INTRODUCTION

Our proposal is to provide four in-depth studies assessing the potential of linked
employer-employee and panel data sets for analysis of European labour market
policy. The first three are those outlined in the call for tender sections, namely,
labour turnover flows and mobility; rent sharing and profitability, and employment
and social impact of international production patterns. The fourth study is
methodological: on the development of European linked employer-employee and
panel data sets to support European labour market and social policy analysis and
evaluation. To do this, we have brought together an outstanding team of labour
economists and employment relations specialists from across the EU. This team
combines people with detailed knowledge of European employment and social
policy issues, with expertise in the construction and analysis of both national and
European micro-data sets. Several members of the team have worked on such
linked data sets in their own countries, and have pioneered their analysis. Notable
among these data sets is the European Structure of Earnings Survey (ESES) for
which the CEP pioneered a system of secure remote access for researchers to its
1995 micro-data. Our team also includes colleagues with experience of the relevant
data

sets

and

access

protocols

for

the

United

States

and

Canada.

We propose two cross-cutting themes to run through the tasks requested in the
tender. The first is to develop further work on remote access to the micro-data of
the European Structure of Earnings Survey (ESES). As indicated in Part II of the
report for the European Commission on 'Statistical Support for the Production of
Employment in Europe' (D'Addio, Eriksson and Rosholm, 2003), although there
are several examples of such linked and panel data in individual EU countries,

none of these provide an effective basis for inter-country comparisons. In this

regard ESES provides a unique statistical instrument for the comparative analysis
of wage and employment structures across the EU. In addition to the tabular data in
NewCronos, we have the agreement of at least 12 EU member states to allow
remote access to the 2002 micro-data on individual employees and their
establishments using the system develop for the European Commission's FP5 'Pay
Inequalities and Economic Performance' project (PiEP), to which we can add
micro data for six countries from the 1995 ESES. This data set can be
supplemented on the firm performance side with data from Eurostat's Structure of
Business Statistics, and in the case of some countries, such as Belgium, with
establishment level performance data. Work using ESES for 1995 and 2002 will be
supplemented with work based on national linked and panel data sets.

NEED OF THE STUDY

The right to bargain collectively with an employer enhances the human
dignity, liberty and autonomy of workers by giving them the opportunity to
influence the establishment of workplace rules and thereby gain some
control over a major aspect of their lives, namely their work...
Collective bargaining is not simply an instrument for pursuing external
endsrather [it] is intrinsically valuable as an experience in selfgovernment.
Collective bargaining is a process of voluntary negotiation between
employers and trade unions aimed at reaching agreements .

Collective bargaining is a type of negotiation used by employees to work

with their employers. During a collective bargaining period, workers'
representatives approach the employer and attempt to negotiate a contract
which both sides can agree with. Typical issues covered in a labor contract
are hours, wages, benefits, working conditions, and the rules of the
workplace.
Once both sides have reached a contract that they find agreeable, it is signed
and kept in place for a set period of time, most commonly three years.
The final contract is called a collective bargain ing agreement, to reflect the
fact that it is the result of a collective bargaining effort.

SCOPE OF THE STUDY

Where unions are strong, the scope of bargaining may be broad and
encompass aspects of work organization, training and development, and
business strategy as well as pay and conditions of employment.
Where unions are weak, in contrast, bargaining scope is likely to be narrow
and restricted to basic terms and conditions, such as rates of pay, hours of
work, and annual leave.
Evidence for the UK suggests that the scope of bargaining has narrowed in
recent years and, indeed, in many unionized workplaces there is evidence
that rates of pay are no longer the subject of negotiations with trade union
representatives.
Participants debated expanding the role of collective bargaining beyond
salary, hours, and class size to include instructional and professional issues
(student achievement, professional development, curriculum, etc.), with
some participants describing innovative ways that some districts have
included these issues in contracts.
Some participants felt that teachers should have some say over these issues
through peer review, while others felt that expanding the scope of collective
bargaining would undermine the ability of administrators to act as effective
leaders.

OBJECTIVE OF THE STUDY

 Describe why it is beneficial to have a collective bargaining agreement.

Describe what is collectively bargained in a union contract.
List who bargains a union contract.
Describe the laws that effect collective bargaining.
Describe the difference between a right-to-work state and a free state.
Describe the collective bargaining process.
Describe what gives unions power in the collective bargaining process.
Describe the pressures faced by the union bargaining team.
List what the union can do if the collective bargaining agreement is violated
by management.
List some well know collective bargaining campaigns in the last ten years

LIMITATIONS OF THE STUDY

As the method adopted is Random Sampling results may not be
accurate.
The sample size is which is very less when compared to the size
of the organization as such it may not reflect the true picture.

The findings of the study are confined only to the questions

asked in the questionnaire & through personal interviews.
The questionnaire being mostly close ended might not have
totally represented the perceptions of all the employees as regard
to welfare.
Some of the workmen being illiterate could not understand &
express their ideas properly with regard to any improvements
wherever necessary.

METHODOLOGY ADOPTED IN THE STUDY

PRIMARY DATA:
The study followed the following procedures mainly:
Informal dissuasions with the project guide at SHARE KHAN
LIMITED .
Identification of universe and the sample plans. (The sample
taken was 50 employees)
Construction of the research instrument (questionnaire).
SECONDARY DATA:
Internet
Books
Newspapers
Journals
SAMPLING:
Samples are devices for learning about large masses by observing
a few individuals. The selected sample is 200.
DATA ANALYSIS:
Tools used are percentages, Bar chart, Doughnut and pie-charts.

REVIEW OF LITERATURE

The roots of collective bargaining lie in the late nineteenth century, when workers
began to agitate for more rights in their places of employment. Many skilled trades
started using their skills asbargaining tools to force their employers to meet their
workplace needs. Other workers relied on sheer numbers, creating general strikes
to protest poor working conditions. Several labor pioneers started to establish
a collective bargaining system so that labor negotiations could run more smoothly.
Typically, the employees are represented by aunion. Collective bargaining actually
begins with joining a union, agreeing to abide by the rules of the union, and
electing union representatives. In general, experienced people from the union will
assist the employees with putting together a draft of a contract, and will help them
present their desires to the company. Numerous meetings between representatives
of employer and employees will be held until the two can agree on a contract.
As the contract is being negotiated, general employees also have input on it,
through their union officers. Thus, the agreement reflects the combined desires of
all the employees, along with limitations that the employer wishes to see put in
place. The result is a powerful document which usually reflects cooperative effort.

