHARMA Strategic Business Development S. NAGARAJAN Human resources VIVEK SHARMA Chief Marketing Officer WIDO MENHARDT Philips Innovation Campus

Corporate OfficePhilips Electronics India Ltd. Technopolis Knowledge Park Mahakali Caves Road, Chakala, Andheri (East),Mumbai 400 093 Tel: +91 22 66912000

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VISION 2012
Through the Vision 2012 strategy, we aim to fuel growth by making Philips the leading brand in Health and Well-being. Vision 2012 further positions Philips as a market-driven, people-centric company with a strategy and a structure that fully reflect the needs of its customer base, while also increasing shareholder value. This is implemented through sharpened strategies in the three core sectors: Healthcare, Lighting and Consumer Lifestyle. With Vision 2010, we are putting people right at the center of things, with Health and Wellbeing as our overarching theme. We are thereby putting into practice our mission: improving the quality of life through the introduction of meaningful innovations. Gerard Kleisterlee, President and CEO of Royal Philips Electronic. Our Ways of Working: 1. We are a people-centric company that organizes around customers and markets 2. We invest in a strong brand and consistently deliver on our brand promise of sense and simplicity, in our actions, products and services 3. We deliver innovation by investing in world class strengths in end-user insights, technology, design and superior supplier networks 4. We develop our peoples leadership, talent and engagement and align ourselves with high performance benchmarks 5. We invest in high growth and profitable businesses and emerging geographies to achieve market leadership positions

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6. We are committed to sustainability and focus on making the difference in efficient energy use 7. We drive operational excellence and quality to best in class levels, allowing us the above mentioned strategic investments in our businesses.

BRAND PROMISE
It is the combination of two unique capabilities that enables us to deliver on our sense and simplicity promise. These capabilities are firstly, by understanding people and secondly, technology integration and product design. We put our end users front and center of product innovations starting with understanding their needs and aspirations. We use best-in-class research facilities and agencies to validate and ensure that our product innovations are designed around peoples needs and aspirations, easy to experience and advanced.

SUSTAINABILITY
In 2009 we evaluated our sustainability strategy and resolved to fully leverage sustainability as an integral part of our overall strategy and an additional driver of growth, as reflected in the Philips Management Agenda 2012.

To deliver on our brand promise of sense and simplicity and at the same time provide the company direction for the longer term in this area, we have identified three sustainability

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leadership key performance indicators where we can bring our competencies to bear, care, energy efficiency and materials including targets for 2015:

Bringing care to more than 500 million people Target: 500 million lives touched by 2015

Improving energy efficiency of Philips products Target: 50% improvement by 2015 (for the average total product portfolio) compared to 2009

Closing the materials loop Target: Double global collection, recycling amounts and recycled materials in products by 2015 compared to 2009.

Each sector will take the lead on one of the leadership key performance indicators with Healthcare leading care, Lighting energy efficiency and Consumer Lifestyle materials. In addition, we defined a set of complementary performance indicators to accelerate change and drive performance, including the EcoVision4 parameters With EcoVision4 we have committed to the following by 2012: Generate 30% of total revenues from Green Products Double investment in Green Innovations to a cumulative EUR 1 billion

Improve our operational energy efficiency by 25% and reduce our CO2 emissions by 25%, all compared with the base year 2007.

SOCIAL COMMITMENT

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Living up to this commitment means we use our capabilities to enhance the lives of our employees and people in society at large. Within the company, we encourage teamwork and collaboration in an environment that enables employees to reach their full potential. Building on our rich heritage of involvement in social issues, we have established our own approach of supporting the communities where we live and work, focusing on energy efficiency and healthcare. Sustainable lighting There is a pressing need to find innovative lighting solutions for the 1.6 billion people who live in areas with no access to the electricity grid or where the grid is unreliable. Thats why we have developed SMILE (Sustainable Model in Lighting Everywhere). Launched as a pilot in 2006 in four Indian states, SMILE includes two lighting solutions: UDAY, a rechargeable portable lantern, and KIRAN, a hand-cranked LED flashlight. Today are distributed in eighth Indian states.

SWOT ANALYSIS
Strengths: India was a market where the first mover enjoyed advantages over latecomers.

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The first image of the product lasted long in the eyes of the consumer and the first to enter the market could gain the largest market share

PHILIPS is committed to enhance its image to the Chinese market as investors PHILIPS was building a wholly owned manufacturing plant in India to show the Chinese the commitment Korea had to the Chinese society.

Labor costs in India were less and would defray the cost of producing high-end Samsung has been making color TVs for many years in Korea before moving to the Chinese market Weaknesses: PHILIPS India has must a continue reputation to of control being a all costs to maintain success

protected

market

(protectionism)

India was a market where the first mover enjoyed advantages over late comers, PHILIPS is trying to overcome the first comer advantage Japan manufacturers have over them by being those first comers. Companies such as Sony and Matsushita had built sales and service networks that were favorable to their sales programs in India, while Samsung would have to catch up in that area Samsung is not as experienced in manufacturing high-end TVs for a higher-end market segment

Opportunities: Based on the data that on 28% of the 220 million rural households own a color TV. PHILIPS focus on the domestic India market should be to penetrate the rural household market, which would mean that for those purposes the low-end production of sets in the 13 to 20 range should

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be

produced

to

appeal

to

that

segments

purchasing

ability.

Larger more high-end models can be produced to appeal to an urban customer in India, as well as being an export to the U.S. and European higher end customers.

