PROJECT REPORT

ON

EMPLOYEE WELFARE AND ORGANISATION COMMITMENT

Submitted to

I.K GUJRAL PUNJAB TECHNICAL UNIVERSITY

KAPURTHALLA

In partial fulfillment of the requirement for the award of degree of

Master of Business Administration (MBA)

Submitted by Supervisor

Priya Sapan

1812685 (Asst. professor)

 A

TRAINING REPORT

ON

EMPLOYEE WELFARE AND ORGANISATION COMMITMENT

Submitted to

ST.SOLDIER MANAGEMENT AND TECHNICAL INSTITUTE

JALANDHAR

In partial fulfillment of the requirement for the award of degree of

Master of Business Administration (MBA)

Submitted by Supervisor

Priya Sapan

1812753 (Asst.professor)
 Certificate

This is to certify that, Ms. PRIYA student of MBA has worked on the dissertation titled
“Employee satisfaction with their work with special reference to RELIANCE
FRESH.” She has successfully completed her dissertation work in partial fulfillment for
the degree of MBA. This dissertation is the record of the student’s own efforts under our
supervision & guideline.

Place

Date
 STUDENT DECLARATION

I, “Priya” hereby declare that I have undergone my summer training at “RELIANCE

FRESH” from 15 June to 30 July. I have completed a research project “EMPLOYEE
WELFARE AND ORGANISATION COMMITMENT” under the guidance of Mr.
Kaishav.

Further I hereby confirm that the work presented herein is genuine and original and has
not been published elsewhere.

Priya

MBA 3RD
 FACULTY DECLARATION

I hereby declare that the student Ms. Priya of MBA II has undergone her summer training
under my periodic guidance on the project “EMPLOYEE WELFARE AND
ORGANISATION COMMITMENT”.

Further I hereby declare that the student was periodically in touch with me during her
training period and the work done by student is genuine and original.

(Signature of Supervisor)
 ACKNOWLEDGEMENT

Through the acknowledgement, I express my sincere gratitude towards professors who

help in the preparation of this report. I am student of M.B.A. on the completion of my
industrial training at “RELIANCE FRESH” I would like to present this report of mine.

I am thankful to “RELIANCE FRESH COMPANY”, who gave me the permission of

training at their company and all staff members for their friendly and frank behavior and
co-operation and also to all those industries who helped directly or indirectly in my
training programmed.

Finally I would like to thank Prof. Mrs. SAPNA under which I have prepared this report.

"A person would never swim unless he gets into water likewise for knowing the
market we have to get into in the practical world."

Thank you

Yours truly,

PRIYA
CONTENT

CHAPTER CHAPTER TITLE PAGE NO.

NO.
Chapter-1 Introduction to the Company 1
1.1 History 1
1.2 Company Description 2
1.3 Financial Position 2
1.4 Subsidiaries and Division 3
1.5 Product mix at Reliance Fresh 3
1.6 Controversy
Chapter-2 Introduction of Training and Development 4
2.1 Training 4
2.1.1 Need for training 5
2.1.2 Training objective 6
2.1.3 Training methods 6-7
2.1.4 The training procedure 7-8
2.1.5 Principles of training 9-10
2.1.6 Importance of training 11
2.2 Development 11-12
2.2.1 Nature and scope of training and development 12-13
2.2.2 Evaluation of training programmer 13-14

Chapter-3 Need, Scope and Objective of study 15

3.1 Need 15
3.2 Scope 15
3.3 Objective 15
Chapter-4 Research Methodology 16
4.1 Research process 16
4.2 Defining the problem 16
4.3 Develop a research design 16-17
4.4 Sample 17
4.5 Data collection 17

Chapter-5 Data analysis and Interpretation 18-29

Chapter-6 Conclusion and Suggestion 30-31


Bibliography

CHAPTER-1
 Introduction to the company
INTRODUCTION TO COMPANY

Reliance fresh is the convenience store format which forms part of the retail business of
Reliance Industries of India which is headed by Mukesh Ambani. The company already
has in excess of 1000 Reliance Fresh outlets across the country. These stores sell fresh
fruits and vegetables, staples, groceries, fresh juice, bars and dairy products.

A Typical reliance fresh store is approximately 3000-4000 square feet and caters to a
catchment area of 2-3 km.

With a vision to generate inclusive growth and prosperity for farmers, vendor partners,
small shopkeepers and consumers, Reliance Retail Limited (RRL), a subsidiary of RIL,
was set up to lead Reliance Group’s foray into organized retail.

Since its inception in 2006, Reliance Retail Limited (RRL) has grown into an
organization that caters to millions of customers, thousands of farmers and vendors.
Based on its core growth strategy of backward integration, RRL has made rapid progress
towards building an entire value chain starting from the farmers to the end consumers.

Reliance Retail continued to expand presence of its value and specialty formats. During
the year, Reliance Retail opened 90 new stores spanning across ‘value’ and ‘specialty’
segments. In store initiatives, wider product choice and value merchandising enabled the
business to achieve robust growth during this period.
For the very first time, consumers in India got the opportunity to experience Hamleys,
which is considered to be the world’s most wonderful toy shop. The brand was launched
in India with opening up of 2 stores during the year.

Reliance Brands also announced exclusive licensing arrangement with two leading
brands:

 Steve Madden, a leading designer, wholesaler and retailer of fashion- forward

footwear and accessories for women, men, and children.

 Quicksilver, a leading outdoor sports lifestyle company to launch their core

brands ‘Quicksilver’ and ‘Roxy’.

1.1 History:

After launch, in a dramatic shift in its positioning and mainly due to the circumstances
prevailing in UP, West Bengal and Orissa, it was mentioned recently in new dailies that
Reliance Retail is moving out of stocking fruits and vegetables. Reliance Retail has
decided to minimize its exposure in the fruit and vegetables business.

The company may not stock fruit and vegetables in some states. Though Reliance Fresh
is not exiting the fruit and vegetable business altogether, it has decided not to compete
with local vendors partly due to political reasons, and partly due to its inability to create a
robust supply chain. This is quite different from what the firm had originally planned.

When the first Reliance Fresh store opened in Hyderabad last October, not only did the
company say the store’s main focus would be fresh produce like fruits and vegetables at a
much lower price, but also spoke at length about its “farm-to-fork” theory .The idea the
company spoke about was to source from farmers and sell directly to the consumer,
removing middlemen out of the way. Reliance Fresh, Reliance Mart, Reliance Digital,
Reliance Trendz, Reliance Footprint, Reliance Wellness, Reliance Jewels, Reliance
Timeout and Reliance Super are various formats that Reliance has rolled out.
1.2 Company Description:

Reliance Fresh falls under Reliance Industries. It is the first retail venture of the group.
The company offers fresh fruits and vegetables, staples, groceries, fresh juice bars,
FMCG products and dairy products and non-vegetarian items. Reliance Fresh Limited
operates food retail outlets.

Date Of Establishment : 2006

Branches : Over a 1000 stores across India

Overview : Reliance Retail Limited (RRL) ,a subsidiary of Reliance

industries Limited under Mukesh Ambani, Reliance Group’s foray into organized retail .
RRL is based on the growth strategy of backward integration, and It generates inclusive
growth and prosperity for farmers, vendor partners, small shopkeepers and consumers.

RLL is the second largest retailer in India. Its retail outlets offer foods, groceries, apparel
and footwear, lifestyle and home improvement products, electronic goods, farm
implements and inputs. The company’s outlets also provide vegetables, fruits, and
flowers.

It had a turnover of 337 billion in the financial year 2016-17. Reliance Retail has announced
revenues of 450 billion for the nine months ended December 2017 for financial year 2017-18,
showing of over 90% jump from the corresponding previous period. The company also reported
a profit of 7 billion for the period.

1.3 Financial Position

It had a turnover of 337 billion in the financial year 2016-17. Reliance Retail has
announced revenues of 450 billion for the nine months ended December 2017 for
financial year 2017-18, showing of over 90% jump from the corresponding previous
period. The company also reported a profit of 7 billion for the period.
1.4 Subsidiaries and Divisions

There are over 45 subsidiaries and divisions of Reliance Retail. Following is the list of
major divisions:

No. Name Note

1 Reliance Fresh Retail outlets of fruits, vegetables and groceries.

Reliance Smart offers a one-stop shopping experience by

offering fresh produce, bakery, dairy products, home and
2 Reliance Smart
personal care products, general merchandise, fruits,
vegetables and groceries.

Consumer electronics retail stores. It had 689 stores in

3 Reliance Digital
October 2014.

4G mobile handset manufacturer based in Mumbai,

4 Reliance LYF
founded in 2015.

Jewelry retail; it had revenues of approx. Rs. 8 billion in

5 Reliance Jewels
financial year 2012-13.

Reliance Trends, Apparel and clothing. It had revenues of approx. Rs.

6 Reliance Footprint and 16 billion in financial year 2012-13 with a store count of
Reliance Living 287.
 Reliance Market and
Reliance Market It had revenues of approx. Rs. 1.6 billion in financial year
7
Wholesale Cash-n- 2012-13.
Carry

E-commerce, fashion shopping website, officially

8 AJIO
launched at the Lakme Fashion Week SS16.

The oldest and largest toy shop in the world and one of
9 Hamleys the world's best-known retailers of toys. Acquired by
Reliance in 2019.