In some cases, however, the union or the employer may resort to antagonistic
tactics such as striking or creating a lockout, in order to push the agreement
through.
the employees are represented by a union. Collective bargaining actually begins
with joining a union, agreeing to abide by the rules of the union, and electing union
representatives. In general, experienced people from the union will assist the
employees with putting together a draft of a contract, and will help them present
their desires to the company. Numerous meetings between representatives of
employer and employees will be held until the two can agree on a contract.
As the contract is being negotiated, general employees also have input on it,
through their union officers. Thus, the agreement reflects the combined desires of
all the employees, along with limitations that the employer wishes to see put in
place. The result is a powerful document which usually reflects cooperative effort.
In some cases, however, the union or the employer may resort to antagonistic
tactics such as striking or creating a lockout, in order to push the agreement
through.
Collective Bargaining and Labor Relations will be of interest to those who seek a
better understanding of contemporary labor relations, and of the role of unions in
collective bargaining. This work is divided into eighteen chapters grouped into
eight parts. Each chapter ends with discussion questions and exercises.
Part One introduces collective bargaining and labor relations. Chapter One presents
an overview of labor relations. The author recounts the origins and purposes of
unions. He describes three levels of union-management interaction: contract
negotiations, contract administration, and informal joint consultations. He also

examines the impact of collective bargaining on employers, employees, and

society. Chapter two recounts the U.S. history of collective bargaining and labor
relations.
The second part focuses on establishing the collective bargaining relationship.
Chapter Three explains the legal bases of collective bargaining, describing federal
labor acts from the Railway Labor Act of 1926 to the present. Chapter Four focuses
on the bargaining unit. The author begins by explaining the doctrine of exclusive
representation. He presents the National Labor Relations Board criteria for
determining appropriate bargaining units, and describes several common
bargaining unit structures. Finally, the formation of bargaining units is further
explored via four case studies. Chapter Five then describes the union organization
process. The author describes the factors which prompt interest in unionization,
and the process of unionization campaigns including the formal certification
process.
Part Three describes the organizational structures, goals and policies for collective
bargaining of unions and of management. The author first examines unions. He
reviews the organization and concerns of the AFL-CIO, of international unions and
of local unions. This chapter also investigates unions as democratic institutions,
and unions relation to organized crime. This chapter concludes by describing
typical union goals in collective bargaining. Chapter Seven turns its attention to
management, opening with the basic goals and strategies of the management.
Differences between unionized and non-unionized firms are explored. The author
describes strategies for balancing power between unions and management, and for
creating cooperative efforts between union and management.

Part Four explores the collective bargaining process. Chapter Eight presents an
overview of a number of bargaining theories, and compares them giving particular
attention to the points the have in common. Drawing upon these theories, the
author presents a model of collective bargaining power and bargaining tactics, and
suggests techniques for evaluating collective bargaining outcomes. Chapter Nine
takes a more practical approach, focusing on collective bargaining preparation,
tactics, and issues. The chapter opens with an overview of the stages of the
bargaining process. It then describes the preparation stage in greater detail. The
chapter closes with discussion of the strategies and tactics appropriate at various
stages of the bargaining process.
Part Five focuses on two types of disputes which arise within the collective
bargaining process: interest disputes and rights disputes. Chapter ten discusses
interest disputes. It opens with a discussion of the role and sources of conflict in
labor-management relations, and explores the role of mediation in preventing labor
disputes. Interests disputes may escalate into strikes or lockouts. The author
describes several forms of labor strike, and discusses the federal regulation of
strikes under the National Emergencies section of the Taft-Hartley Act. Chapters
Eleven and Twelve focus on rights disputes. Rights disputes "arise over the
interpretation of an existing collective bargaining agreement"[327] The author
describes the role of contract administration in labor relations, and investigates
some of the sources of grievance in labor relations. He then describes the basic
elements of grievance procedures, and closes by suggesting criteria for evaluating
grievance procedures. Chapter Twelve examines the final stage of most grievance
procedures: binding arbitration. The author describes the process of labor
arbitration, from arbitrator selection to evaluation of final arbitration awards. This

chapter also discusses common errors in arbitration, and suggests guidelines for
determining which cases are appropriate for resolution through arbitration.

Part Six turns to the substantive provisions of negotiated labor agreements. Chapter
Thirteen describes economic and compensation provisions of labor agreements.
Such economic provisions include setting pay levels and pay structure, group or
individual incentive programs, and sex discrimination compensation. The chapter
closes with two case studies in compensation, and an appendix describing four
major methods of job evaluation. Chapter Fourteen describes employee benefit
programs. Such benefits include life, accidental death and health insurance,
retiremen programs, vacations and leaves, and child- or elder-care. This chapter
concludes with an appendix on calculating the cost of compensation and benefits
packages. Chapters Fifteen and Sixteen consider institutional issues which are
addressed in the collective bargaining agreement, exploring both management
rights and employee security. The author discusses management rights, seniority
arrangements, workplace health and safety, technological changes resulting in
worker displacement, and the use of subcontracting and temporary labor. Chapter

Sixteen focuses on employee discipline, discussing the sources and types of

disciplinary problems, and forms of disciplinary policies and procedures.
Part Seven explores public sector labor relations. This section sketches the history
of public- sector unions, and contrasts collective bargaining in the public-sector to
private-sector bargaining. It then describes the collective bargaining process at the
federal, state and local levels. This section closes with a case study of a public
sector strike.
Part Eight concludes the text with an overview of future challenges facing
collective bargaining and labor relations. Currently, unions are losing membership.
Chapter Eighteen examines the causes for this decline, and outlines strategic
choices for unions in the future.
Collective Bargaining and Labor Relations is a comprehensive yet accessible
review of collective bargaining in contemporary labor relations. Questions and
exercises at the end of each chapter provide helpful study tools.
The advent of the collective bargaining process has had a profound affect on the
teaching profession and on the quality of education children receive. This mandate
applies only to public schools. Teachers in private schools are exempt from
mandatory collective bargaining requirements.
This study describes the relationship between working conditions, pay, benefits
and time off provided under the current collective bargaining agreement as
negotiated between management and labor leaders in the states largest school
district. It also looks at the ability of Seattle school managers to carry out the
Districts teaching mission under the terms of mandatory labor agreements and
how these constraints affect educational outcomes for students.