With success in the higher-end manufacturing and sales of premium TVs in India; PHILIPS can establish themselves as high-end producers around the world Threats: PHILIPS faces intense competition in the color TV market

A premium-priced product wouldnt sell in large volumes, so pricing can be a problem. Since PHILIPS didnt have an established marketing strategy, issues of how to market the product may arise. Loss of profitability because related to over-employment at most facilities

Is the per capita income level such that it can support sales of product at any level If PHILIPS fails to be successful in the Chinese market with high-end product it will be known around the world India was a market where the first mover enjoyed advantages over late comers. The first image of the product lasted long in the eyes of the consumer and the first to enter the market could gain the largest market share

PHILIPS is committed to enhance its image to the Chinese market as investors

PHILIPS ELECTRONICS MOHALI PLANT

The mohali plant was established in 1985 as PUNJAB ANAND LAMP Ltd, as its second division of lamp industry after the varodra plant , at that time it was a joint stock company and majority of shares was with Punjab Anand Lamp around 75% , but in the year 2001 the company

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ownership changed and the whole shares was bought by PHILIPS ELECTRONIC INDIA Ltd. and its name was changed to PHILIPS ELECTRONIC INDIA Ltd. MOHALI LIGHT FACTORY. The plant is situated in Industrial focal point PHASE-9 MOHALI near Mohali railway station and is sreaded in 26 acres. Total employees of tis plant is 532 including casual employees. This company is a landmark in the Punjab state as it is the only factory which is most profitable one than any industry located in Punjab.

OVERVIEW OF VARIOUS FRONTS OF PHILIPS ELECTRONICS INDIA Ltd.

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ManufacturingToday the product range of Philips include the following products

Televisions- LCD, Plasma, Flat Screen , Smart Touch XL. Recorders, DVD Players, I pods and Home Theatre Systems. Audio Products - Audio Systems, Remote Controls, Audio/Video Accessories. Digital Photo Products and Frames. Portable Audio and Video Systems, Accessories like Headphones and Speakers. PC Products - Mouse and Keyboard, Multi Media Headsets, External Hard Disk Drives. Mobile Phones. Male Shaving and Grooming - Dry Shavers, Beard Trimmers. Personal Care - Beauty and Hair Care Products. Kitchen Appliances - Blenders and Hand Blenders, Juicers and Citruspresses, Food Processors and Mixers, Coffee Makers and Kettles, Frying and Grilling Appliances, Toasters and Snacking Products.

Household Products - Irons, Vacuum Cleaners, Water Purifiers. Professional Lighting - Industrial, Shops and offices, Road and Area, Hospitality, Sports Lighting, City Beautification and Petrol Stations.

Automotive Lighting - In Cars, Motorcycles and Trucks. Home Lighting.

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SERVICS Philips E-waste Management Program in India

Philips has tied up with a recycler for collecting, transporting and recycling unwanted / broken down consumer products. At Philips we offer consumers a convenient way of recycling their unwanted, obsolete and damaged Philips products by dropping them off at convenient locations. The program encompasses 8 major cities across India. Consumers can approach one of 27 authorized Philips service centres, which will act as collection points for consumer products which need recycling. Our efforts are to expand the network in the near future. Philips ensures that the consumer products received will be recycled in an environment-friendly manner. Philips understand the corporate social responsibility and takes steps towards providing a safer environment to the future generations. We design our products to continuously realize improvements and reduce their overall life cycle environmental impact. Designing products for recycling is an integral part of this approach. Our aim is to use our planets limited resources effectively and respect the principle of extended producer responsibility. This also calls for manufacturers to engage in developing solutions for effective and efficient recycling of their products. We will continue to promote and invest into improved recycling systems to reduce the impact of electronic waste on the environment.

MANUFACTURING AT MOHALI PLANT

Mohali plant mainly manufactures lighting products basically of domestic usage this includes the following products

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CFL bulbs 1. Genie - 5 watt, 8 watt, 11 watt 2. Essential 8 watt, 11 watt, 14 watt, 18 watt, 23 watt, 29 watt 3. Tornado 5 watt, 8 watt, 11 watt, 14 watt, 18 watt, 23watt, 29 watt 4. T5 slim tube 28 watt Coil plant Philips Electronics India is the only company that produces coils in the whole lighting industries in the world and in India only at the MOHALI PLANT.

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Chapter-II OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY

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To study the various aspects of Satisfaction Level of the Employees working at Philips Electronics India Ltd, Mohali .

To analyze the effect of Job satisfaction on the organisation. To determine the relation between job satisfaction of employees and their commitment towards the organisation.

To analyze the performance model adopted by the Philips Electronics India Ltd, Mohali to handle their manpower.

To suggest remedial measures for the improvement of the companys performance

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Chapter-III
Employees Commitment

Employees who are engaged in their work and committed to their organizations give companies crucial competitive advantagesincluding higher productivity and lower employee turnover.

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Thus, it is not surprising that organizations of all sizes and types have invested substantially in policies and practices that foster engagement and commitment in their workforces. But what are employee engagement and commitment, exactly? This report examines the ways in which employers and corporate consultants define these terms today, and offers ideas for strengthening employee engagement. Though different organizations define engagement differently, some common themes emerge. These themes include employees satisfaction with their work and pride in their employer, the extent to which people enjoy and believe in what they do for work and the perception that their employer values what they bring to the table. The greater an employees engagement, the more likely he or she is to go the extra mile and deliver excellent on-the-job performance. In addition, engaged employees may be more likely to commit to staying with their current organization. Software giant Intuit,2 for example, found that highly engaged employees are 1.3 times more likely to be high performers than less engaged employees. They are also five times less likely to voluntarily leave the company. Clearly, engagement and commitment can potentially translate into valuable business results for an organization. To help you reap the benefits of an engaged, committed workforce at your organization, this report provides guidelines for understanding and measuring employee engagement, and for designing and implementing effective engagement initiatives. As you will see, everyday human resource practices such as recruitment, training, performance management and workforce surveys can provide powerful levers for enhancing engagement.