1.5 PRODUCT MIX AT RELIANCE FRESH

PRODUCT MIX AT RELIANCE FRESH

FRUITS & PF. BEVERAGE

VEGETABLE F&V

STAPLE NON-FOOD FMCG

1.6 Controversy

Recently their stores in Jharkhand faced the ire of mobs of local vegetable vendors. They
vandalized and attacked the stores claiming that they were stealing their livelihoods.

In August 2007, Uttar Pradesh Chief Minister Mayawati ordered to close 10 new stores
keeping view of Law & order situation. In November 2007, Reliance Fresh stores were
attacked by Bharatiya Janshakti Party supporters headed by Uma Bharti.

1.7 Objectives of the company:

 To attain global best practices and become a world-class utility.

 To provide uninterrupted, affordable, quality, reliable and clean power to millions
of customers.
 To achieve excellence in service, quality, reliability, safety and customer care.
 To work with vigor, dedication and innovation, with total customer care as the
ultimate goal.
 To consistently achieve high growth with the highest levels of productivity.

1.8 Future Prospects:

 Reliance is aiming to touch almost every Indian customer and supplier.

 Plan to open one or two new stores in every six month as per the terms and
conditions of the company.
 To provide best quality, services to the customers at cheaper price.
 Aims to launch 700 Reliance Town Centre (RTC) in the country to cater to
population below 3 lakh.
 More centers next year across the country and the company aim to introduce first
RTC in north India.
 Plans to introduce rural business hubs (RBH) for the rural population and it aim to
add 1,600 RBHs in the next few years.
 Reliance Retail will soon have around 100 private labels across product
categories.
 Prosperity to the farmers.
 Including more verities of Private Label in soaps, detergents, cosmetics and non
FMCF products.
CHAPTER-2
 Introduction to Employee Welfare and Organization Commitment
 Review of literature
INTRODUCTION TO EMPLOYEE WELFARE AND
ORGANIZATION COMMITMENT

Employee welfare is a term including various services, benefits and facilities offered to
employees by the employer. The welfare measures need not be monetary but in any
kind/forms. This includes joy, comfort, contentment, protection and growth of human
capital. It helps employees to set minimum desirable standards like housing, health,
clothing, education, job, insurance and fun for themselves. Such incentives enable the
workers to live a satisfactory social and work life.

Organizational commitment is an individual's psychological attachment to

the organization. The basis behind many of these studies was to find ways to improve
how workers feel about their jobs so that these workers would become more committed
to their organizations. Organizational commitment predicts work variables such
as turnover, organizational citizenship behavior, and job performance. Some of the
factors such as role stress, empowerment, job insecurity and employability, and
distribution of leadership have been shown to be connected to a worker's sense of
organizational commitment.

2.1 Employee Welfare

Employee Welfare is one of the most important parts of any organizational activity which
can provide that level of satisfaction to the employees in the organization which a
handsome salary package alone cannot provide. It also plays a significant role in the
society where the employees live. Welfare is not only related to the facilities which the
organization provides to its employees, it is much more than that. It is also providing the
right kind of working atmosphere to the worker, where they can respire in the congenial
environment and taste the goodness of growth and development that facilitates them to
give their maximum input and help achieve both individual and organizational goals
respectively.
Definition: According to Todd “Employee Welfare means anything done for the
comfort and improvement, intellectual or social, of the employees over and above the
wages paid which is not necessity of the industry.”

2.1.1 Evolution of Employee Welfare

In India, employee welfare programmers are evolved through philanthropist, religious
leaders, social workers and voluntary organizations. With the inception of industrial
revolution, large-scale industries were established in big cities.
Employees migrated from villages to cities. They were attracted by higher wages,
comforts and recreation of city life; but they were exposed to bad working conditions,
long hours of work, low wages, health hazards, and absence of safety measures and
unsatisfactory working and living conditions.
The directive principle of state policy of the constitution of India also states that, “The
state shall strive to promote the welfare of the people by securing and promoting as
effectively as it may a social order in which justice, social, economic and political shall
inform all the institutions of national life”.
All the Five Year Plans have protected the interest of workers. The National Commission
on Employee was introduced in 1960-69. It has dealt with employee problems most
comprehensively.

2.1.2 Features of Employees Welfare

 Addition to wages and salaries – Welfare measures are undertaken in addition to

regular wages and other economic benefits provided to the workers under legal
provisions and collective bargaining.
 Functions – Employee Welfare programme includes various services, facilities and
amenities provided to employees for improving their health, efficiency, economic
betterment and to enhance social status of the employees.
 Dynamic – Employee Welfare is dynamic in nature. It varies from country to
country, region to region and organization to organization. Employee welfare
activities depend upon the need of the employees, their social status, and social class
and so on.
 Flexible – Employee Welfare is a flexible and ever changing concept as new welfare
measures are added from time to time to the existing measures. The needs of work
force changes with time and the changing social environment.
 Voluntary and/or mandatory – Some Employee Welfare measures are provided by
laws and mandatory, while some are voluntarily provided by the organization for
betterment of the employees. Welfare measures may be introduced by the employers,
government, employees or by any social or charitable agency.
 Purpose – The basic purpose of Employee Welfare is to improve the social life as
well as work life of the work force.

2.1.3 Scope of Employee Welfare

The scope of Employee Welfare is very broad because it covers different industries and
activities.

However, the researchers have summarized the scope and listed the following
facilities covered in the scope are:
 Working Environment:
Conducive working environment helps to improve efficiency of employees and includes
proper lighting, temperature, ventilation, safety, sanitation, transportation, cleanliness,
seating arrangement and canteen facilities. Workplace sanitation and cleanliness is very
important for making workplace helpful for employees to work.

Following activities are important to make it conducive for working:

 Proper ventilation using cross windows and doors, adequate lighting, controlled
temperature, regular cleanliness, seating/standing arrangements for working, etc.
  Proper safety measures for lift, elevators, ropes, cranes, electric and dangerous
operating.

 Sufficient urinals separate for gents and ladies, lavatories and bathing facilities
with regular proper cleaning.

 Proper gardening with watering facilities and cleanliness of surrounding regularly.

 Pure drinking water facilities with purification and cooling facilities.

 Well maintained canteen services with good quality of food at nominal rates.

 Health Facilities:
Health is wealth. To maintain good health of the employees, the required health facilities
should be maintained up to required standard.

It includes the following facilities:

 Health centre for regular check-up for workers and their families should be
provided within factory or nearest place.

 Availability of ambulance service at telephone call itself should be provided in

case of emergency.

 Free and regular medical check-up of employees and counselling regarding health
and diet to employees.

 Availability medical staff and of doctors inside the factory for emergency.

 Welfare facilities for women and children such as – crèches, checking for
pregnancy, etc.

 Suitable sports and recreation facilities in the premises.

  Schooling, vocational training facilities and library services.

 General Welfare Facilities:

 Housing facilities for employees near to the work facilities.

 Cleaning and sanitation facilities in housing facilities.

 To and fro transportation facilities for employees and their children going for
schools

 Sports facilities of indoor and outdoor in the residential location.

 Family planning and family care counselling.

 Entertainment facilities in the campus for employees and their families.

 Transport facilities for tours, picnics and festival celebration.

 Economic Welfare Facilities:

 Subsidized consumer goods including grains, vegetables, milk, oil and other daily
requirements through cooperative stores.

 Banking, postal, services and credit facilities through credit society.

 Health insurance schemes by employers free of costs.

 Regular basis bonus and profit-sharing schemes.

2.1.4 Employee Welfare –

 Important Concepts: Holistic Concept, Social Concept and

Relative Concept : The concept of ‘Employee welfare’ is flexible and elastic
and differs widely with times, regions, industry, country, social values and
 customs, the degree of industrialization, the general social economic development
of people and political ideologies prevailing at particular moments.
 Holistic Concept of Employee Welfare:
The “holistic” concept of employee welfare can be described as the achievement
of desirable state of existence involving physical, mental, moral and emotional
well-being of the working class.
 Social Concept of Employee Welfare:
The social concept of employee welfare involves the wellbeing of an individual
and the harmonious relationship established with the community and even his/her
own family, working groups, superiors, subordinates etc.
 Relative Concept of Employee Welfare:
Employee welfare could be considered as a more or less relative term; relative to
the time, place and even the individual(s) concerned. Hence taking this into
consideration employee welfare should be described in terms of a dynamic and
flexible concept. Thus the concept of employee welfare may vary from place to
place, industry to industry and even country to country.

2.1.5 Employee Welfare

 Aims and Objective
Employee welfare aims at total development of workers personality based on
humanitarian grounds. It aims at helping the needy, the poor and the most
deserving community. Major objective of employee welfare is to minimize
exploitation of workers. Management wants efficient, productive, hardworking,
sincere and law abiding workmen, which can be attracted by providing liberal
welfare measures. Such measures also improve industrial relations in the industry.
From various studies, the summarized objectives are to:
 Provides social comfort to employees.
 Support overall improvement of employees.
 Provide financial support indirectly to the employees.
  Contribute in developing sense of responsibility and belongingness among
employees.
 Improve working conditions at the workplace for employees.
 Maintain and retain the existing workforce.
 Reduce rate of absenteeism from work and employee turnover from job.
 Improve lives of employees comfortable and happy.
 Improve productivity and efficiency of employees at workplace.
 Provide healthy and proper working conditions.
 Ensure betterment of employees and families and society as a whole.