Collective bargaining is a technique adopted employers and employees of an

organisation to resolve their existing or future differences with or without
assistance of a third party. Its ultimate aim is to reach to a decision which is
acceptable to both the parties involved in labour-management relation.
Collective Bargaining is a mode of fixing the terms of employment by means of
bargaining between an organized body of employees and an employer, or an
association of employers usually acting through organized agents. The essence of
collective bargaining is a bargain between interested parties, and not a decree from
outside
Collective Bargaining takes place when a number of work-people enter into a
negotiation as bargaining unit with an employer or group of employers with the
object of reaching an agreement on the conditions of employment of the workpeople.
Collective bargaining may be decided as a process of negotiation between the
employers and the organized workers represented by their union in order to
determine the terms and conditions of employment.
In the process of Collective Bargaining employees and management collectively
bargain for their common interests and benefits and reach to an amicable solution
jointly through negotiation. Collective bargaining is based on the principal of
balance of power
Objectives of collective bargaining:

Workers participation: The basic objective of collective bargaining is to provide

an opportunity to the workers to participate in the organizational decision-making.
As workers know the ground realties of the enterprise, they may provide easy and
useful suggestions to enhance quality of employment conditions. This also helps in
boosting the employee morale and enhancing their commitment to the
organization.
To resolve industrial disputes: Actually Collective bargaining itself does not
prevent industrial disputes but it provides a platform for discuss the managementworker difference and reach to an agreement which protects the best interest of
both the parties.
To improve management-worker relation
Collective bargaining is a process of give and take. It develops mutual trust and
faith between both the parties which results in improved management-worker
relation.
Academic collective bargaining includes the unionization of all sectors of the
higher-education workforcefrom tenure-line faculty to graduate student
employees, and from academic professionals to support staff. The growth of
academic collective bargaining has occurred in two waves. The first was the
expansion of faculty and support staff collective bargaining fueled by the changes
in federal and state labor laws during the late 1960s and early 1970s. The second
was the rapid increase in graduate-employee unioniz In recent years, most
academic unionization has occurred at state institutions rather than private colleges
and universities. The expansion of faculty collective bargaining into private
institutions was, for all intents and purposes, halted in 1980 when the U.S.

Supreme Court, in National Labor Relations Board (NLRB) v. Yeshiva University,

held that faculty at that institution were "managerial employees" and thus excluded
from the coverage of the National Labor Relations Act. More recently, the
NLRB in 2004 held that graduate student employees at Brown University are not
employees because they are first and foremost students. Despite the chilling
effect of this decision, a good number of private-sector AAUP chapters continue to
maintain the benefits and protections of collective bargaining.ation
during the 1990s in response to the increased use of gr This document examines
the levels and coverage of collective bargaining. Collective bargaining is a process
of decision-making between parties representing an employer and employee
interest which implies the "negotiation and continuous application of an agreed set
of rules to govern the substantive and procedural terms of the employment
relationship". In most OECD countries, basic rules pertaining to collective
bargaining are laid down in labor law, although there are important differences in
the extent to which governments intervene in labor-management relations.aduateemployee labor.
o u r one-of-a-kind thesis, dissertation, or proposal on "Collective Bargaining" can
include any of the unique features listed at right (click on a feature for details).
Each feature is optional and does NOT increase the price per page. You can
choose all of the features, any combination of the features, or choose your own
featuresit is completely up to YOU. The price per page does NOT increase, no
matter how many features you choose. You will be charged ONLY for the total
number of pages that you order. If you would like a feature that is not listed at
right, we will include that feature at your request. On a case-by-case basis, we can
also research numerical formulas, solutions, causality, design, forecasting, data

A negotiation model for collective bargaining is developed. Labour flexibility is

promoted by employers, whereas trade unions are concerned with security. The
opposite interests are expressed by indicators of flexibility and security in
collective agreements (CA). A fair agreement should have 0-balance, like credit
debit 0-balance in finances. Since the flexibility and security indices are expressed
'in different currencies', the 'exchange rate' is determined by regression analysis
from the Dutch computer archive of about 5400 CAs. For a given CA, a positive
deviation from the 0-balance means that flexibilization issues are well
compensated by security measures (better than on the average).
The model outputs tables and graphics and can be regarded as a kind of interactive
check-list. It shows shortages and advantages of a given collective agreement with
several indices, and displays its relative position with regard to all reference CAs
considered, to those of the given year, to those within the branch, or within the
branch in the given year. Finally, the total evaluation of the CA is made in terms of
so called flexicurity balance. This approach can be easily extended to issues
beyond flexibility and security.
Besides pragmatic goals, the study provides empirical evidence of increasing
flexibility at the price of security. This is a serious warning against improper
implementation of flexicurity and one-sided use of this policy in favour of
employers. The computer tool developed is just aimed at enhancing the position of
trade unions to the end of surmounting this negative trend.

We analyze the welfare and employment effects of different wage bargaining

regimes. Within the large firm search model, we show that collective bargaining
affects employment via two channels. Collective bargaining exerts opposing
effects on job creation and wage setting. Firms have a stronger incentive for
strategic employment, while workers benefit from the threat of a strike. We find
that the employment increase due to the strategic motive is dominated by the
employment decrease due to the increase in workers' threat point. In aggregate
equilibrium, employment is ineciently low under collective bargaining. But it is not
always true that equilibrium wages exceed those under individual bargaining. If
unemployment benefits are sufficiently low, collectively bargained wages are
smaller. The theory sheds new light on policies concerned with strategic
employment and the relation between replacement rates and the extent of collective
wage bargaining
The government is working to pass a bill that would grant collective bargaining
rights to public employees ahead of the June 2011 elections.
State Minister Hayati Yazc, speaking to reporters Tuesday, said delegations from
civil servants unions, confederations and public employers unions would be
working on the legal draft in coordination with the State Personnel Presidency.
I instructed them to conclude their work before Dec. 10. We are planning to pass
the legal draft providing civil servants with collective bargaining rights in
Parliament ahead of the general elections, said Yazc.