Employee Engagement: Key Ingredients

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Employee Engagement Defined shows examples of engagement definitions used by various corporations and consultancies. Clearly, definitions of employee engagement vary greatly across organizations. Many managers wonder how such an elusive concept can be quantified. The term does encompass several ingredients for which researchers have developed measurement techniques. These ingredients include the degree to which employees fully occupy themselves in their work, as well as the strength of their commitment to the employer and role. Fortunately, there is much research on these elements of engagementwork that has deep roots in individual and group psychology. Definition : No company, small or large, can win over the long run without energized employees who believe in the [firm's] mission and understand how to achieve it. That's why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds. -Jack and Suzy Welch-

Common Themes: How Companies Measure Engagement Employers typically assess their employees engagement levels with company-wide attitude or opinion surveys. Pride in employer Satisfaction with employer Job satisfaction Opportunity to perform well at challenging work Recognition and positive feedback for ones contributions Personal support from ones supervisor

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Effort above and beyond the minimum Understanding the link between ones job and the organizations mission Prospects for future growth with ones employer Intention to stay with ones employer

The Link Between Employer Practices and Employee Engagement

How does an engaged workforce generate valuable business results for an organization? The process starts with employer practices such as job and task design, recruitment, selection, training, compensation, performance management and career development. Such practices affect employees level of engagement as well as job performance. Performance and engagement then interact to produce business results. Figure 1 depicts these relationships.

EMPLOYEE COMMITMENT

EMPLOYEE ENGAGEMENT

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How do you and other managers in your organization define commitment? Are some employees in your company engaged in their work but not committed to

How do you and other managers in your organization define employee engagement? How do you know that certain employees in your company are engaged? Do they relish

the organization? Committed to staying with their jobs? Enjoy specific responsibilities or your firm but not exactly engaged in their tasks? Willingly go the extra mile? work? Both engaged and committed? In teams, departments or business units in

To whom are your organization's employees your company that have a large number of committed? The company? Their supervisor? engaged employees, what business results Co-workers? Team members? Customers? are you seeing? Higher productivity? Lower

What business results has commitment from costs? Greater revenues? More efficiency? employees created for your organization? For Lower turnover? Higher product or service example, has commitment reduced turnover quality? and, therefore, decreased recruitment, hiring and training costs? Conversely, how do disengaged employees behave, and what are the consequent costs

What does your company do to reciprocate for their teams, units-and your entire employees' commitment? Is the organization company? living up to its side of the bargain?

As Figure 2 suggests, a person possesses attributes such as knowledge, skills, abilities, temperament, attitudes and personality. He or she uses these attributes to accomplish work

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behaviors according to organization-defined procedures, by applying tools, equipment and/or technology. Work behaviors, in turn, create the products and services that make an organization successful. We classify work behaviors into three categories: those required to accomplish duties and tasks specified in a job description (prescribed behaviors), extra behaviors that an employee contributes for the good of the organization ( voluntary behaviors), and behaviors prohibited by an employer (proscribed behaviors, including unexcused absenteeism, stealing and other counterproductive or illegal actions). Of course, job performance occurs in an organizational context, which includes elements such as leadership, physical setting and social setting.

Employers naturally want to encourage workers to perform prescribed and voluntary activities while avoiding proscribed ones. To achieve these goals, organizations use a number of HR

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practices that directly affect the person, process and context components of job performance. Employees reactions to these practices determine their levels of engagement and commitment.

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Chapter-IV LITERATURE OF THE REVIEW Job Satisfaction That Leads To The Commitment Of The Employees in The Organisation

Literature of Review

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Gerge, Bill : Authentic Leadership

In his book Authentic Leadership, former Medtronic CEO Bill George makes an obvious point that business leaders rarely say out loud: Missions motivate, dollars dont. What he means is that purpose is what drives employee commitment, not the financial rewards that come to others. Workers dont get up in the morning and say, Gee, I can hardly wait to get to work today to maximize shareholder profits. Even when employees are shareholders who can benefit from improved financials, what draws people to their chosen careers is the work itself and its purpose in the world, more than the profit possibilities. Mr. George goes on to say, I find there is universal agreement (among middle managers) that you cannot inspire employees by urging them to help management get the companys stock price up. There is, in fact, quite a bit of literature on this subject. In Awakening Corporate Soul, authors Eric Klein and John Izzo say that employee commitment requires knowing the purpose of our work; it means recognizing the purpose our organization fulfills that goes beyond the bottom line; and it means articulating to others how their (workers) efforts contribute to a larger purpose. In Built to Last, Jim Collins and James Porras spend an entire book explaining their five year research study of major companies that led to this conclusion about employee commitment: Purpose within a company is what sustains it; profit is important, but when its the prime directive, companies falter.

-Marshal Goldsmith-

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How to Increase Employee Commitment In practice this involves walking the talk, being transparent, communicating effectively, treating people equally, teaching, leading subordinates to increasingly excellent performance and responding to subordinates as mature individuals who are owed fairness, the truth and recognition of their achievements. Since managers interact directly and frequently with subordinates they are usually more "tuned in" to how employees are feeling than are executives. Managers are in a better position to know, for example, when employees are feeling alienated and disengaged from their work, which is very common today -- and expensive. Gaining employee commitment results in greater profits because enthusiastic employees stay, contribute discretionary effort, and engage customers. Performance soars when customers are enthused and stay and when executives, managers, and employees are a collaborative team, united in achieving common goals. But managers are often called "middle managers" for good reason: their job is to motivate and guide subordinates while they, at the same time, are being judged by their bosses. Because of their tween position in the hierarchy, managers, to effective support direct reports, must also create relationships with potential allies, especially those with greater power who have access to top decision makers.