2.1.6 Importance of Employee Welfare:

As a business, you have to provide various benefits to ensure your employees' welfare.
Employee Welfare is very important in every nation as it helps to bring about all round
development of employees. Welfare measures are important on the following grounds:

 Compliance: As an owner, you are required by law to provide certain benefits for the
welfare of your employees. You may have to match the Social Security taxes your
employees pay and obtain a worker's compensation insurance policy. If you terminate
an employee, you may have to funds to extend his health insurance.

 Hiring and Retention: The benefits an employee receives from his employer for his
welfare are often a significant reason why he decides to accept a job offer. As such,
providing employee benefits allow you to compete with other businesses to recruit
and retain qualify employees. If other employers offer better benefits, good
employees may choose to go there.

 Employees Motivation: By providing a plan that's good for employees' welfare, you
show them that you value them. This can help make them feel welcome and happy in
your company, motivating them to work harder. If your health plan has wellness
 coverage and preventative care, employees are more likely to stay healthy, cutting
down on absenteeism and sick days.

 Employees' Well-Being: For companies that have a large base of employees working
under stressful conditions or living away from family, it is important to look at
fostering personal happiness and professional growth. Investing in employees pays
dividends in terms of higher productivity and greater loyalty

 Company Image: Providing a good employee welfare plan reflects well on your
business, building a good company image. It may even earn you some press coverage,
giving you free publicity to improve awareness among potential customers. This may
boost your sales and increase your profits.

 Improve Industrial Relations: Welfare facilities like provision of good housing,

minimum wages and other benefits create a feeling of satisfaction and contentment
amongst the employees, which helps to avoid conflicts. They feel that they are not
ignored as they are the weaker sections of the society thus, industrial relations will be
improved. It will bring industrial peace and cordial relations.
 Sense of Belonging: Employee welfare measures help to protect the interest of the
employees. Once the employees realize that they are not ignored and are the part and
parcel of the organization then their devotion to the job will also increase. Sense of
belonging is a psychological aspect.
 Improvement of the Moral and Mental Health of Employees:
Welfare measures include such measures as would prevent the employees from indulging
in vices such as drinking, gambling etc. and thus their moral and mental health improves
contributing overall improvement in the health of the organization and society.

2.1.7 Principles of Employees Welfare

Principle of Social Liability of industry: As per this principle, the industry is obliged to
care of the welfare of its employees. This aspect of employee welfare is also emphasized
by the Government of India.
 Principle of Efficiency: This principle has a crucial role in the welfare of employees
as it depends on the efficiency-welfare relationship, although this relation is not
measurable. Certain employee welfare programmer like education, housing, training,
family planning, healthy and balanced diet, etc., enhance the efficiency of employees,
particularly those from developing or underdeveloped nations.
 Principle of Personality Development: This principle states that the aim of
employee welfare should offset the negative consequences of the industrial system.
This is why employee welfare should necessarily be implemented both inside the
factory (intra-mural welfare) and also outside the factory (extra-mural welfare).
 Principle of Coordination and Integration: An activity that is efficiently
coordinated will give better results and this will result in better development of the
employees in his community, work and home. This provides a sense of accord and
stability to employee welfare services.
 Principle of Accountability: This principle, also known as principle of evaluation,
assigns one person who is responsible for the evaluation and review of the welfare
activities periodically and reports to top management.
 Principle of Self-Help: The motive behind employee welfare is to make employees
capable enough to support themselves in the long-term and take responsibility of their
jobs and growth.
 Principle of Association – Any welfare programmer meant for the development of
employees’ community should associate employees with the planning and execution
of the programmer. Employees should be associated for conducting activities.
 Principle of Responsibility – Employees should be incorporated and they should be
hold responsible for the activities aiming at employees welfare. For example,
employees participate in safety committees, sports committees, canteen committees,
etc.
2.1.8 Agencies for Welfare Work

 Government: The Government of India has introduced various laws in view of

making welfare mandatory for employees and coerces employers to grant welfare
services to their employees. These are Factories Act, 1948; Plantation labour Act,
1951; Mines Act, 1952; etc.
 Employers: It is the employer’s duty to support the employees with welfare services.
These activities are successful only when the employer takes active interest in them.
Employers may provide some facilities to employees voluntarily which might
increase their motivation and interest in the job.
 Trade Unions: Unions have also started taking active interest in employee welfare
services with a view to enhance their standard of living. They do this either on their
own or by associating with the employer. The non-statutory welfare facilities
provided are housing facility, education for employees and his family, recreation
facilities, etc. These facilities are funded and managed by the trade union itself.

2.1.9 Theories constituting Employee Welfare activities

The form of employee welfare activities is flexible, elastic and differs from time to time,
region to region, industry to industry and country to country depending upon the value
system, level of education, social customs, degree of industrialization and general
standard of the socio-economic development of the nation.
Seven theories constituting the conceptual frame work of employee welfare activities
are the following:
 The Policing Theory of Employee Welfare:
The policing theory is based on assumption that Human Being is so much selfish
and always tries for own benefits whether on the cost of others welfare. Any of
the employers will not work for the welfare of employees until he is forced to do
so. This theory is based on the contention that a minimum standard of welfare is
necessary for workers.
 The Religious Theory of Employee Welfare:
This is based on the concept that man is essentially “a religious animal.” Even
today, many acts of man are related to religious sentiments and beliefs. These
religious feelings sometimes prompt an employer to take up welfare activities in
the expectation of future emancipation either in this life or after it. The theory
views were an essentially religious. Religious feelings are what sometimes
prompt employers to take up welfare activities in the belief of benefits either in
his life or in support after life.
 The Philanthropic Theory of Employee Welfare:
This theory is based on man’s love for mankind. Philanthropy means “Loving
mankind.” Man is believed to have an instinctive urge by which he strives to
remove the suffering of others and promote their well-being. In fact, the employee
welfare movement began in the early years of the industrial revolution with the
support of philanthropists.
 The Paternalistic or Trusteeship Theory of Employee Welfare:
In this theory it is held that the industrialists or employers hold the total industrial
estate, properties and profits accruing form them in trust for the workmen, for
him, and for society. It assumes that the workmen are like minors and are not able
to look after their own interests that they are ignorant because of lack of
education. Employers therefore have the moral responsibility to look after the
interests of their wards, who are the employees.
 The Placating Theory of Employee Welfare:
This theory is based on the fact that the employee groups are becoming
demanding and militant and are more conscious of their rights and privileges than
ever before. Their demand for higher wages and better standards of living cannot
be ignored. According to this theory, timely and periodical acts of employee
welfare can appease the employee. They are some kind of pacifiers which come
with a friendly gesture.
 The Public Relations Theory of Employee Welfare:
 This theory provides the basis for an atmosphere of goodwill between employee
and management, and also between management and the public, employee
welfare programmes under this theory, work as a sort of an advertisement and
help an organization to project its good image and build up and promote good and
healthy public relations.
 The Functional Theory of Employee Welfare:
The concept behind this theory is that a happy and healthy person is a better, more
productive worker. Here, welfare is used as a means to secure, preserve and
develop the efficiency and productivity of employee. It can work well if both the
parties have an identical aim in view; that is, higher production through better
welfare. This will encourage employees’s participation in welfare programmes.

2.1.10 Employee Welfare Funds

Employee welfare refers to all the facilities provided to employee in order to improve
their working conditions, provide social security and raise their standard of living.
Majority of employee force in India is working in unorganized sector. In order to provide
social security to such workers, Government has introduced employee Welfare Fund to
ensure assistance to unorganized employees.
Five different welfare funds, which are governed by different legislations, are
administered by Ministry of employee.
Schemes under welfare funds provide assistance with respective to the following:
 Public health and sanitation
 Housing
 Recreational (including standard of living)
 Social security
 Educational facilities
 Water supply
 Transportation
 Medical facilities (prevention of diseases)
  Social security
 Family welfare