He said the government had enacted significant amendments in the Constitution

regarding public employees, adding that based on the constitutional amendments
passed in the Sept. 12 referendum, the government would either amend the law on
public employees unions or draft a new law from scratch.

INDUSTRY PROFILE

The recognized stock exchanges in India vary from voluntary non-profit

making organizations(Bombay, Ahmedabad,Indore) to Joint stock Companies
Limited by shares (Calcutta, Delhi, Bangalore) and companies limited by
guarantee (Madras & Hyderabad).
There is a broad uniformity in the organization of stock exchanges, since the
Article of Association defining the constitution of the recognized stock exchanges
is approved by the central government. BSE was the first Stock Exchange to get
permanent recognisation followed by Calcutta, Delhi, Madras, Ahmedabad,
Hyderabad, Indore and Bangalore. The other exchanges were official recognisation
will renew for another term.
As per the present guidelines, the proposed region in which the stock exchange
is to be set up must be industrially developed with a sizeable number of industrial
units and should be able to attract at least 50 companies independently.

FACTORS AFFECTING THE PRICES IN THE STOCK MARKET.

Important Factors Affecting to the Prices in the Stock Market are

1. Monetary Policy
2. Inflation
3. FII (Foreign institutional investors)
4. Political Influence
5. Company Announcements
6. SEBI Regulation
7. Annual Budget

1.Monetary policy is the process by which the government, central bank, or monetary
authority manages the supply of money, or trading in foreign exchange markets.[1]
Monetary theory provides insight into how to craft optimal monetary policy.

Monetary policy is generally referred to as either being an expansionary policy, or a

contractionary policy, where an expansionary policy increases the total supply of

money in the economy, and a contractionary policy decreases the total money
supply. Expansionary policy is traditionally used to combat unemployment in a
recession by lowering interest rates, while contractionary policy has the goal of

raising interest rates to combat inflation (or cool an otherwise overheated economy).

Monetary policy should be contrasted with fiscal policy, which refers to government
borrowing, spending and taxation
Overview

Monetary policy rests on the relationship between the rates of interest in an

economy, that is the price at which money can be borrowed, and the total supply of
money. Monetary policy uses a variety of tools to control one or both of these, to
influence outcomes like economic growth, inflation, exchange rates with other
currencies and unemployment. Where currency is under a monopoly of issuance, or
where there is a regulated system of issuing currency through banks which are tied
to a central bank, the monetary authority has the ability to alter the money supply
and thus influence the interest rate (in order to achieve policy goals). The
beginning of monetary policy as such comes from the late 19th century, where it
was used to maintain the gold standard.

2. INFLATION
Inflation is a rise in the general level of prices of goods and services in a given
economy over a period of time. It may also refer to the rise in the prices of some
more specific set of

goods or services. In either case, it is measured as the percentage rate of change of

a price index.
[1] Mainstream economists overwhelmingly agree that high rates of inflation are
caused by high rates of growth of the money supply.[2] Views on the factors that

determine moderate rates of inflation, especially in the short run, are more varied:
changes in inflation are sometimes attributed mostly to changes in real demand for
goods and services or fluctuations in available supplies (i.e. changes in scarcity),
and sometimes to changes in the supply or demand for money. In the mid-twentieth
century, two camps disagreed strongly on the main causes of inflation (at moderate
rates): the "monetarists" argued that money supply dominated all other factors in
determining inflation, while "Keynesians" argued that real demand was often more
important than changes in the money supply.
A variety of inflation measures are in use, because there are many different price
indices, designed to measure different sets of prices that affect different people.
Two widely known indices for which inflation rates are commonly reported are the
Consumer Price Index (CPI), which measures nominal consumer prices, and the
GDP deflator, which measures the nominal prices of goods and services produced
by a given country or region
A movie ticket was for a few paise in my dads time. Now it is worth Rs.50. My
dads first salary for the month was Rs.400 and over he years it has now become
Rs.75,000. This is what inflation is, the price of everything goes up. Because the
price goes up, the salaries go up.
Inflation today is caused more by global rather than by domestic factors. Naturally,
as the Indian economy undergoes structural changes, the causes of domestic
inflation too have undergone tectonic changes.
Needless to emphasise, causes of today's inflation are complicated. However, it is
indeed intriguing that the policy response even to this day unfortunately has been
fixated on the traditional anti-inflation instruments of the pre-liberalisation era.

Global imbalance the cause for global liquidity

The reason for this imbalance in the global economy is the fact that after the Asian
currency crisis; many countries found the virtues of a weak currency and engaged
in 'competitive devaluation.'
Under this scenario, many countries simply leveraged their weak currency vis-vis the US dollar to gain to the global (read US) markets. This mercantilist policy
to maintain their competitiveness is achieved when their central banks intervenes
in the currency markets leading to accumulation of foreign exchange, notably the
US dollar, against their own currency.
Naturally, as the players fear a fall in the value of the dollar and reach out to
various assets and commodities, the prices of these commodities and assets too will
rise.
The psychological dimension
But as the imbalance shows no sign of correcting, players seek to shift to
commodities and assets across continents to hedge against the impending fall in the
US dollar. Thus, it is a fight between central banks and the psychology of market
players across continents.
As a corrective measure, economists are coming to the conclusion that most of the
currencies across the globe are highly undervalued vis--vis the dollar, which, in
turn, requires a significant dose of devaluation. For instance, a consensus exists
amongst economists and currency traders that the Yen is one of the most highly
undervalued currencies (estimated at around 60%) along with the Chinese Yuan
(estimated at 50%) followed by other countries in Asia.

This artificial undervaluation of currencies is another fundamental cause for

increasing global liquidity.
In 2005, international crude oil prices gained another 35 per cent and global
demand for oil grew by only 1.6 per cent. Nonetheless, the world's supply of
dollars increased by a further $460 billion.

Naturally, with all currencies refusing to be revalued, this leads to increased global
liquidity. While one is not sure as to whether the increase in the prices of crude led
to the increase of other commodities or vice versa, the fact of the matter is that, in
the aggregate, increased liquidity has led to the increase in commodity prices as a
whole.