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Harvard University: Factors that Impact Employee Well Being, Commitment and Productivity : Business executives from the C-suite and HR, to QC and R&D are, by nature, focused on the corporate bottom line. A new trend in our dawning age of social sustainability is that many experts believe more attention should be paid to the dotted line - the one signed when a person commits to employment at a company. New Harvard research validates this approach, affirming that trust and purpose play a significant role in building successful, productive workplaces. The behavioral research, conducted by a team at Harvard University and Massachusetts General Hospital, identifies the factors most likely to impact 21st century employee well being, commitment and productivity. The researchers found that commitment is largely influenced by one's sense of purpose, feeling of personal impact and overall trust in the organization. Productivity is largely affected by the quality of human relationships including cooperative, social group moods and interaction. "The results lead us to conclude that workplaces that provide positive environments that foster interpersonal trust and quality personal relationships create the most committed and productive employees," says Nancy Etcoff, Ph.D., the lead researcher on the study. Expert Shares Keys to Building Successful Workplace Relationships According to business strategist Courtney Anderson, J.D., M.B.A., "Outstanding leadership today means much more than just doing your job. Success is creating an environment that fosters happy, committed, productive team members." Anderson explains that reinvigorating workplaces by enhancing trust and employee commitment does not have to be difficult. The biggest challenge, she says, "is making the time to truly change in our overscheduled, instant access competitive work environments. With a little know-how, it can be easy to evolve workplace well being and respond to these compelling research results."

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-Mark HowellCEO Bright Point High-performing companies recognize that employee commitment is a major contributing factor toward sustaining long-term success and creating value. An engaged employee is involved and excited about their work and acts in a manner that will forward the organizations interest. An engaged workforce helps optimize and retain talent for the long-term because the employees choose to stay, even when other employment alternatives exist. According to Walker Information, the top three drivers of employee commitment are Satisfaction, Fairness, and Care & Concern for employees. Put simply, committed employees want to enjoy their work, feel they are appreciated, and know they are making a contribution to their companys strategic objectives. Additionally, employees who have trust in their leadership, and are trusted by their leadership, have a greater dedication and are ultimately more productive on the job. However, according to recent data provided by the National Business Research Institute (NBRI) only 31% of all employees are truly engaged. At BrightPoint, we take employee engagement seriously, and we work to create a culture that inspires employee loyalty and satisfaction. The results of BrightPoints commitment to its employees are shown in the 2011 BPNA Employee Commitment Survey. The survey

determined that close to 80% of respondents indicated they were satisfied with their jobs and daily activities. General employee satisfaction increases when managers take an active interest in their employees beyond their day-to-day job responsibilities. According to NBRI, managers that actively coach, build relationships, and keep an open dialogue with their employees improve employee engagement.

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We have a diverse workforce where each employee brings unique value and has individual needs. Managers are learning to manage the individual and not the position. In order to give managers the tools they need to be successful, BrightPoint places strong emphasis on targeted leadership training workshops and continual learning resources. In 2011, 90.6% of managers at BrightPoint NA participated in the development opportunities offered and also made an effort to help reinforce the learning of their team members. This signals that our leadership team is taking an active interest in professional development and its connection to employee commitment. As BrightPoint continues to increase focus on employee engagement, the organization will grow stronger and maintain a substantial advantage over our competition. Our employees possess the knowledge, experience, and resiliency to respond quickly to the demands of the marketplace and, through their genuine commitment, will deliver what our customers want with increasing efficiency and effectiveness. Our responsibility is value-creation by growing our business and maintaining high levels of customer service and loyalty. We believe the best way to accomplish this is through a strong, committed, and engaged workforce.

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Performance Model Adopted At Mohali Plant

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Process adopted by Philips Electronics Mohali Plant for Job Satisfaction of Employee that leads commitment of the employees
Recruiting The messages in Philips Electronics, Mohali organization conveys while seeking to attract job applicants also can influence future employees engagement and commitment. If your firm has designed jobs specifically to engage employees, then organization want to ensure that recruiting ads extol these positions attractive featuressuch as challenging work assignments, a highly skilled team environment or minimal supervision. Applicants who notice and respond to these ads will more likely be motivated by these features. Also consider how organization might best seek candidates from inside your organization. When Organisation recruit existing employees for desirable jobs, you enhance their engagement (by maximizing the person-job fit) and commitment (by providing growth and advancement opportunities to employees in return for their loyalty). If Organisation recruit from outside when qualified internal candidates are available, Organization may unwittingly suggest to current employees that your company is not willing to reciprocate their commitment. Existing staff may then begin questioning their own commitment to the firm. By contrast, organisation recruit external candidates to both the job and your organization. For these candidates, ensure that recruiting messages highlight attractive job features, organizational values and commitment reciprocity. That is, in return for performance and dedication, your company offers competitive pay and benefits, flexible work hours and learning and career advancement opportunities. Also remember that prospective employees have multiple commitments: You will inevitably have to compete with those commitments as organization try to attract candidates to your firm. Most people find it easier to make a new commitment when it is compatible with their other obligations. For example, you boost your chances of recruiting a highly qualified candidate who is a single parent if you offer flexible

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work hours, family health benefits and on-site day care. Recruiting for Engagement and Commitment

Employee Selection Once recruiting efforts produce a pool of promising job candidates, Philips select among them to fill available positions. When organisation select the right individuals for the right jobs, new hires carry out their work more smoothly and experience fewer performance problems. The result? Greater enjoyment ofand engagement inthe job. To enhance engagement through your selection of employees, identify those candidates who are best-suited to the job and your organizations culture. Also use candidate assessment methods that have obvious relevance to the job in questionfor example, by asking interviewees what they know about the role and having them provide work samples. Most candidates will view these techniques more positively than tests with less apparent relevance, such as personality and integrity assessments. Successful candidates feel good about having passed the test, and see company as careful and capable for having selected them. A positive initial impression of an employer encourages growth of long-term commitment. Training and Development Training and development can serve as additional levers for enhancing engagement and commitment. For new hires, training usually begins with orientation. Orientation presents several important opportunitiesincluding explaining pay, work schedules and company policies. Most important, it gives you a chance to encourage employee engagement by explaining how the new hires job contributes to the organizations mission. Through orientation, Mohali Plant of Philips Electronics describe how r company is organized, introduce the new employee to his or her coworkers, give the person a tour of the area where he or she will be working and explain safety