2.1.11 The Five Year Plans and Employee Welfare

 During the First Five Year Plan (1951–1956) Government did considerable
amount of work for the welfare measures of the employee classes of society.
During this period important Act such as the Plantations Employee Act, 1951, the
Employees Provident Fund Act, 1952 the Mines Act, 1952 were enacted. A
subsidy was provided for housing scheme for employees was documented and
implemented in 1952.
 The Second Five Year Plan (1956–1961) provided impetus for further more
welfare measures and legislation for employee. New laws were also established to
ensure welfare measure for merchant seamen and motor transport workers. The
employee’s state insurance scheme, 1948 was implemented and to cover more
employees in the factories. The second five year plan period also witnessed quite
a large number of enactments in accommodation and housing by various state
governments as employee welfare measures.
 The third five year plan (1961-66) emphasized the requirement of more efficient
and effective implementation of various statutory employee welfare provisions
and legislation. The plan also talked about establishment of co-operative credit
organizations and consumer’s stores for industrial workers, and stressed on the
role of trade unions and voluntary organizations in managing such co-operatives
organizations. There has been enactment of the legislative provisions during this
plan period which include the Apprentices Act, 1961; Iron-Ore Mines Employee
Welfare Cess Act, 1961; Maternity Benefit Act, 1961 And Payment of Bonus Act,
1965. During this period, co-operative housing organization also started to make
amends gradually.
 The Fourth Five Year Plan (1969–1974) was more about the expansion and
implementation of the Employees State Insurance (ESI) Act to provide health
 related facilities to the families of insured employees as well as labourers working
in shops and 73 commercial establishments. Provision of this Act compels
contractors to undertake welfare activities for contractual employees. In 1972
Government enacted an important statute as the Payment of Gratuity Act, 1972
(bonuses) for the welfare of retiring industrial employees.
 The Fifth Five Year Plan (1974–1979) witnessed the additional provisions for
employee welfare in a number of areas. For encouraging the provision of
industrial safety, safety cells were established in various states of the country.
This five year plan period also covered: (1) strengthening and expansion of the
Advanced Training Institute throughout the country; (2) Extension of the
Apprenticeship Training Programme; (3) Development and establishment of
Vocational Training in Women’s Occupations; and (4) all other kinds of schemes
related to research, surveys and studies to be undertaken by various organizations
and institutes.
 The Sixth Five Year Plan (1980–1985) was more about effective
implementation of the welfare measures of prior legislative enactments, and
extension of coverage of Act such as the Employees Provident Fund, Employees
State Insurance Scheme and the Family Pension Scheme. Special scheme also
were developed and implemented by State Governments for the welfare of
agricultural employees, artisans (skilled craftsmen), leather workers, fishermen,
handloom weavers and other unorganised sector employees.
 The Seventh Five Year Plan (1985–1989) focussed on enhancement in working
conditions of informal sector employees both in the rural areas and also in the
urban areas. This plan period witnessed certain major initiative for working
women. Thus during this period the stress was on improvement in capacity
development, efficiency and productivity.
 The Eighth Five Year Plan (1992–1997) witnessed government stressing on the
importance of reforms in industrial and trade policies. This five year plan put
great emphasis on resource mobilization from public enterprises. In this period,
 the great work had been on the aspect of enhancement for the quality of employee
work, productivity, skills development, working conditions, provisions for
welfare measures 74 and the social security, especially to those working in the
unorganized sectors without any socio-economic security.
 The Ninth Five Year Plan (1997–2002) emphasized the enhancement of
employee welfare measures, increasing productivity through skills development,
and also the adequate provisions were taken for social security of workers.
Governmental institutions and resources were directed towards skill development,
knowledge sharing on new job opportunities, monitoring and evaluation of
working conditions for employees class, creation of industrial harmony through
development of infrastructure for better industrial relations, and insurance policy
for employee against illness, injury and unemployment and their families.
 The Tenth Five Year Plan (2002–2007) given more weight on improving the
working conditions, better industrial relations, proper enforcement of Employee
Legislations and welfare measures, and also launching various schemes for the
welfare activities for all industrial employees and their families. The employee
Department worked on implementation mechanism of about two dozen of
employee statutes. Their goal was not only in terms of economic benefits (such as
minimum wages, overtime, bonuses, etc.) to workers, but also to provide them
adequate health and safety facility at work place.
 The Eleventh Five Year Plan (2007–2012) talked about unemployment and
underemployment issue, the promotion and generation of regular wage
employment opportunities and addressing the continuing problems of employees
employed in unorganised sector all over the country.
 The 12th Five Year Plan (2012–2017) is more about skill building as an
instrument to improve the effectiveness and contribution of employee to the
overall production. It has also made skill development as an important agenda for
the Governments at Centre as well as States.
2.2 ORGANIZATIONAL COMMITMENT

In organizational behavior and industrial and organizational psychology, organizational

commitment is the individual’s psychological attachment to the organization. The basis
behind many of these studies was to find ways to improve how workers feel about their
jobs so that these workers would become more committed to their organizations.

Organizational commitment predicts work variables such as turnover, organizational

citizenship behavior, and job performance. Some of the factors such as role stress,
empowerment, job insecurity and employability, and distribution of leadership have been
shown to be connected to a worker's sense of organizational commitment.

Organizational commitment can be contrasted with other work-related attitudes, such

as job satisfaction, defined as an employee's feelings about their job, and organizational
identification, defined as the degree to which an employee experiences a 'sense of
oneness' with their organization.

Definition: Organizational commitment may be viewed as an organizational member's

psychological attachment to the organization. Organizational commitment plays a very
large role in determining whether a member will stay with the organization and zealously
work towards organizational goals.

2.2.1 Development of Organizational Commitment

By the 1970s, organizational commitment had achieved broad popularity, especially in

The United States (Allen and Meyer, 1990). This advance was spurred by shortage
in productivity, demotivated workforces, and tough competition that American
industries were facing from foreign companies and industries, especially those in Japan
(Lincoln and Kleberg, 1990). Hence, an interest in organizational commitment stemmed
from the prominent management practices at that time in Japan, where employee
organizational commitment was observed to be the most competitive advantage boosting
organizational prosperity (Vaszkun, and Tutsi, 2012; Lothian’s et al., 1985).
There was a consistent lack of consensus on one unified definition for organizational
Commitment. Mowday et al. (1982) accentuated that researchers and practitioners from
different fields who were investigating organizational commitment were applying
their own personal interpretations to the subject, thereby increasing the difficulty of
formulating a unified understanding of the subject of organizational commitment.
O’Reilly and Chatman (1986) inferred that some researchers imposed a pattern of
formulating their own organizational commitment definition rather than elaborating one
of the existing definitions. The consequence is that commitment theory is characterized
by redundancy and contaminations, leading to weak theory development.

The Early Era: The Side-Bet Approach According to Becker’s theory, the relationship
between an employee and the organization is founded on behaviors bounded by a
“contract” of economic gains. Employees are committed to the organization because they
have some hidden vested investments or side-bets. These side-bets are valued by the
individual because of the accrual of certain costs that render disengagement difficult. In
fact Becker’s theory identifies organizational commitment as a major predictor of
voluntary turnover. Even though the side-bet theory was abandoned as a leading
proponent of organizational commitment concept, yet the influence of this approach is
very evident in Meyer and Allen’s Scale (1991), better acknowledged as continuance
commitment.

The Middle Era: The Psychological Attachment Approach in the Middle Affective
Dependence period, the focus shifted from tangible side-bets to psychological connection
developed towards the organization. This school of thought attempted to describe
commitment as a combination of attitude and interest in economic gains from associating
with the company. Employee retention was attributed not only to economic gains, but
more so to affective influence. Porter and his followers hence define commitment as “the
relative strength of an individual’s identification with and involvement in a particular
organization.
Organizational Commitment, therefore, comprises of three components, namely, Strong
Acceptance, Participation and Loyalty. It was even proposed that commitment was
sometimes a better alternative construct to predict turnover intentions as opposed to job
satisfaction. It is characterized by a belief in and strong acceptance of the company’s
values, norms and goals, the willingness to exert substantial effort for the wellbeing and
prosperity of the organization, and a resilient aspiration to serve the organization with
loyalty and commitment.

The Third Era: The Multidimensional Approach This approach is the advancement
from the single-dimension era of organizational commitment. The major proponents of
the multi-dimension approach are Meyer and Allen (1984) and O’Reilley and Chatman
(1986). Meyer and Allen’s Three Dimensional Theory (1984, 1990, 1997), has been the
leading approach to organizational commitment for more than two decades. The fallacies
and drawbacks resulting from improper execution of Becker’s Side-bet theory formed the
basis for Meyer and Allen’s (1984) research in this area. They contended that the best
way to measure side-bets was to employ indicators that can analyze the perceptions
regarding the number and magnitude of side-bets an individual has made. After
comparing the interrelationship between the common scales measuring organizational
commitment, two scales were developed, one measuring Affective commitment and the
other Continuance commitment.

2.2.2 Models of Organization Commitment

Meyer and Allen's (1997) three-component model of commitment was created to argue
that commitment has three different components that correspond with different
psychological states. Meyer and Allen created this model for two reasons: first "aid in the
interpretation of existing research" and second "to serve as a framework for future
research". Their study was based mainly around previous studies of organizational
commitment. Meyer and Allen's research indicated that there are three "mind sets" which
can characterize an employee's commitment to the organization. Mercurio (2015)
extended this model by reviewing the empirical and theoretical studies on organizational
commitment.

 Affective Commitment (Affection for your job):

AC is defined as the employee's positive emotional attachment to the
organization. Meyer and Allen pegged AC as the “desire” component of
organizational commitment. An employee who is affectively committed strongly
identifies with the goals of the organization and desires to remain a part of the
organization. This employee commits to the organization because he/she "wants
to". This commitment can be influenced by many different demographic
characteristics: age, tenure, sex, and education but these influences are neither
strong nor consistent. Affective commitment relates to how much employees want
to stay at their organization. If an employee is affectively committed to their
organization, it means that they want to stay at their organization.. Employees
who are affectively committed feel valued, act as ambassadors for their
organization and are generally great assets for organizations.

 Continuance Commitment (Fear of loss):

Continuance commitment relates to how much employees feel the need to stay at
their organization. In employees that are continuance committed, the underlying
reason for their commitment lies in their need to stay with the organization.
Possible reasons for needing to stay with organizations vary, but the main reasons
relate to a lack of work alternatives, and remuneration.

A good example of continuance commitment is when employees feel the need to

stay with their organization because their salary and fringe benefits won’t
improve if they move to another organization. Such examples can become an
issue for organizations as employees that are continuance committed may become
dissatisfied (and disengaged) with their work and yet, are unwilling to leave the
organization.

 Normative Commitment (Sense of obligation to stay):

 Normative commitment relates to how much employees feel they should stay at
their organization. Employees that are normatively committed generally feel that
they should stay at their organizations. Normatively committed employees feel
that leaving their organization would have disastrous consequences, and feel a
sense of guilt about the possibility of leaving.

Normative commitment is higher in organizations that value loyalty and

systematically communicate the fact to employees with rewards, incentives and
other strategies. Normative commitment in employees is also high where
employees regularly see visible examples of the employer being committed to
employee well-being.