This Reserve Bank of India's strategy of dealing with excessive liquidity through
the Market Stabilization Scheme (MSS) has its own limitations. Similarly, the
increase in repo rates (ostensibly to make credit overextension costly) and increase
in CRR rates (to restrict excessive money supply) are policy interventions with
serious limitations in the Indian context with such huge forex inflows.
A consumer price index (CPI) is an index number measuring the average price of
consumer goods and services purchased by households. It is one of several price
indices calculated by national statistical agencies. The percent change in the CPI is a

measure of inflation. The CPI can be used to index (i.e., adjust for the effects of
inflation) wages, salaries, pensions, or regulated or contracted prices. The CPI is,
along with the population census and the National Income and Product Accounts, one of
the most closely watched national economic statistics.

Introduction

Two basic types of data are required to construct the CPI: price data and weighting
data. The price data are collected for a sample of goods and services from a sample
of sales outlets in a sample of locations for a sample of times. The weighting data
are estimates of the shares of the different types of expenditure as fractions of the
total expenditure covered by the index. These weights are usually based upon
expenditure data obtained for sampled periods from a sample of households.
Although some of the sampling is done using a sampling frame and probabilistic
sampling methods, much is done in a commonsense way (purposive sampling) that

does not permit estimation of confidence

intervals. Therefore, the sampling variance is normally ignored, since a single

estimate is required in most of the purposes for which the index is used. Stocks
greatly affect this cause.
The coverage of the index may be limited. Consumers' expenditure abroad is
usually excluded; visitors' expenditure within the country may be excluded in
principle if not in practice; the rural population may or may not be included;
certain groups such as the very rich or the very poor may be excluded. Black
market expenditure and expenditure on illegal drugs and prostitution are often
excluded for practical reasons, although the professional ethics of the statistician
require objective description free of moral judgments. Saving and investment are
always excluded, though the prices paid for financial services provided by
financial intermediaries may be included along with insurance.

The index reference period, usually called the base year, often differs both from the
weight-reference period and the price reference period. This is just a matter of
rescaling the whole time-series to make the value for the index reference-period
equal to 110. Annually revised weights are a desirable but expensive feature of an
index, for the older the weights the greater is the divergence between the current
expenditure pattern and that of the weight reference-period.

COMPANY PROFILE
SHAREKHAN
SSKI, a veteran equities solutions company with over 8 decades of experience in
the Indian stock markets. The SSKI Group comparies of institutional Broking and
Corporate Finance. The institutional broking division caters to domestic and foreign
institutional investors, while the Corporate Finance Division focuses on ninche areas
such as infrastructure, telecom and media, SSKI has been voted as the Top Domestic
Brokerage House in the research category, by the Euro Money survey and Asia Money
survey.

Share khan is also about focus. Sharekhan does not claim

expertise in too many things. Sharekhans exoertise lies in stocks
and thats what he talks about with authority.So when he says
that investing in stocks

shouldnot be confused with trading in

stocks or a portfolio-based strategy is better than betting on a

single horse, it is some thing that is spoken with years of focused
learning and experience in the stock markets. And these beliefs
are reflected in everything Sharekhan does for you!
Share khan Indias leading stockbroker is the retail arm of SSKI,
An organization with over eighty years experience in the stock
market. With over 240share shops in 111
Cities,

and

Indias

premier

online

trading

destinations-

www.sharekhan.com, ours customer enjoy multi-channel access

at the stock markets, share khan offer u trade execution facilities

for cash as well as derivaties on the BSE &NSE and most

importunity we bring you investment advice tempered by eighty
years of broking experience.

Through our portal Sharekhan.com,

weve been providing

investors a powerful online trading platform, the latest news,

research and other knowledge-based tools for over 5years now.
We have dedicated terms for fundamental and technical research
so that you get all the information your need to take the right
investment decisions. With branches and outlets across the
country , our ground network is one of the biggest in India. We
have

talent

pool

of

experienced

professionals

specially

designated to guide you when you need assistance, which is why

investing with us is bound to be a hassle-free experience for you!

Reason why you should choose Share Khan

1. Experience:

SSKI has more than eight decades of trust and credibility in

the Indian stock market. In the Asia Money Brokers poll held
recently, SSKI won the Indias best broking division in February
2000, it has been providing institutional-level research and
broking services to individual investors.
2.Technology:

With our online trading account you can buy and sell shares
in an instant from any PC with an Internet connection. You will get
acces to our powerful inline trading tools that will help you take
complete control over your investment in shares.
3.Accessibility:
In addition to our online and phone trading services, we also
have a ground network of 240 share shops across 111 cities in
India where you can get personalized services.
4.Knowledge:
In a business where the right information at the right time
can translate into direct profit, you get access to wide range of
information on our content- rich portal, Sharekhan.com. You will
also get a useful set of knowledge-based tools that will empower
you to take informed decisions.
5.Convenience:

You can all our Dial-n-Trade number to get investment and

execute your transaction. We have a dedicated call-center to
provide this service via a toll-free number from anywhere in India.
6.Customer service:

Our customer service team will assist you for any help that
you need relating to transactions,

billing, demat and other

queries, our customer service can be contacted via a toll-free

number, email or live chat on sharekhan.com
7.Investment Advice:

Sharekhan has dedicated research teams for fundamental

and technical research.Our analysts constantly track the pulse of

the market and provide timely investment advice to you in the

form of daily research emails, online chat, printed reports on SMS
on your phone.Cutomers of Share Khan Experience language,
presentation style, content or for that matter the online trading
facility find a common thread; one that helps the customers make
informed decisions and simplifies investing in stocks. The
common thread of empowerment is what Sharekhans all about!
Sharekhan is also about focus. Share khan does not claim
expertise in too many things. Sharekhans expertise lies in stocks
and thats what he talks about with authority. So when he says
that investing in stocks should not be confused with trading in
stocks or a portfolio-based strategy is better than betting on a
single horse, it is something that is spoken with years of focused
learning and experience in the stock markets. And these beliefs
are reflected in everything Sharekhan does for customers.
To sum up, Sharekhan brings to customers a user-friendly online trading facility, coupled
with a wealth of content that will help customers stalk the right shares.
Those of customers who feel comfortable dealing with a human being and would rather
visit a brick-and-mortar outlet than talk to a PC; Sharekhan offers customers the facility to visit
(or talk to) any of sharekhans share shops across the country. In fact Sharekhan runs Indias
largest chain of share shops with over hundred outlets in 80 cities!