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regulations and other procedural matters. In short, you foster person-organization fitvital for developing productive and dedicated employees. Through training, you help new and current employees acquire the knowledge and skills they need to perform their jobs. And employees who enhance their skills through training are more likely to engage fully in their work, because they derive satisfaction from mastering new tasks. Training also enhances employees value to your company as well as their own employability in the job market. In addition, most companies offer higher wages for skilled workers, to compensate them for their greater value and to discourage turnover. Compensation Like the HR practices discussed above, compensation can powerfully influence employee engagement and commitment. Some compensation components encourage commitment to employers, while others motivate engagement in the job. It is possible to stimulate one and not the other, though its generally better to foster both. For example, a company that offers a strong performance incentive system but no retirement plan will probably realize exceptional engagement from its workers; however, they may eventually commit themselves to another company that does offer a good retirement plan. Meanwhile, an organization that offers generous retirement benefits but a traditional seniority-based pay grade system may have committed employees; however, these workers might deliver pedestrian performance as they bide their time until retirement. In designing compensation plans, you therefore need to consider employee engagement and commitment strategically. Encourage managers to include employees in the goal-setting process. This technique helps to ensure that workers understand the goals. It also promotes acceptance of challenging objectives, because people generally feel more committed to goals they have helped define. In addition, consider how you and other managers will recognize and encourage contributions that exceed

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expectations. For example, when a piece of equipment malfunctions, Joe finds other ways to maintain production rather than merely shutting down the machine and waiting for the maintenance staff to fix it. Or when a less experienced co-worker encounters a new task, Sally offers friendly coaching, instead of standing by and waiting for the inevitable mistakes to crop up. Performance management processes operate on a continuous basis. Therefore, they provide perhaps the best ongoing opportunities for employers to foster employee engagement and commitment. For example, managers can use routine discussions about performance and feedback sessions to learn which aspects of the job hold the most interest for each employee and which tasks are most challenging. During such discussions, managers also can define what going above and beyond the call of duty looks like and generate ideas for rewarding such contributions. An employees aspirations and career goals can receive careful attention during performance appraisal meetings. Without inquiring into an employees personal life, a supervisor can nevertheless explore ways to enhance the compatibility between the workers commitment to your organization and the employees other life commitments. Through such means, the organization personalizes its relationship to each employee and provides support, while also expressing appreciation for their contributions key drivers of engagement and commitment. To further engage employees and win their commitment through your performance management programs, consider how to treat your organizations most experienced employees. In many cases, these employees understand the intricacies of a job better than their supervisors or managers do. By virtue of long identification with your organization, they may be deeply committed to highlevel goals. They use their expertise to contribute in ways that newer employees simply cannot match. But many of them also may be planning to retire soon, especially if they are from the Baby Boomer generation. How will you transfer their knowledge to younger workers? Design a performance management system that recognizes and rewards proactive sharing of knowledge

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and expertise among co-workers. For example, create knowledge repositories or learning histories that can be stored in databases that employees can access, and then create incentives for people who contribute to and use these repositories. Of course, effective performance management systems also identify employees who are not meeting expectations. Failing to address problem performance can erode other employees engagement and commitment, as their workloads increase and they conclude that the company is willing to tolerate poor performance. If feedback, coaching and remedial training are of little avail, the manager may need to move the person to a different position within the company where he or she can make a more valuable contribution, or let the individual go if there is no good match elsewhere in the organization.

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Chapter-V RESEARCH METHODOLOGY

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The basic task of research is to generate accurate information for use in decision-making. Research can be defined as the systematic and objective process of gathering, recording and analyzing data for aid in making business decisions. As the project involves analyzing of financial structure, the research is exploratory in nature, covering financial parameters and come of the important ratios to carry out research. There are basically two techniques adopted for obtaining information: Primary Data. Secondary Data. Primary Data is gathered specifically for the project at hand through personal interviews with the accounts officers. Sample Size = 100 Employees Secondary data is previously collected and assembled for some project other than the one at hand. It is gathered and recorded by someone else prior to current needs of the researcher. It is less expensive than the primary date. Secondary Data can be obtained from both external and internal sources. External data may be collected from books and periodicals, government sources, media and other commercial sources. Internal data is that secondary data, which is created, recorded or generated by the organization. As the project is explanatory in nature secondary data is collected from the reports of the company, books, journals and interest. Secondary data is gathered from annual reports, official records and standing orders of the units.

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CHAPTER - VI DATA ANALYSIS AND INTERPRETATION The data after collection is to be processed and analyzed in accordance with the outline and down for the purpose at the time of developing research plan. Technically speaking, processing implies editing, coding, classification and tabulation of collected data so that they are amenable to analysis. The term analysis refers to the computation of certain measures along with searching for pattern groups. Thus in the process of analysis, relationship or difference should be subjected to statistical tests of significance to determine with what validity data can be said to indicate any conclusions. The analysis of data in a general way involves a number of closely related operations, which are performed with the purpose of summarizing the collected data and organizing them in such a manner that they answer the research questions. In this study the researcher followed above process carefully and it is presented in this chapter

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Table 4.1 To know the department in which employees are belongs to

S SI. No. Department D No. of Respondents N Percentage P

1 1 2 2 3 3 4 4. Others Production Electrical Mechanical

M 30 E 25 P 35 O 10 T Total 100

3 30 2 25 3 35 1 10 1 100

3 2 3 1 1

Source: survey data Inference: From the above table it shows that 35% of employees are belongs to production department.