Critique to the Three-Component Model

Since the model was made, there has been conceptual critique to what the model is trying
to achieve. To date, the three-component conceptual model has been regarded as the
leading model for organizational commitment because it ties together three aspects of
earlier commitment research .However, a collection of studies have shown that the model
is not consistent with empirical findings. In a sense the model describes why people
should stay with the organization whether it is because they want to, need to, or ought to.
 It becomes clear that affective commitment equals an attitude toward a target, while
continuance and normative commitment are representing different concepts referring to
anticipated behavioral outcomes, specifically staying or leaving.

Their commitment profiles were compared to turnover intentions, job search behavior,
work withdrawal (absenteeism and lateness) and job stress. Five empirically-derived
commitment profiles emerged: highly committed, affective–normative dominant,
continuance–normative dominant, continuance dominant, and uncommitted. Results
indicated that the most positive work outcomes were associated with the affective–
normative dominant profile which included lower turnover intentions and lower levels of
psychological stress. There were no differences among the commitment groups for late
coming, and the continuance–normative dominant group had the lowest levels of
absenteeism. Somers suggested that future research should focus on the combined
influence of commitment on work outcomes. He proposed that commitment processes are
very complex as it involves the human psyche and emotions. The relative levels of
commitment for each employee affect how the psychological state of commitment is
experienced.

2.2.3 Benefits of Organization Commitment

 Increased Productivity: Committed employees need a leader that will guide them,
they don’t require someone who has to be constantly behind their life to get the tasks
done. Such organizational commitment results in increased productivity at work. A
compliant team will create their own tasks and ensure they are implemented. They will
show up to work on time and do the necessary and even more.
 Target is met: A complacent team will do only what is asked of them, a committed
team will do that and more in order to meet their targets and goals. A committed team
understands goals and their individual role in achieving those goals. They are self-
motivated and set targets higher than that is expected of them. For a committed team,
goals are not just a number, date or a target; it is a vision and journey for them.
 Bring “fun” to work: Put in simple words, a committed team brings in more fun to
work. Commitment brings ownership and more creativity to the tasks. Committed team
thrives on new and innovative ideas and it is some fun to implement such ideas time
and again.
 Value addition: Commitment at work brings in value addition through active
participation in company-related discussions. Committed employees bring great ideas
to the table and they are always happy to help others visualize those ideas. An
organization needs commitment and dedication from its employees to achieve their
goals.
2.2.4. How to Improve Organizational Commitment?

High levels of organizational commitments are related to superior business performance,

increased profitability, improved productivity, employee retention, customer satisfaction
metrics, reduced customer churn and above all improving the workplace culture. That’s
the level of commitment an organization would expect from its employees. But how do
we get there?

Here are some tips to improve organizational commitment:

 Create a strong teamwork culture:

Building a strong teamwork culture facilitates a healthy work environment. No two

employees in an organization can be exactly the same. When people come from different
backgrounds, there will be differences in the way they see and perceive things and the
same holds true when people work in a team. However, if an organization promotes a
culture of team building, employees will be motivated to work together and achieve
more. This will help boost their commitment levels and create a long-term work culture
harmony.

 Communicate clear goals and expectation to the employees:

Most employees want to be a part of an irresistible future, they want to know what is
most important in their job and how can they achieve excellence in their job. For
objectives to have meaning and be effective, employees should be communicated clearly
the goals and expectations of the management. Employees, when they feel a sense of
ownership tends to stay longer with an organization.

 Be transparent and encourage open communication:

Let employees be participative in what is happening within the organization, as well as

how they can contribute more towards the development of the organization. When an
organization is transparent with its employees and shares numbers and figures with them,
they are greater chances that employees feel valued and increased sense of belonging.
Thus, improving the performance of employees through transparency.

 Maintain work ethics:

Employees would want to feel good about the organization they are working with.
Having high standards of work ethics makes employees feel motivated and respectful
towards the organization. When employees know that an organization has high morals,
they stay associated with the organization. Good work ethics assures any employee, that
they have an equal playing field in the organization to perform and to grow their careers.

 Foster a positive work culture:

A positive work culture is where employees feel happy to be a part of the organization,
where they feel motivated and encouraged to share new ideas and facilitate
communication with the management without having the fear of being misunderstood.
Encourage employees to find a personal fit with the organization’s culture.

 Develop Trust:
When employees start developing trust among themselves as well as leadership, it is a
positive sign of organizational development. Employees constantly watch the
organization’s leadership for motivation and example, learn decision-making skills and
how it helps strategic changes within the organization and if their behavior reflect what
they say.

 Encourage innovation:

Innovation is one of the best ways of encouraging employees. When an employee has an
idea of doing things differently and in a better way, do not discourage them, on the
contrary, motivate them to come up with more good ideas.

 Provide constructive feedback and not criticism:

Employees should be provided with constructive feedback whenever needed. They

should be appreciated for what they are doing good which will help them raise their
morale. Tell employees when they are wrong, but do more- tell them why it’s wrong and
above all- how to do better. There is a difference between criticism and constructive
feedback. Criticism only tells what’s wrong, constructive feedback tells you what is
wrong, why is it wrong and how to get it right!

 Efficiently delegate tasks:

An organization that functions efficiently knows the art of delegating tasks. One should
understand not all work can be done by one single person, there are dedicated resources
in an organization to carry out particular tasks. When the work has efficiently distributed
no one, in particular, is burdened.
  Offer Incentives

When an employee performs exceptionally well, organizations need to value his/her

contribution. In such cases, it is a good idea to offer incentives to the employee to
recognize his/her good work and dedication. If the organization wants employees to have
sufficient work commitments it is essential that management rewards them appropriately
as different things motivate different people.

Satisfied and engaged employees are an asset to any organization. It is important to

value people who show dedication and commitment towards the organization.
Organizations need to dig deeper and find the root cause of issues faced by their
employees and take timely actions to reduce employee turnover.

2.2.5 Factors affecting Organizational Commitment

 Job related factor: Organizational Commitment is an important job-related outcome

at the individual level, which may have an impact on other job related outcomes such
as turnover, absenteeism, job effort, job role and performance or vice versa. Other job
factors that could have an impact on commitment are the level of responsibility and
autonomy. The higher the level of responsibility and autonomy higher level of
commitment expressed by the person who fill it.
 Employment Opportunities: The existence of employment opportunities can affect
organizational commitment. Individuals who have a strong perception that they stand
a chance of finding another job may become less committed to the organization as
they ponder on such desirable alternatives. Where there is a lack of other employment
opportunities, there is a tendency of high level of organizational commitment. As a
result, membership in the organization is based on continuance commitment, where
employees are continuously calculating the risks of remaining and leaving.
 Personal Characteristics: Organizational Commitment can also be affected by the
employee’s personal characteristics such as age, years of service and gender. Older
 employees are seen to be more committed to the organization than other age groups.
Another personal characteristic that may affect organizational commitment is
associated with gender. However, it is argued that gender differences in commitment
are due to different work characteristics and experiences that are linked to gender.
 Working Environment: One of the common working environmental conditions that
may affect organizational commitment positively is partial ownership of a company.
Ownership of any kind gives employees a sense of importance and they feel part of
the decision making process. This concept of ownership which includes participation
in decision-making on new developments and changes in the working practices,
creates a sense of belonging (Armstrong, 1995). A study conducted by Subramaniam
and Mia (2001) also indicates that managers who participate in budget decision
making tend to have a high level of organizational commitment.
Another factor within the work environment that may affect organizational
commitment is work practices in relation to recruitment and selection, performance
appraisal, promotions and management style.
 Positive Relationships: The organization as a workplace environment is built up of
working relationships; one of which is the supervisory relationships. The supervisory
relationships can affect organizational commitment either positively or negatively.
When individuals find the supervisory relationship to be fair in its practices, they tend
to be more committed to the organization. Other work relationships, such as teams or
groups, which exist in the workplace, can affect organizational commitment.
Employee commitment and attachment to the organization can be increased through
efforts made to improve the organizations social atmosphere and sense of purpose. In
essence, when work relationships reflect mutual respect to individuals, they are able
to commit themselves to the organization.
 Organizational Structure: Bureaucratic structures tend to have a negative effect on
organizational commitment. The removal of bureaucratic barriers and the creation of
more flexible structures are more likely to contribute to the enhancement of employee
commitment both in terms of their loyalty and attachment to the organization. The
 management can increase the level of commitment by providing the employees with
greater direction and influence.
 Management Style: A management style that encourages employee involvement can
help to satisfy employee’s desire for empowerment and demand for a commitment to
organizational goals. “More flexible and participatory management styles can
strongly and positively enhance organizational commitment”. Organization need to
ensure that their management strategies are aimed at improving employee
commitment rather than compliance.

2.2.6 MANAGING ORGANISATIONAL COMMITMENT

Organizations are continuously faced with the demand and supply challenges of the
changing market. In order for the organization to adapt to the intense competition in the
market place and the rapid changes in technology, it requires organizational members
have to be internally committed (Miller, 2003). The organization is then faced with a
challenge of managing its employees’ commitment throughout, to ensure sustainability.
O' Reilly (1989, p 20) states that “to understand what commitment is and how it is
developed, is by understanding the underlying psychology of commitment so that we can
think about how to design systems to develop such an attachment among employees”. It
is therefore crucial for the organization to first understand commitment in order to
manage it.