Sharekhan services:
Sharekhan, one of Indias leading brokerage houses, is the retail arm of SSKI. With over
511 share shops in 170 cities, and Indias premier online trading portal www.sharekhan.com,
sharekhans customers enjoy multi-channel access to the stock markets.

Figure 3.1

Online Services to Suit customers Needs:

With a Sharekhan online trading account, customers can buy and sell shares in an instant!
Anytime customers like trading account that suits customers trading habits and preferences the
Classic Account for most investors and Speed trade for active day traders. Customers Classic
Account also comes with Dial-n-Trade completely free, which is an exclusive service for trading
shares by using customers telephone.
When beginning customers foray in investing in shares, customers need a lot of things
from the right information at customers disposal, to assistance when customers need it and
advice on investing.Sharekhan have been in this business for over 80 years now, and with
sharekhan customers get a host of serices and tools that are difficult to fing in one place
anywhere else. The Sharekhan First Step program, built specifically for new investors. All
customers have to do is walk into any of sharekhans 511 share shops across 170 cities in India to
get a host of trading related services sharekhans friendly customer service staff will also help
customers with any accounts related queries customers may have.
A Sharekhan outlet offers the following services:
Online BSE and NSE execution (through BOLT & NEAT terminals)Free access to investment
advice from Sharekhan value line (a monthly publication with reviews of recommendations,
stocks to watch out for etc)
Daily research reports and market review(High Noon & Eagle Eye)
Pre-market Report (Morning Cuppa)
Daily trading calls based on Technical Analysis
Cool trading products(Darling Derivatives and Market Strategy)
Personalised Advice

Live Market Information

Depository Services: Demat & Remat Transactions
Derivatives Trading (Futures and Options)
Commodities Trading
IPOs & Mutual Funds Distribution

DATA INTERPETION

1.The people I work with cooperation to get the work done.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

92

SUPERVISO
R

40

20

WORKMEN

77

23

100
90
80
70
60
50
40
30

EXECUTIVE

SUPERVISOR

WORKMEN

20
10

IS
SA
TI
SF
AC

AL
N

EU

TR

TI
O
N
SA
TI
SF
AC

TI
O
N

INTERPRETATION:

Executives 92% satisfied

Supervisor 80% satisfied
Workmen 77% satisfied

The employees cooperate each other well to complete the work

2.My fellow employees are committed to do quality work.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

92

SUPERVISO
R

68

24

WORKMEN

87

10

100
90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10
TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 92% satisfied
Supervisor 68% satisfied

Workmen 87% satisfied

Employees are committed to do quality work.

3.Iam involved in decisions that affect my work.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

63

24

SUPERVISO
R

48

36

16

WORKMEN

63

30

70
60
50
40
30
20
EXECUTIVE
PERCENTAGE

SUPERVISOR

WORKMEN

10

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives 68% satisfied

Supervisor 48% satisfied
Workmen 63% satisfied
We can clearly make out that the supervisors are not satisfied with the decisions
they are involved that affect their work.
4.I believe that al the divisions in the company and work together to achieve
common goal.
SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

84

16

SUPERVISO
R

88

WORKMEN

60

37

100
90
80
70
60
50
40
30
PercentageEXECUTIVE
20

SUPERVISOR

WORKMEN

10
TI
O
N
D

IS
SA
TI
SF
AC

AL
TR
EU
N

SA
TI
SF
AC

TI
O
N

INTERPRETATION:

Executives 88% satisfied

Supervisor 84% satisfied
Workmen 60% satisfied
The employees in al the divisions of the company interact with each other well in
order to achieve the goal of the organization

5.I have information to do my job well.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

88

12

SUPERVISO
R

88

12

WORKMEN

80

17

100
90
80
70
60
50
40
30
PercentageEXECUTIVE
20

SUPERVISOR

WORKMEN

10
TI
O
N
D

IS
SA
TI
SF
AC

AL
TR
EU
N

SA
TI
SF
AC

TI
O
N

INTERPRETATION:
Executives 88% satisfied
Supervisor 84% satisfied
Workmen 60% satisfied
The graph clearly indicates that the employees have clear information to do their
job well.
6.My manager delegates that work effectively.
SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

96

SUPERVISO
R

56

40

WORKMEN

57

33

10

120
100
80
60
40
PercentageEXECUTIVE

SUPERVISOR

WORKMEN

20

TI
O
N
D

IS
SA
TI
SF
AC

AL
TR
EU
N

SA
TI
SF
AC

TI
O
N

INTERPRETATION:
Executives 96% satisfied
Supervisor 56% satisfied
Workmen 57% satisfied
The information above that the employees are satisfied with their managers
involvement in the work.

7.Iam satisfied with the information I received from management.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

76

24

SUPERVISO
R

72

24

WORKMEN

60

23

17

80
70
60
50
40
30
PercentageEXECUTIVE
20

SUPERVISOR

WORKMEN

10

TI
O
N
IS
SA
TI
SF
AC
D

EU

SA
TI
SF
AC

TR

AL

TI
O
N

INTERPRETATION:

Executives 76% satisfied

Supervisor 72% satisfied
Workmen 60% satisfied
The employees are satisfied with the information they received from the
management.

8.My manager is available to me when I have questions or need help.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

72

24

SUPERVISO
R

68

28

WORKMEN

60

26

14

80
70
60
50
40
30
PercentageEXECUTIVE
20

SUPERVISOR

WORKMEN

10

TI
O
N
D

IS
SA
TI
SF
AC

AL
TR
EU
N

SA
TI
SF
AC

TI
O
N

INTERPRETATION:

Executives 72% satisfied

Supervisor 68% satisfied
Workmen 60% satisfied
The is always some kind of help for the employees during their work.