FIGURE 4.1 REPRESENTS THE DEPARTMENT

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Table 4.2 To know working experience of the employees S SI. No. 1 1. 2 2. 3 3. 4 4. Above 6 years T otal Source: survey data Inference: From the above table it shows that 34% of the employees have 4 6 years experience. 100 4 6 years A 23 1 100 2 4 years 4 34 2 23 1 Below 2 years 2 30 3 34 2 Work Experience B 33 3 30 3 W No. of Respondents 1 13 3 N Percentage 1 P

FIGURE 4.2 REPRESENTS THE EXPERIENCE OF THE EMPLOYEES

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Table 4.3 To know the physical working environment S SI. No. 1 1. 2 2. 3 3. 4 4. 5 5. Very Poor T Total Source: survey data Inference: From the above table it shows that 57% of the employees were feeling good about the working environment. 100 Poor V 00 1 100 Fair P 03 0 00 1 Good F 28 0 33 0 Excellent G 57 2 28 0 Working Environment E 12 5 57 2 W No. of Respondents 1 12 5 N Percentage 1 P

FIGURE 4.3 REPRESENTS THE PHYSICAL WOKING ENVIRONMENT

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Table 4.4 To know the satisfaction level of employees towards the nonmonitory benefits S SI. No. 1 1. 2 2. 3 3. 4 4. 5 5. Total Highly Dissatisfied Dissatisfied H 02 1 100 Source: survey data Inference: From the above table it shows that 54% of the employees were satisfied towards the non-monitory benefits. 100 Neither Satisfied nor Dissatisfied D 05 0 02 1 Satisfied N 25 0 05 0 Highly Satisfied S 54 2 25 0 N Non-Monitory Benefits offered to Employees H 14 5 54 2 No. of Respondents 1 14 5 N Percentage 1 P

FIGURE 4.4 REPRESENTS THE SATISFACTION LEVEL OF EMPLOYEES TOWARDS THE NONMONITORY BENEFITS

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Table 4.5 To know the satisfaction level of respondents towards the work assigned S SI. No. 1 1. 2 2. 3 3. 4 4. 5 5. Highly Dissatisfied Total Dissatisfied H 06 1 100 100 Neither Satisfied nor Dissatisfied D 18 0 06 1 1 18 0 1 Satisfied N 12 Highly satisfied S 45 1 12 Amount of Work H 20 4 45 1 A No. of Respondents 2 20 4 N Percentage 2 P

Source: survey data Inference: From the above table it shows that 45% of the respondents were satisfied towards the work assigned.

FIGURE 4.5 REPRESENTS THE SATISFACTION LEVEL OF RESPONDENTS TOWARDS THE WORK ASSIGNED

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Table 4.6 Opinion about the career development programme in their organisation S SI. No. Career Development H Highly satisfied S Satisfied N Neither Satisfied nor Dissatisfied D Dissatisfied H Highly Dissatisfied Total Source: survey data Inference: From the above table it shows that 56% of the employees were satisfied with the opinion about the carrier development programme in their organisation. 00 1 100 100 10 0 00 1 1 10 0 1 22 56 2 22 12 5 56 2 C No. of Respondents 1 12 5 N Percentage 1 P

FIGURE 4.6 REPRESENTS OPINION ABOUT THE CAREER DEVELOPMENT PROGRAMME IN THEIR ORGANISATION

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Table 4.7 To know the cooperation of co-workers S SI. No. 1 1. 2 2. 3 3. 4 4. 5 5. Highly Dissatisfied Total Source: survey data Inference: From the above table it shows that 66% of the employees were satisfied with the cooperation of co-workers. Dissatisfied H 00 1 100 100 Neither Satisfied nor Dissatisfied D 03 0 00 1 Satisfied N 11 0 03 0 Highly satisfied S 66 1 11 0 Co-operation of Workers H 20 6 66 1 C No. of Respondents 2 20 6 N Percentage 2 P

FIGURE 4.7 REPRESENTS THE COOPERATION OF CO-WORKERS

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Table 4.8 To know the satisfaction of Respondents with top management S SI. No. 1 1. 2 2. 3 3. 4 4. 5 5. Highly dissatisfied Total 100 Source: survey data Inference: From the above table it shows that 51% of the employees were satisfied with the top management. Dissatisfied H 00 1 100 Neither Satisfied nor Dissatisfied D 06 0 00 1 Satisfied N 17 0 06 0 Highly satisfied S 51 1 17 0 S Satisfaction with Top Management H 26 5 51 1 No. of Respondents 2 26 5 N Percentage 2 P

FIGURE 4.8 REPRESENTS THE SATISFACTION OF RESPONDENTS WITH TOP MANAGEMENT Table 4.9 To know the satisfaction of Respondents with their subordinates

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S S.I. No. 1 1. 2 2. 2 3. 4. 5 5. Highly Dissatisfied Total Neither Satisfied nor Dissatisfied Satisfied Highly satisfied Satisfaction with Subordinates

S No. of Respondents H 12 S 67 N 14 D Dissatisfied H 00 07

N Percentage 1 12 6 67 1 14 0 07 0 00 1 100 100

1 6 1 0 0 1

Source: survey data Inference: From the above table it shows that 67% of the employees were satisfied with their subordinates.

FIGURE 4.9 REPRESENTS THE SATISFACTION OF RESPONDENTS WITH THEIR SUBORDINATES

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Table 4.10 To know the level of satisfaction regarding nature of job S SI. No. 1 1. 2 2. 3 3. 4 4. 5 5. Highly Dissatisfied Total Dissatisfied H 00 1 Neither Satisfied nor Dissatisfied D 07 0 00 1 Satisfied N 16 0 07 0 Highly satisfied S 56 1 16 0 Job Satisfaction H 22 5 56 1 J No. of Respondents 2 22 5 N Percentage 2 P

100 100 Source: survey data Inference: From the above table it shows that 56% of the employees were satisfied with their job.

FIGURE 4.10 REPRESENTS THE LEVEL OF SATISFACTION REGARDING THE NATURE OF JOB Table 4.11 To know whether there is any job pressure in their work

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S SI. No. 1 1. 2 2. No Yes Job Pressure

J No. of Respondents Y 72 N 28 T

N Percentage 7 72 2 28 1 100 100

P 7 2 1

Total Source: survey data Inference:

From the above table it shows that 72% of employees said there is job pressure in their work.