According to Arnold (2005, p 268) “organizational commitment can be fostered by

giving individuals positive experiences”. A study by Finegan (2000) suggests that
affective commitment correlates with an organization perceived to value humanity, while
the value of convention is correlated with continuance commitment.

Goss (1994) is of the opinion that the structural and job design techniques can be
used to foster organizational commitment in the following ways: ™
  Firstly, structural technique involves a flat organizational structure that limits
hierarchical order of reporting and encourages one on one contact. It also
encourages the coordination of shared goals and communication in the
organization that is both horizontal and vertical, thereby reaching all levels.
 Secondly, job design related techniques focus mainly on allowing employees to
be involved in the decision-making processes and it emphasizes the importance of
work teams.
Meyer and Allen suggest that when implementing human resources policies and
practices as a strategy to manage organizational commitment, it is important to
consider the following:

 Firstly, that interests of the organization and organizational members do not

necessarily coincide.
 Secondly, management must not define and communicate values in such a way
that inhibit flexibility, creativity and the ability to adapt to change.
 Thirdly, not too much should be expected from campaigns to increase
organizational commitment.
2.2.7 Stages of Organizational Commitment

 Compliance stage: At this stage, attitudes and behaviors are adopted not because of
shared beliefs but simply to gain specific rewards. The nature of organizational
commitment in the compliance stage is associated with the continuance dimension
commitment, where the employee is calculative with the need to stay in the
organization when evaluating the rewards. This implies that at this stage employees
stay in the organization because of what they receive.
 Identification stage: Identification occurs when employees accept the influence of
others in order to maintain a satisfying self-defining relationship with the
organization. Employees feel proud to be part of the organization; they may regard
the roles they have in the organization as part their self-identity.
 Organization commitment at this stage is based on the normative dimension. The
individual stays because he or she should and is guided by a sense of duty and
loyalty towards the organization.
 Internalization stage: Internalization takes place when the employees find the values
of the organization to be intrinsically rewarding and congruent with his or her
personal values. Organization commitment at this level is based on the affective
dimension.
 The employee at this stage develops not only the sense of belonging but passion to
belong to the organization hence the commitment is based on a “want to stay” basis.
The values of the individual are therefore congruent with those of the group and the
organization.

2.2.8 Levels of organization commitment

 High level of organization commitment: High level of organizational commitment

is characterized by a strong acceptance of the organization’s values and willingness to
exert efforts to remain with the organization.
“High organizational commitment means identifying with one’s employing
organization”. The “will to stay” suggests that the behavioral tendencies at this
level relate closely with affective dimension of commitment, where individuals
stay because they want.
 Moderate level of organizational commitment: Moderate level of organization
commitment is characterized by a reasonable acceptance of organizational goals and
values as well as the willingness to exert effort to remain in the organization. This
level can be viewed as a reasonable or average commitment, which implies partial
commitment.
The willingness to stay is an attribution of a moral commitment associated with
the normative dimension of commitment. The individuals stay in the organization
because they should do so.
 Lower level of organization commitment: The low level organizational
commitment is characterized by a lack of neither acceptance of organizational goals
and values nor the willingness to exert effort to remain with the organization.
The employee who operates on this level must be disillusioned about the
organization; such as employee may stay because he or she needs to stay as
associated with the continuance dimension.
2.2.9 Effects of Organizational Commitment

Positive effect on the organization: Committed organizational members contribute

positively to the organization which is not the case with less committed members.

 Organizations whose members have higher level of commitment show higher

performance and productivity and lower levels of absenteeism and tardiness.
 This implies that employees with high level of commitment tend to take greater
efforts to perform and invest their resources in the organization.
 Organization commitment can result in a stable and productive workforce.
 It enables employees to release their creativity and to contribute towards
organizational development initiatives.
 Committed members are normally achievement and innovative oriented with the
ultimate aim of engaging in and improving performance.

Negative effect on the organization: Negative effect implies that the level of organizational
commitment is low.

 Employees with a low level of organizational commitment tend to be unproductive.

 Lack of organizational commitment or loyalty is cited as an explanation of employee
absenteeism, turnover, reduced effort expenditure, theft, job dissatisfaction and
unwillingness to relocate.
 Organizational commitment is regarded to be the best predictor of employees
turnover, than the far more frequently used job satisfaction predictor.
 Employees who operate in a continuance commitment dimension are calculative of
their stay, one would deduce that such employees may continuously stay away from
work when they feel like, doing so.
2.3 REVIEW OF LITERATURE

In this chapter, all the relevant literature available on employee welfare in general,
literature on public libraries and employee welfare in libraries was reviewed and
presented. The employee welfare and organization commitment is an important and
widely discussed research topic in almost all the fields. Since the rise of the human
relations movement in industry in the thirties and forties, employee welfare has
become a major focus of research.
The survey of literature therefore is the only means to highlight the importance and
relevance of the study. As the attempt of the present investigation is to explore the
0impact of occupational stress and human resource practices on psychological well
being and organizational commitment, it is imperative to review first the available
literature, relevant to organizational commitment. The total repertoire of work is
extremely large so a brief resume of pertinent studies is being presented.
The following studies are reviewed by the researcher in order to understand the
relationship between organizational commitment and employee welfare.
 Binoyjoseph, josephinjodey (2009), studies in the article points out that, the
structure of welfare states rests on a social security fabric. Government, employers,
trade unions have done a lot to promote the betterment of workers conditions.
 David, A Decenzo (2001) and Stephen P. Robbinsin their book, “Personnel /
Human Resource Management explained the various benefits and services provided
by the companies to their employees. According to them, the legally required benefits
and services include social security premiums, unemployment compensation, workers
compensation and state disability programs. They felt that the cost of the voluntary
benefits offered appears to be increasing.
 Michael (2001) in his book, “Human Resource Management and Human Relations”
said that the provision of intra-mural and extra-mural welfare facilities help in
improving the quality of work life of employee’s thereby good human relations will
develop among different cadres of employees.
 Punekar, Deodhar and Sankaran (2004) in their book, “Labor Welfare, Trade
Unionism and Industrial Relations” stated that labor welfare is anything done for the
comfort and improvement, intellectual and social-well being of the employees over
and above the wages paid which is not a necessity of the industry.
 Aswathappa (2010) in his book, “Human Resource Management “discussed the
various types of benefits and services provided to employee’s in terms of payment for
time not worked, insurance benefits, compensation benefits, pension plans etc. He
also discussed the ways to administer the benefits and services in a better way.
 Srivastava (1953) in his thesis, “Labour Welfare in India” detailed upon the labor
welfare measures undertaken by select public and private sector companies in India.
He found that public sector companies are far better than their private counterparts in
the provision of welfare facilities to workers and employees.
 Shanti Arora (1957) in the thesis, “The Social Security in India” felt that the various
Acts and legislations made by the Government failed to provide social security to the
masses.
 Agarwal Amarnarain (1957) in his thesis, “Insurance in India with reference to
Social Security” explained the role of insurance in providing social security to people.
He felt that huge scope exists for insurance business in India as the penetration of
insurance business among the masses is highly low.
 Verma Omprakash (1958-65) in his thesis, “Labour Welfare and Industrial Peace in
India” stated that many industries failed to provide adequate welfare facilities to their
employees due to which industrial unrest had become a common phenomenon among
various industries.
 Badhwan (1959-64) in his thesis, “Workmen’s compensation Act, 1923 - with
special reference to coal Mining Industry in India” stated that the compensation paid
to coal miners who died in mine accidents is very low. Hence, he felt the need for
increasing the compensation payable to employees.
 Kapoor Suraj Krishan (1961-64) in his thesis, “Social Security for Industrial
Workers in Madhya Pradesh” explained the various social security measures provided
 to industrial workers by the Central Public Sector enterprises, State level public sector
enterprises and unorganized sector. The study found that unorganized sector
employees are deprived of almost all the social security measures.
 Dharam Veersingh (1963-67) in his thesis, “Social and Economic Welfare Services
in Uttar Pradesh” felt that the successive governments after independence could not
provide the required social and economic welfare services to the needy people due to
which many people were living below the poverty line.
 Ranjan Bhattacharya (1965) in his thesis, “Social Security Measures in India”
stated that the Government enacted various Acts to provide social security to
industrial workers. But the Government Machinery failed to implement the various
Acts related to social security in India.
 Sharma (1974) in his thesis, “Living Conditions of Colliery Workers in Jharia Coal
Field’s” examined the working and living conditions of workers and employees in
Jharia coal fields. The study found that the working and living conditions of workers
and employees who are working in the mines are very poor and hence the living
conditions need to be improved a lot.
 Saktipada Dutta (1976) in his thesis, “A Study of Labour Productivity, Wages and
Profits in the Coal Mining Industry of Bihar” discussed the productivity and profits of
coal mining industry in Bihar. The study found that the productivity and profitability
in the coal mining industry are quite low due to various factors and forces such as
high absenteeism, militant trade unionism, and high turnover of employees.
 Chattopadhyay Ramakrishna in his thesis, “Social Perspective on Labor
Legislation in India” discussed in detail about the importance given to social security
in various legislations, which are enacted from time to time by the Government of
India.
 Luthans et al. (1992) evaluated importance of social support for employee’s
commitment and found strong positive correlation between strong supportive climate
and bank tellers’ organizational commitment.
 Wallace, (1993) study on teachers found that teachers who are more committed to the
profession and its goals are less likely to be highly committed to the organization.