9.I can see the link between my work and company objectives.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

64

36

SUPERVISO
R

68

32

WORKMEN

66

27

80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives 62% satisfied

Supervisor 68% satisfied
Workmen 64% satisfied
The employees are able to find the link between their work company objectives.
10.I link the kind of work I do.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

84

16

SUPERVISO
R

92

WORKMEN

93

100
90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10
TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 84% satisfied
Supervisor 92% satisfied
Workmen 93% satisfied
The information suggests that the employees get the kind of work they like.

11.I am clear about what is expected of me in my position as a result of the

performance appraisal.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

80

20

SUPERVISO
R

80

20

WORKMEN

73

23

90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 80% satisfied
Supervisor 80% satisfied
Workmen 73% satisfied

The employees are clear about expectations on doing work.

12.My manager assists me to identify my training and development needs.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

72

20

SUPERVISO
R

28

56

16

WORKMEN

50

33

17

80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 72% satisfied

Supervisor 28% satisfied

Workmen 50% satisfied
The above graph clearly suggest that supervisors and workmen are not satisfied
with the need for the identification..
13.The employee benefits I receive are attractive and competitive.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

80

16

SUPERVISO
R

68

30

WORKMEN

60

37

90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives 80% satisfied

Supervisor 44% satisfied
Workmen 50% satisfied
Its clear indication that the supervisors and workmen are satisfied with benefits
they receive form the management.

14.There is someone at work who encourages my development.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

44

36

20

SUPERVISO
R

48

44

WORKMEN

20

23

27

60
50
40
30
20
EXECUTIVE
PERCENTAGE

SUPERVISOR

WORKMEN

10

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives 44% satisfied

Supervisor 48% satisfied
Workmen 50% satisfied
There is a bit criticism about the encouragement gives towards the employee
development.

15.In this company people are rewarded according to their job performance.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

56

32

12

SUPERVISO
R

52

44

WORKMEN

70

17

13

80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
IS
SA
TI
SF
AC

TR

EU

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 56% satisfied
Supervisor 52% satisfied
Workmen 70% satisfied
The opinion of executives and supervisors shows that rewards doesnt match their
performance.
16.conditions in my work area allow me to be highly productive.
SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

68

28

SUPERVISO
R

76

16

WORKMEN

80

13

90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
IS
SA
TI
SF
AC

TR

EU

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 68% satisfied
Supervisor 76% satisfied
Workmen 80% satisfied
Employees are satisfied with their conditions in their work area which makes them
to be highly productive.

17.Iam adequately recognized for my good work.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

48

24

28

SUPERVISO
R

64

32

WORKMEN

87

10

100
90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10
TI
O
N
IS
SA
TI
SF
AC

TR

EU

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 48% satisfied
Supervisor 64% satisfied
Workmen 87% satisfied
The information above depicts that the executives are not recognized for their good
work.
18.Considering everything , I am satisfied.

EXECUTIVE

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

60

28

12

SUPERVISO
R

64

32

WORKMEN

63

33

70
60
50
40
30
20
EXECUTIVE
PERCENTAGE

SUPERVISOR

WORKMEN

10

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 60% satisfied
Supervisor 64% satisfied
Workmen 63% satisfied
Overall, employees are satisfied.

19.My job is enjoyable and challenging.

SATISFACTIO

NEUTRAL

DISSATISFACTIO

EXECUTIVE

72

28

SUPERVISO
R

84

12

WORKMEN

67

23

10

90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 72% satisfied
Supervisor 84% satisfied
Workmen 67% satisfied
The graph clearly depicts that the job is enjoyable and challenging.

20.Rate your overall satisfaction with your job here.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

76

16

SUPERVISO
R

76

24

WORKMEN

67

26

80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives 62% satisfied

Supervisor 68% satisfied

Workmen 64% satisfied

WORK OBJECTIVES
21.I have clear measure for each of my objectives.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

80

16

SUPERVISO
R

88

12

WORKMEN

77

20

100
90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10
TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 80% satisfied
Supervisor 88% satisfied

Workmen 77% satisfied

The employees are clear about their objectives.

24.I can get the information I need to do my job.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

80

20

SUPERVISO
R

76

52

16

WORKMEN

70

20

30

90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives 84% satisfied

Supervisor 76% satisfied
Workmen 70% satisfied
The employees have the information in order to do their job.

25.I have material and equipment to do my job right.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

68

20

12

SUPERVISO
R

72

20

WORKMEN

63

30

80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
IS
SA
TI
SF
AC
D

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 68% satisfied
Supervisor 72% satisfied
Workmen 63% satisfied
The above graph clearly depicts that the employees have proper machinery and
equipment to accomplish their task.
26.I have the necessary resources to perform my job.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

76

20

SUPERVISO
R

60

32

WORKMEN

53

37

10

80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
IS
SA
TI
SF
AC
D

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives 76% satisfied

Supervisor 60% satisfied
Workmen 53% satisfied
The above information suggested that the employees have necessary resources to
do their job expect in the case of workmen who are bit satisfied.
27.Technology available is appropriate for my needs.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

64

36

SUPERVISO
R

60

36

WORKMEN

63

23

14

70
60
50
40
30
20
EXECUTIVE
PERCENTAGE

SUPERVISOR

WORKMEN

10

TI
O
N
IS
SA
TI
SF
AC

TR

EU

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives 64% satisfied

Supervisor 60% satisfied
Workmen 63% satisfied
The technology available is appropriate for the employee needs as graph suggests.
There is a slight dissatisfaction among the workmen.
28.I feel encouraged to come up with new and better ways of doing things.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

68

28

SUPERVISO
R

48

40

12

WORKMEN

63

37

80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10

TI
O
N
IS
SA
TI
SF
AC

TR

EU

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 68% satisfied
Supervisor 48% satisfied
Workmen 63% satisfied
As the graph shows, the executives and workmen are encouraged to come with
new and better ways but not in case of supervisor as there is a slight amount
dissatisfaction.
29.My job makes good use of my skills and abilities.
SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

68

32

SUPERVISO
R

92

WORKMEN

77

20

100
90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10
TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives 68% satisfied

Supervisor 92% satisfied
Workmen 77% satisfied
The employees use their skills and abilities in their given tasks.
30.Iam expected to find new and better ways to get the job done.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

92

SUPERVISO
R

80

20

WORKMEN

73

27

100
90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10
TI
O
N
IS
SA
TI
SF
AC

TR
EU

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives 92% satisfied
Supervisor 80% satisfied
Workmen 73% satisfied
The employees are expected to find new and better ways to get the job done as the
graph depicts, which is good sign of the company.
31.Our image is that high quality organization.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

100

SUPERVISO
R

92

WORKMEN

90

120
100
80
60
40
EXECUTIVE
PERCENTAGE

SUPERVISOR

WORKMEN

20

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives100% satisfied
Supervisor 92% satisfied
Workmen 90% satisfied
The image of the company is very good among the employees as the graph shows
which is a very good sig

32.I feel the organization, values about answers.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

92

SUPERVISO
R

76

20

WORKMEN

80

17

100
90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10
TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives92% satisfied
Supervisor 76% satisfied

Workmen 80% satisfied

As the graph depicts, the organization really values honest answers.