FIGURE 4.11 REPRESENTS WHETHER THERE IS ANY JOB PRESSURE IN THEIR WORK

Table 4.12 To know the opinion regarding opportunity provided by the organisation in developing skills & talents

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S SI. No. 1 1. 2 2. 3 3. 4 4. 5 5.

D Development of Skills and Talents H Highly Agree A Agree N Neither Agree nor Disagree D Disagree H Highly Disagree Total 100 02 06 28 52 12 No. of Respondents

N Percentage 1 12 5 52 2 28 0 06 0 02 1 100

1 5 2 0 0 1

Source: survey data Inference: From the above table it shows that 52% of employees agreed regarding opportunity provided by the organisation in developing skills & talents.

FIRGURE 4.12 REPRESENTS THE OPPORTUNITY PROVIDED BY THE ORGANISATION IN DEVELOPING SKILLS & TALENTS

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Table 4.13 To know the satisfaction level of welfare facilities provided by the management S SI. No. 1 1. 2 2. 3 3. 4 4. 5 5. Highly Dissatisfied Total 100 Source: survey data Inference: From the above table it shows that 57% of the employees were satisfied with the welfare facilities provided by the management. Dissatisfied H 00 1 100 Neither Satisfied nor Dissatisfied D 05 0 00 1 Satisfied N 29 5 05 0 Highly satisfied S 57 2 29 0 Welfare Facilities H 09 5 57 2 W No. of Respondents 0 09 5 N Percentage 9 P

FIGURE 4.13 REPRESENTS THE SATISFACTION LEVEL OF WELFARE FACILITIES PROVIDED BY THE MANGEMENT

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Table 4.14 To know the employee satisfaction towards the salary S SI. No. 1 1. 2 2. No T otal Source: survey data Inference: From the above table it shows that 67% of the employees were satisfied with their salary. 100 Yes N 33 1 100 Payment Satisfaction Y 67 3 33 1 P No. of Respondents 6 67 3 N Percentage 6 P

FIGURE 4.14 REPRESENTS THE SATISFACTION TOWARDS THE SALARY

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Table 4.15 To know the employees willingness & Commitment Towards Organisation S SI. No. 1 1. 2 2. No T Total Source: survey data Inference: From the above table it shows that 59% of the employees were willing to continue in this organisation. 00 Yes N 41 1 00 Willingness to Work Y 59 4 41 1 W No. of Respondents 5 59 4 N Percentage 5 P

FIGURE 4.15 REPRESENTS THE EMPLOYEES WILLINGNESS TO CONTINUE

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CHI-SQUARE METHOD The chi square test is one of the simplest and most widely used nonparametric tests in statistical work. As a non-parametric test it can be used to determine if categorical data shows dependency or the two classifications are independent. It can also be used to make comparisons between theoretical population and actual data when categories are used. n Chi square, = (O-E) / E i =1 Where, O= observed frequency E= expected frequency

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OBSERVED FREQUENCY Table 4.19 shows the relationship between the department and the job satisfaction Over All Job Satisfaction Highly Satisfied Neither Satisfied Satisfied nor Dissatisfied 6 14 3 Dissatisfied Highly Dissatisfied Sub Total

Mechanical

30

Electrical

25

Production

13

35

Others

10

Sub Total

22

30

29

12

100

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EXPECTED FREQUENCY Over All Job Satisfaction Highly Satisfied Neither Satisfied Satisfied nor Dissatisfied 8 8 11 3 30 9 7 10 3 29 4 3 4 1 12 Dissatisfied Highly Dissatisfied Sub Total

Mechanical Electrical Production Others Sub Total

7 5 8 2 22

2 2 2 1 7

30 25 35 10 100

Null Hypothesis (Ho) There is no significant difference between the department and the job satisfaction.

Alternative Hypothesis (Ho) There is significant difference between the job satisfaction.. Co Relation

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Chapter-V CONCLUSIONS AND RECOMMENDATIONS

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CONCLUSION

On the basis of Analysis of Job Satisfaction Level of the Employees of Philips Electronics India Ltd. , Mohali , made in the previous chapters, following conclusions are drawn:

General Profile: The plant of PHILIPS is ideally located in the Mohali , Industrial focal point
Phase 9 near Chandigarh, the capital of Punjab, on a campus of 17 hectares. The working environment of the company is very healthy. The visitors feel happy after the campus. Indigenous Technology: PHILIPS is the only lighting manufacturing company based on purely indigenous technology. Philips was appropriately chosen as the brand name as self reliance and building up of Indian Engineering capabilities remain the guiding spirit of PHILIPS.

Financial structure: PHILIPS is a low debt company signifying its dependence mainly on
its internal accruals for its financial requirements. PHILIPS continues to strengthen its financial position by channelising these internal accruals to fund its expansion programmes.

Working results: PTL has registered a handsome and constant growth in its profits because
of a brisk demand for new and better technology electronic items. None of the other electronic company has shown such a steady growth. Philips has recorded the lowest current ratio. However, with this lowest current ratio, PTL still enjoys moderate payment period and highest velocity of creditors and debtors only due to commitment of its employees.

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SUMMARY
According to the 1999 Gallup Poll, the four elements that have proven to be effective in creating employee loyalty are praise and recognition, a sense of contribution to the company, learning and development and having a best friend at work. Creating a fairy-tale work environment begins withrecognition. Your employees need it more than money, perks or titles. Here are eight tips regarding recognition. Remember these, and your employees may just start whistling while they work. It is up to me. The corporate culture or financial rewards will not make your team successful. It is up to you. Recognition is one thing that is completely in your control. Strong relationships are vital in today's economy. Strengthening employee relationships is even more necessary as companies downsize and lay off. As your workforce shrinks and you need to do more with less, keeping quality employees becomes even more critical. As a manager, it is your job to bond your best people to your company through recognition. And you also must help direct and motivate your "core" performers. Simple rewards earn big returns. There are some relatively simple things you can do that will earn big returns. For example, remember your employees' birthdays and work anniversaries; find out what inexpensive rewards they value (for example, tickets to a ball game or a half day off to spend time with their kids); make the most of your formal service awards with some preparation and a group presentation; walk around your department every day and talk to your people and thank them sincerely and often.

