Over the years, public sector enterprise has made a remarkable progress and emerged as a globally appreciated organizations. Post-liberalization is a big challenge for public sector enterprises. The companies have been successful in last few years both in the national and international level. Today, some of them are market leaders, and instilled benchmark performance in the country attracting global recognition. The role of employee is crucial for the success of these organizations. Hence, there is a need to study the level of satisfaction of employees to understand the effectiveness of the policies of these organizations as well as their implementations. The objective of this paper is to study the satisfaction of employees on the policy implementation by a selected public sector enterprise.

Public sector enterprise has a remarkable story of success against all odds in the liberalized business environment. When the liberalization process began in 1991, it was going through a bad phase. The company management refused to be mowed down by the adverse position and embarked on consolidation and future growth plans of the company. Over the years, it has made remarkable progress and emerged as a globally appreciated energy sector organization. The company has been winning accolades since the last few years both by the national and international community. Today, it is seen as a market leader, a benchmarked organization in the country attracting global recognition. It has chalked out an ambitious program of expansion in the coming years. In 2001, it undertook an employee satisfaction survey, thus, changing the much-needed paradigm of understanding the company and the effectiveness of the policies as well as their implementation through the perception of the employees. This approach of management has been in vogue in some of the good companies of the west, but not so much in India and more so in the public sector. At the time the survey was initiated, many other organizations also embarked on the same journey. The difference between this and other organizations has been that it accepted the findings of the survey, and genuinely proceeded on the path of correction and development as per the perceptions and suggestions of the employees. The company undertook the second survey again after four years in 2005 and the results showed all-round improvements. During 2000, it had developed a set of core values called, COMIT, i.e., customer focus, organization pride, mutual respect and trust, initiative and speed, and total quality. Like a very matured organization, the management did not try to force employees to accepting and practicing these values immediately. Enough time was given to ensure that these seep in so that the employees themselves judge the merits before accepting and practicing them. Informal and formal methods were deployed to communicate the values. Some programs were also launched to facilitate the process of actualization of these values. Last year, it added another value dimension of Business Ethics (B), and hence as of today, the value set of the organization is known as BCOMIT.

Management Research Journal, Core Value Actualization, Indian Public Sector Enterprise, Public Sector Enterprise, Post-Liberalization, Market Leaders, Liberalization Process, Business Environment, Energy Sector Organization, Business Ethics, Hewlett Packard, Organizational Structure, Training and Development, Decision Making Process.