33.I support the companys values day-to-day actions..

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

92

SUPERVISO
R

92

WORKMEN

87

13

100
90
80
70
60
50
40
30
EXECUTIVE
PERCENTAGE
20

SUPERVISOR

WORKMEN

10
TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:
Executives92% satisfied

Supervisor 92% satisfied

Workmen 87% satisfied
As the graph depicts, the employees support the companys values in their day-today tasks.

34.Overall, I feel the organization is successful.

SATISFACTIO
N

NEUTRAL

DISSATISFACTIO
N

EXECUTIVE

100

SUPERVISO
R

96

WORKMEN

83

17

120
100
80
60
40
EXECUTIVE
PERCENTAGE

SUPERVISOR

WORKMEN

20

TI
O
N
D

IS
SA
TI
SF
AC

TR
EU
N

SA
TI
SF
AC

TI
O
N

AL

INTERPRETATION:

Executives100% satisfied
Supervisor 96% satisfied
Workmen 83% satisfied

The Overall feeling of the employees is that the organization is very successful.

QUESTIONNARIE

Averag
e
Averag

QUESTIONNAIRE

PART-A
Employee details
NAME:
DESIGNATION:
Year of entry into the service:
AGE:
Qualification:

PART -B

A.Strongly agree

B.Agree

D. Disagree

C.Normal

E.Strongly disagree

1. Does the training procedure /modules help in enhancing the job skills and
personal development?
a)A
b)B c)C d)D

e)E

2. Does the training methods are intended to implement and practise?

a) A
b)B
c) C
d)D e)E
3. Are you able to effectively utilize the knowledge and skills gained during the
training sector
a) A

b) B

c) C

d)D

e)E

4. Training program of external agencies is beneficial .

a)A
b)B c)C d)D e)E
5. Decades passed from the establishment of power sector ,do agree that the
training programs are enhanced to suit the changing environment .
a)A
b)B c)C d)D e)E
6. Does the training and development program is successful at your
A.P.S.P.D.C.L.
a)A
b)B

c)C

d)D

e)E

7. Quality of work life is improved in your training cell?

a)A

b)B

c)C

d)D

e)E

8. Does training modules increase the performance ,commitment and motivations.

a)A
b)B c)C d)D e)E
9. Rate the methodologies used in training programme
->excellent ->good ->average ->poor
10.Adequate time is provided for employee to reflect and plan improvements after
training.
a)A

b)B

c)C

d)D

e)E

11. Is trainee module is effective

a)A

b)B

c)C

d)D

e)E

12. Are you satisfied and comfortable with the training faculty and training
environment
a)A

b)B

c)C

d)D

e)E

13. Do trainee programs helps to focus your innovative parts and use
a)A

b)B

c)C

d)D

e)E

14. Encourage and friendly relationships is maintained between trainee and faculty
during training period

a)A

b)B

c)C

d)D

e)E

15. Do you feel that training programs are not required for experienced
a)A

b)B

c)C

d)D

e)E

SUGGESTIONS AND CONCLUSION

Suggestions:
Promotions are mainly based on seniority, they must be even based on talent
and performance.
When bulk baragining is done for regions and head office O.M.R type
answer sheet be provided for quick results.
Interview committee concentrates on the marks secured in interview they
should even consider experience.
Unbiased and fair baragining should be done which leads to strengthening of
organization.

 Skill test and personality tests should be included in selection process.

Written tests for direct baragining i.e. TST/MST/OUT should be changed.
Parallel baragining against retirements of various categories of employees in
order to decrease stress, strain and additional burden of work.

CONCLUSION:

SHARE KHAN LIMITED is very successful in its baragining programs as it

follows definite baragining policies and procedures with proper guidelines in the
organization. Baragining is carried out at various levels of the organization as per
the needs and requirements of the corporation. Introduction of new techniques such
as

TIMS

(Ticket

Issuing

MachineS),

Attend

and

monitoring

system,

computerization of depots etc. have resulted in much effectiveness of the

corporation.

Yet there are some challenges to the corporation. Baragining can only be
effective if it is carried out in time. Delay and subsequent loss in time will increase
the cost and thereby impacting the business of the corporation on a negative way.
Litigation also hampers the baragining process resulting in loss of valuable time.
Even the financial problems also hinder the baragining process.

There is a need for revaluation of baragining policy for efficiency of

organizational objectives.

BIBLIOGRAPHY

1 . S u b b a R a o . P, 2 0 0 4 , E s s e n t i a l s o f H u m a n R e s o u r c e M a n a g e m e n t a n d
I n d u s t r i a l R e l a t i o n s , 3 r d e d n , H i m a l a y a P u b l i s h i n g H o u s e , A . P.

2. Chakraborthy. S.K, Managerial Effectiveness and Quality of work

life, 1 s t edn, Tata Mcgraw hill publishers.
3. Randall S. Schuler, Susan E. Jackson, 1999, Strategic Human
Resource Management, Blackwell Publishing.
4. Udai. P, 2007, Training instruments in HRD and OD , 2 n d edn, Tata
Mcgraw hill.
INTERNET:

5.
6.
7.
8.
9.
10.
11.

http://www.nfc.gov.in/default.htm
http://www.icfaipress.org/books/Quality of WL Overview.asp
http://www.icmr.icfai.org
http://www.qul.com/
http://www.humanresources.about.com
http://emerald.com
http://proquest.com