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Work Culture |
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“Every individual has the potential to perform if he or she gets proper motivation, the right opportunity and the freedom to work. In the long run success is achieved when ordinary people perform extraordinarily. It is important to keep an open mind rather than drawing preconceived impressions about people. More often that not, such impressions will be proven wrong.” |
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This quote is reproduced from ‘Leading The Way’ – an article by Mr. Shekhar Bajaj in the Corporate Dossier of Economic Times on January 14th, 2005. In this article Mr. Bajaj speaks out his mind on people processes, and shares some employee motivation initiatives that we practice in Bajaj Electricals Limited. We at Bajaj have a strong belief that given the right kind of inspiration, excitement and motivation that reaches the hearts and souls of people, ordinary people can perform extraordinarily. This is the core of our work culture. |
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The culture that we have nurtured n our organization, provides excellent motivation to every individual to put in his best performance in an enthusiastic and charged up environment that sans any fear of failure. While the best performers find their names and achievements prominently displayed on our intranet, those who lag behind are counseled, encouraged, trained and appropriately motivated to do better. Constant communication on individual performance, business units’ performance and company’s overall performance keeps employees updated and motivated. |
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We fully appreciate that when employees understand the big picture, and are kept in the loop about performance and any new developments, they feel part of the organization, and therefore, more involved, more excited, and more loyal to the organization. We have several communication meets across the organization. In fact, we just need an occasion to call people together sometimes with hardly any advance invitation. Some of the more regular ones are:
- New Year Welcome Meet
- Dipawali Meet and Quarterly Performance Meets
- Long Service Award Function etc.
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