.
CHAPTER-3
OBJECTIVE, NEED AND SCOPE OF THE STUDY
3.1 OBJECTIVES OF THE STUDY:

 To identify the employees opinion about the present welfare facilities at factory.
 To identify the level of commitment of employees towards the organization.
 To measure the relationship between employee welfare and organizational
commitment.

3.2 NEED FOR THE STUDY

 The need of this study is to measure whether welfare facilities play an important role
on the working of employees and to identify when the employees are dissatisfied,
welfare facilities will help them to get motivated.
 Employees play an important role in the industrial production of the country. Hence,
organizations have to secure the cooperation of employees in order to increase the
production and to earn higher profits and also for the commitment of the employees
towards the job as well as organization.
 The cooperation of employees is possible only when they are fully satisfied with their
employer and the working conditions on the job.
 In the past, industrialists and the employers believed that their only duty towards their
employees was to pay them satisfactory wages and salaries.
 To know the level of awareness of employees about the various welfare measures
provided to them.
 To study how the welfare facilities provided help in increasing the services and job
satisfaction.
 To learn how welfare services provided to employees help organization to build up a
stable work force by reducing absenteeism and labor turnover.
 To offer useful suggestions for improving the effectiveness of welfare measures.
 On the other hand committed organizational members contribute positively to the
organization which is not the case with less committed members.
 The organizations whose members have higher levels of commitment show higher
performance and productivity and lower levels of absenteeism. This implies that
employees with a high level of commitment tend to take greater efforts to perform
and invest their resources in the organization

3.3 SCOPE OF THE STUDY

The scope of employee cannot be limited, since it differs according to social customs and
the degree of industrialization indifferent countries and at different times. They have to
be elastic and flexible enough to suit the conditions of the workers, and to include all the
essential prerequisites of life and the minimum basic amenities.

 This study aims to find out the satisfaction of the employees, whether the company is
providing necessary health, safety and welfare measures in Reliance Fresh. This study
helps to improve the performance of the Human resource management department.
 This study will help the management to analysis and suggest solution for stress level
of employee. This study will help in increase productivity by reducing the stress level
of the employees in hospitals.
 The scope of the research is to reduce the employee attrition hospital industry and
retain them for longer period.
 This research can help the management to know for which reasons the employees
tend to change their job based on stress, through dissatisfaction variables faced in
the organization based on their commitment.
 Organizational can result in a stable and productive workforce. It enables employees
to release their creativity and to contribute towards organizational development
initiatives.
 This study is helpful to the management in taking managerial decisions.
 This study has a scope of knowing about various activities carried out by HR
department for the satisfaction and welfare of employees.
 CHAPTER-4
 RESEARCH METHODOLOGY
4.1 RESEARCH METHODOLOGY

RESEARCH METHODOOGY is a way to systemically solve the research problem. It

may be understood as a science of studying how research is done. and it to study the
various steps that are generally adopted by a researcher in studying his research problem
it is necessary for the researcher to design the methodology form the problem as a
method differ from problem- problem.

4.1.1 RESEARCH PROCESS

Before embarking on the detail of research methodology and the techniques it

seems appropriate to present the brief overview of the research process. Research process
consists of series of action or steps necessary to effectively carried out the research and
the desired sequencing of these steps one should remember that the desired sequencing of
these steps. One should remember that various steps involve in a research process are not
mutually exclusive nor they are separate and distinct they do not necessarily follow each
other. any specific order and researcher have to be constantly anticipating at each steps in
the research process however the following order concerning various steps provide a
useful procedural guideline regarding the research process.

4.1.2 DEFINING THE PROBLEM:

The objective of the project was to undertake a study on the employees welfare
and organigioanal commitment of the employee working in the Reliance fresh with a
view to know the improvement in the performance after the training programmer was
imparted to them.

4.1.3 DEVELOP A RESEARCH DESIGN:

Research design is a conceptual structure within which research is conducted; it

is basically the blue print for a collection of data, measurement and analysis of data. “A
research design is the arrangement of conditions for collection and analysis of data in
manner that aims to combine relevance to research purpose with economy in procedure”.
My research design is of descriptive type. A descriptive research includes survey fact
finding and enquiries of different kinds with a major purpose of description of affairs as it
exist in present.

4.1.4 Collection of data:

The task of data collection begins after research problem has been defined and
research design/ plan chalked out while deciding about the data collection to be used for
studying two types of data is used.

 Primary data: Questionnaire methods are used to elicit information from employees
of various hierarchy departments. Primary data are those which are gathered
especially for the project at hand is directly through questionnaire & personal
interaction. Primary data is collected by administering the questionnaire & personal
interaction.
 Secondary data: The secondary data has been collected from different books and
company files and website. The secondary data has been collected by an individual
from different sources.
 Text book
 Internet
 Population:
Employees of the RELIANCE company, JALANDHAR. The population is based on the
HR department that also contains the lower level employees and middle level.

4.1.5 Sampling

Sampling size: The study was taken on 50 respondents.

 Sampling technique:
Simple Random Sampling, technique is a set of items that have been drawn from a
population in such a way that each time an item was selected; every item in the
population had an equal opportunity to appear in the sample.
4.1.6 Data presentation

Data was presented with the help of tables, charts; interpretation and observation were
noted below each table/charts.

4.1.7 Scales of measurement: I used two types of scales for measurement. To

measure the employee welfare at industry I used Likert scale and for the measurement of
organizational commitment I used Allen Mayer scale.

 Likert scale: When responding to a Likert questionnaire item, respondents specify

their level of agreement or disagreement on a symmetric agree-disagree scale for a
series of statements. Thus, the range captures the intensity of their feelings for a given
item. A scale can be created as the simple sum of questionnaire responses over the
full range of the scale. In so doing, Likert scaling assumes distances between each
item are equal. Importantly, all items are assumed to be replications of each other or
in other words items are considered to be parallel instruments. The format of a typical
five-level Likert item, for example, could be:

 Strongly disagree
 Disagree
 Neither agree nor disagree
 Agree
 Strongly agree

 Allen Mayer scale: The three-component model of commitment developed by

Meyer and Allen (1990) arguably dominates organizational commitment research.
This model proposes that organizational commitment is experienced by the
employee as three simultaneous mindsets encompassing affective, normative, and
continuance organizational commitment.
 Affective Commitment reflects commitment based on emotional ties the employee
develops with the organization primarily via positive work experiences.
 Normative Commitment reflects commitment based on perceived obligation towards
the organization, for example rooted in the norms of reciprocity.
 Continuance Commitment reflects commitment based on the perceived costs, both
economic and social, of leaving the organization.
CHAPTER-5
 DATA ANALYSES AND INTERPRETATION
Data analysis and interpretation

 I feel the working environment of the organization is comfortable

Level of satisfaction Percentage (%)

Strongly agree -

Agree 67

Neutral 30

Disagree 3

Strongly disagree -

strongly disagree disagree neutral agree strongly agree

0% 0% 3%

30%

67%

Data analysis :

 67% employees are agree.

 30% employees are neutral

 3% employees are Disagree

Data interpretation: Most of the employees are agree and 3% employee are Disagree with the
environment of the organization.
 The medical benefits provided by the organization for me as an employee and
my family are satisfactory
Level of satisfaction Percentage (%)

Strongly agree -

Agree 60

Neutral 30

Disagree 10

Strongly disagree -

Strongly
Disagree Disagree
Strongly Agree 0% 10%
0%

Neutral
Agree 30%
60%

Data analysis :

 60% employees areagree.

 30% employees are neutral.
 10% employees are disagree.
Data interpretation: Most of the employees are agree and 10%employeesare disagree
with the medical benefits provided by the organization.
  I am comfortable with the working hours of the organization
Level of satisfaction Percentage (%)

Strongly agree -

Agree 87

Neutral 7

Disagree 6

Strongly disagree -

Strongly agree Disagree

Strongly 0% 6%
disagree neutral
0% 7%

Agree
87%

Data analysis

 87% employees are agree.

 7% employees are neutral.
 6% employees are disagree.
Data interpretation: Most of the employees agree and 6% employees are disagree with
the working hours of the organization.
  I am satisfy with sitting arrangement of the organization
Level of satisfaction Percentage (%)

Strongly agree 7

Agree 77

Neutral 10

Disagree 6

Strongly disagree -

Strongly agree Strongly disagree Disagree

7% 0% 6%
neutral
10%

Agree
77%

Data analysis•

 3% employees are strongly agree.

 80% employees are agree.

 14% employees are neutral .

 3% employees are disagree .

Data interpretation : most of the employee are agree and 6% employees are disagree with the
sitting arrangement of the organization.

 The conveyance allowance offered by the organization is satisfactory

Level of satisfaction Percentage (%)

Strongly agree 3

Agree 80

Neutral 14

Disagree 3

Strongly disagree -

Strongly Disagree
Strongly Agree Disagree 3%
3% Neutral
0% 14%

Agree
80%

Data analysis:

 3% employees are strongly agree.

 80% employees are agree.
  14% employees are neutral .
 3% employees are disagree .

Data interpretation: Most of the employees are agree and 3% employees are disagree
with the conveyance allowance offered by the organization.

 I m comfortable with the leave policy of the org. is adequate

Level of satisfaction Percentage (%)

Strongly agree 3

Agree 83

Neutral 10

Disagree -

Strongly disagree 4

Strongly
Disagree
Disagree
0%
Strongly Agree 4%
Neutral
3% 10%

Agree
83%

Data analysis :
  3% employees are strongly agree.
 83% employees are agree.
 10% employees are neutral.
 4% employees are strongly disagree.