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Make it specific. Praise and recognition must be specific to have impact. General praise such as "You do great work," actually can have the opposite effect and leave your employees wondering, "Does he have any idea what I really do around here?" Specific praise links individual accomplishments to company goals. For example, "Cheryl, I noticed the way you handled that customer complaint. Great work. As you know, we value quick resolutions of problems as one of our core strategies." Ask the best to stay. Call your best people into your office one at a time. Let that bright young college graduate know you value his fresh ideas and energy. Tell the 20-year veteran how much your team relies on her expertise and organizational skills.Remarkably, a significant percent of high-impact performers report that they left their last job because, "No one ever asked me to stay." Forget cash. Remember the saying, "Money can't buy everything?" Well, it's true. Don't wait until you can offer an employee a raise or promotion. Real thanks is its own reward. In numerous surveys of work satisfaction, top on employees' lists is "feeling appreciated." In fact, when employees feel recognized and involved, they are much less likely to keep asking about money. Recognize. Recognition means most to an employee when it is sincere and spontaneous. According to the largest study ever conducted on workplace satisfaction (Gallup, 1999), recognition should occur at least every seven days. If you wait until a year-end party or an annual review, you are waiting much too long to recognize and you probably are losing people you do not need to.

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Recognition works. Neglect can be a poisoned apple. Recognition is the elixir that will spark better attitudes and performance. Jeffrey Pfeffer of Stanford University says, "The returns from managing people in ways that build high commitment typically are on the order of 30 to 50 percent." Take a hard look in the mirror and ask yourself how you can recognize the fairest of them all. Learn to recognize your employees for their efforts, thank them often and reward their achievements. You can awaken them from their anger and apathy and they will fall in love with their jobs again. Chances are, you will work together happily ever after. So there is direct relation with employee satisfaction and their commitment towards the organization, and it is also clear from the above discussion that only monetary elements are not sufficient for employee satisfaction rather other element like employer behavior, recognisation and other moral value.

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RECOMMENDATIONS

PHILIPS should increase its capacity utilization. It should work at full capacity to minimize its cost of production. With this increase in capacity utilization, the total cost will spread over more units thereby decreasing the per unit cost. PHILIPS should decrease the credit facilities provided to its consumers. The payback period is quite high in case of debtors as compared to creditors it should be more or less equal, as it will help in improving company liquidity. PHILIPS should focus more on the consumer lifestyle goods in India parallel to its other business as it accounts very less as compare to other businesses of Philips. Another recommendation for Mohali plant is about the HR department , that is they should appoint permanent and skilled workers as against casual workers which generally add up to the profit of the company.

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BIBLIOGRAPHY
1. Values-Based Leadership: Rebuilding Employee Commitment, Performance and Productivity. ( Thomas D. Kuczmarski)

2. Monthly Journals of Philips Electronics India Ltd.

3. Authentic Leadership, Medtronic CEO Bill George

4. www.india.philips.com 5. www.wikipedia.com 6. http://www.employeecommitment.com

7. "One Foot Out The Door, How to Combat The Psychological Recession Thats Alienating Employees And Hurting American Business." , Judith Bardwick.

8. Employee Commitment, A Leader Ship Guide, Joe Folkman. 9. Harvard University: Factors that Impact Employee Well Being, Commitment and Productivity :, -An Article.

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Questionnaire Name :__________________________________________________________ Age______________________________ Gender _______________________ Qualification _______________________ Contact No. ___________________ Q1. In which department you are working ? Electrical Q2. Production Mechanical Other

What is your working experience ? >2 Years 2-4 Years 4-6 Years < 6 Years

Q3.

How You like the physical Working Environment of the organization ? Excellent Good Fair Poor Very Poor

Q4.

Are you satisfied with Non-Monitory benefits provided by the organisation ? Highly Satisfied Highly Dissatisfied Satisfied Neither Satisfied Nor dissatisfied

Dissatisfied

Q5.

Are you satisfied with your work ? Highly Satisfied Highly Dissatisfied Satisfied Neither Satisfied Nor dissatisfied

Dissatisfied

Q6.

Are you satisfied with the career development programe of the company ? Highly Satisfied Highly Dissatisfied Satisfied Neither Satisfied Nor dissatisfied

Dissatisfied

Q7.

Is other staff of the organization is co-operative with you ? Highly Satisfied Highly Dissatisfied Satisfied Neither Satisfied Nor dissatisfied

Dissatisfied

Q8.

Are you satisfied with top level management ? Highly Satisfied Highly Dissatisfied Satisfied Neither Satisfied Nor dissatisfied

Dissatisfied

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Q9.

Are you satisfied with your subordinates? Highly Satisfied Highly Dissatisfied Satisfied Neither Satisfied Nor dissatisfied

Dissatisfied

Q10. Are you satisfied with the nature of the Job? Highly Satisfied Highly Dissatisfied Satisfied Neither Satisfied Nor dissatisfied

Dissatisfied

Q11. Do you have any Job Pressure in work ? Yes No

Q12. Do you satisfied with the opportunities provided by the organisation ? Highly Satisfied Highly Dissatisfied Satisfied Neither Satisfied Nor dissatisfied

Dissatisfied

Q13. Are you satisfied with the welfare facilities provided by the organisation ? Highly Satisfied Highly Dissatisfied Satisfied Neither Satisfied Nor dissatisfied

Dissatisfied

Q14. Are you satisfied towards your salary ? Highly Satisfied Highly Dissatisfied Satisfied Neither Satisfied Nor dissatisfied

Dissatisfied

Q15. Are you committed towards the organisation ? Yes No

Signature