Data interpretation: Most of the employees are highly satisfied and 4% employees are
strongly disagree with the leave policy of the organization.

 The rest room and lunch room facilities are satisfactory

Level of satisfaction Percentage (%)

Strongly agree 3

Agree 67

Neutral 27

Disagree 3

Strongly disagree -
 Strongly
Disagree Disagree
Strongly Agree 0% 3%
3%
Neutral
27%

Agree
67%

Data analysis:

 3% employees are strongly agree.

 67% employees are agree.
 27% employees are neutral.
 3% employees are disagree.

Data interpretation: Most of the employees are agree and 3% employees are disagree
with the rest room and lunch room of the employees.

 I am satisfying with the overall employee welfare activities of the org.

Level of satisfaction Percentage (%)

Strongly agree -

Agree 60

Neutral 30
 Disagree 10

Strongly disagree -

Strongly
Disagree Disagree
Strongly Agree 0% 10%
0%

Neutral
Agree 30%
60%

Data analysis:

 60% employees are agree.

 30% employees are neutral.
 10% employees are disagree
Data interpretation: Most of the employees are agree and 10% employees are disagree
with the overall employee welfare of the organization.

 the regular increments in the org. are effective

Level of satisfaction Percentage (%)

Strongly agree 3

Agree 70
 Neutral 17

Disagree 10

Strongly disagree -

Strongly
Disagree Disagree
Strongly Agree 0% 10%
3%
Neutral
17%

Agree
70%

Data analysis :

 3% employees are strongly agree.

 70% employees are agree.
 17% employees are neutral.
 10% employees are disagree.

Data interpretation: Most of the employees are agree and 10% employees are disagree
with the regular increments provided by the organization.

 the toilet, water facilities are satisfactory

Level of satisfaction Percentage (%)
 Strongly agree -

Agree 87

Neutral 7

Disagree 6

Strongly disagree -

Strongly Disagree Disagree

Strongly Agree 0% 6%
Neutral
0%
7%

Agree
87%

Data analysis :

 87% employees are agree.

 7% employees are neutral.
 6% employees are disagree.

Data interpretation: Most of the employees are agree and 6% employees aredisagree
with the toilet shelter and water facilities provided by the organization.
 The lighting and sanitation in the are effective
Level of satisfaction Percentage (%)

Strongly agree 7

Agree 77

Neutral 10

Disagree 6

Strongly disagree -

Strongly agree Strongly disagree Disagree

7% 0% 6%
neutral
10%

Agree
77%

Data analysis :

 7% employees are strongly agree .

 77% employees are agree.
 10% employees are neutral.
 6% employees are disagree.
Data interpretation: Most of the employees are agree and 6% employees are disagree
with the hygiene conditions of the organization.

 I am satisfied with the accommodation in the organization

Level of satisfaction Percentage (%)

Strongly agree -

Agree 67

Neutral 30

Disagree 3

Strongly disagree -

strongly disagree disagree neutral agree strongly agree

0% 0% 3%

30%

67%

Data analysis :

 67% employees are agree.

 30% employees are neutral.
 3% employees are disagree.
Data interpretation: Most of the employees are agree and 3% employees are disagree
with the accommodation facility of the organization.

strongly agree agere neutral disagree strongly disagree

0%

5%
20%

30%

45%

strongly agree agere neutral disagree

10% 10%

20%

60%
CHAPTER-6
 FINDINGS OF THE STUDY
6.1 FINDINGS:

 The employees are satisfied with the organization and they do not want to leave
the organization
 There is no significant relationship between employee welfare and organizational
commitment or the relationship is diverse. The employees are not show the
commitment towards the organization only if the industry provides welfare
facilities.
 According to continuance commitment the employees want to stay in the
organization.
 There is a good working condition inside the company.
 There is high cooperation and good deal in the team spirit.
 Employees are given adequate facilities like restrooms, clean drinking water, and
medical facilities.
 Large number of employees aware about the welfare programmer carried on, in
the company.
 The level of organizational commitment was moderate, with relatively higher
variability in affective commitment.
 The employees are having a strong desire to continue working with the company
as they have grown with the company.
 The employees are happy with the relationship they have their superior and
subordinate. They feel that they get adequate guidance/support from them,
thereby enabling them to meet their goals and objectives.
 Reliance fresh provide effective leave policy to their employees.
 The employees are satisfied with the incentives earned.

 Reliance fresh provide enough opportunities for promotion.

 Reliance fresh should give more emphasis on training and development

programmers.
 The employees are greater involvement in decision-making.
 Inter departmental relationships in Reliance fresh is excellent.

CHAPTER-7
 Limitations , suggestions and conclusion of study
7.1 LIMITATIONS OF THE STUDY:

a) Short time period: The time period for carrying out the research was short as a result
of which many facts have been left unexplored. For the research a time factor is more
affect to results which is less.

b) Lack of resources: Lack of time and other resources as it was not possible to conduct
survey at large level. Primary data collection is an expensive task.

c) Small no. of respondents: Only 50 employees have been chosen which is a small
number to represent whole of the population. Small number of respondents is not
represent effective information which cannot be generalized.

d) Unwillingness of respondents: While collection of the data many consumers were

unwilling to fill the questionnaire. Respondents were having a feeling of wastage of
time for them and they are unwillingness to answer or by giving wrong information.

e) Huge quantity of data: Sometimes data collected through primary sources are huge
quantity. This large volume of data leads to confusion about the accuracy of the
information

f) Accuracy: The accuracy of data is questionable due to many reasons such as using
inappropriate data collection method, research biasness, inappropriate sampling
technique, etc.

7.2 SUGGESTIONS:

1. Organizational conditions conducive to a good employee welfare environment are

created. It should be made clearly why changes are needed.
2. Any distractions in the way of welfare environment should be removed.
 3. The support of the upper levels of management should be obtained before
implementing employee welfare activities at the lower levels.
4. According to my study there is low or moderate relationship between employee
welfare and organizational commitment, so the organization should do more than
it do for employee welfare facilities and for the commitment of employees
towards the organization.
5. In my opinion company should provide transportation facility to contract worker
by taking the fare of the bus.
6. Organizational commitment or active participation of the laboring class to a
possible extent should be got in the welfare activities.
7. Workers should be provided with opportunity to avail the newly needed welfare
measures.
8. The worker should be provided with personal assistance when he encounters
welfare activities obstacles.
9. The workers should be provided with regular constructive feedback concerning
the progress in all employee welfare work and implementation of the newly
applied welfare programs.

7.3 CONCLUSION

 Human resource plays an important role in any organization. Employee welfare

facilities are concern to this department, if the employee happy with welfare
facilities then only the productivity of that organization can be increased.
 Based on the study of Employee Welfare Facilities in Reliance Fresh company it
is clear that the factory is very keen in the promoting all the welfare facilities.
 There is always scope for improving health and safety measures for the workers
in the industry.
 The company provides training for the workers according to their most preferred
choice.
 Workers are able to manage work and family life without any major problem
shows again that stress levels are manageable.
 The relation between employer and employee is friendly, healthy and appropriate
for new comers too.
 There problems are solved on time and they are treated as real assets of the
company.
References and Bibliography

Books

 Malhotra N.K. , Marketing Research, Pearson Education, New Delhi, 2012.

 Sivarethinamohan, R, Industrial Relations and Labour Welfare-Text and Cases, PHI
Learning Pvt. Ltd, New Delhi, 2010.
 Robbins, Organization Behaviour, Pearson Education.
 Monappa, Industrial Relations. Tata McGraw Hill.
 Singh, P.N. Kumar, Neeraj. Employee Relations Management, Pearson.
 Blyton and Turnbull. The Dynamics of Employee Relations. Palgrave Macmillan.
 Singh, B.D. Labour Laws for managers. Excel Books.
 Employees Provident Fund and Miscellaneous Provisions Act, 1952. Universal Law
Publishing.
 Employees’ State Insurance Act, 1948. Universal Law Publishing.

Websites

 www.labour.nic.in

 www.hrmguide.net
 www.Indians-Laws.com
 www.managementstudyguide.com
 www.books.google.co.in
 www.enotes.com
 www.ehow.com
QUESTIONNAIRE

1. Are you feel the working environment of the organization is comfortable ?

a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

e) Highly dissatisfied

2. Are the medical benefits provided by the organization for employees and their
family satisfactory?
a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

e) Highly dissatisfied

3. Are you comfortable with the working hours of the organization ?

a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

e) Highly dissatisfied

4. Are you satisfy with the sitting arrangement of the organization?

a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

e) Highly dissatisfied
5. Are the conveyance allowance offered by the organization is satisfactory ?

a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

e) Highly dissatisfied

6. Are you comfortable with the leave policy of the organization ?

a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

e) Highly dissatisfied

7. Are the rest room and lunch room facilities satisfactory ?

a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

e) Highly dissatisfied

8. Are you satisfy with the overall employee welfare activities of the
organization ?
a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

e) Highly dissatisfied

9. Are the regular increments in the organization effective ?

a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

e) Highly dissatisfied
10. Are the toilet, water facilities satisfactory ?
a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

8e) Highly dissatisfied

11. Are the lighting and sanitation in organization effective ?

a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

e) Highly dissatisfied

12. Are you satisfied with the accommodation in the organization ?

a) Highly satisfied b) Satisfied

c) Average d) Dissatisfied

e) Highly dissatisfied