A STUDY ON EMPLOYEE WELFARE LEARNING AND

DEVELOPMENT AT DAHNAY LOGISTICS CHENNAI

Submitted in the partial fulfillment of the requirements for the award of the degree in

MASTER OF BUSINESS ADMINISTRATION

BY

S. JAYARAMAN

215012101103

Under the guidance of

MR. S.V. ELUMALIYAN

FACULTY OF MANAGEMENT STUDIES

DR. M.G.R. EDUCATIONAL AND RESEARCH INSTITUTE

( DEEMED TO BE UNIVERSITY)

Maduravoyal ,Chennai -600 095

(AN ISO 9001-2008 Certified Institution)

University with special Autonomy Status

MARCH 2023

1
I here by declare that the project Report entitled by MR.S.JAYARAMAN &
REG.NO. 215012101103 is done by me under the guidance is submitted in partial
fulfillment of the requirements for the award of the degree in MASTER OF
BUSINESS ADMINISTRATION.

DATE :

PLACE : SIGNATURE OF THE CANDIDATE

2
 BONAFIDE CERTIFICATE

This is to certify that this project Report is the BONAFIDE work of MR.
S.JAYARAMAN & 215012101103 who carried out the provided entitled A STUDY
ON EMPLOYEE WELFARE LEARNING AND DEVELOPMENT in DAHNAY
LOGISTICS under our supervision from 24-11-2022 to 24 -01-2023.

INTERNAL GUIDE HEAD OF THE DEPARTMENT

Submitted for viva voice Examination held on ___________________

3
 ACKNOWLEDGEMENT

To acknowledge here, all those who have been a helping hand in completing this
project, shall be an endeavor in itself.

I extremely thankful to our Chancellor ThiruA.C.SHANMUGAM,B.A., B.L., our

President

MR. A.C.S. ARUN KUMAR, B.E. I express my sincere thanks to our Secretary
Thiru A. RAVIKUMAR and our Vice Chancellor DR.S.GEETHALAKSHMI, I
would like to take the opportunity to express my profound gratitude to

Dr. G BRINDHA, Professor & head, and my project guide, Faculty of Management
Studies, for her kind permission to undergo project work successfully.

I thank MR. S.V.ELUMALIYAN guiding me to execute my final year project. I

also thank all faculties and batch mates in Faculty of Management Studies, for their
support and guidance throughout the course of final year project.

I thank MR. S.V. ELUMALIYAN for guiding and supporting throughout my project

I owe my wholehearted thanks and appreciation to entire staff of the company for their
cooperation and assistance during the project.

4
 CHAPTER CONTENT PAGE NO
NO
1 INTRODUCTION
1.1 Introduction of the study 1

1.2 Industry Profile 32

1.3 Company Profile Scope of the study 33
1.4 Objectives of the study 44
1.5 Scope of the study 44
1.6 Need for Study 45
1.7 Limitations of the Study 45
2 LITERATURE SURVEY
2.1 Review of Literature 46
3 RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN 57
3.2 RESEARCH HYPOTHESIS 57
3.3 DATA ANALYSIS 58
3.4 PERCENTAGE ANALYSIS 60
3.5 SAMPLE SIZE 59
3.6 Tools for Data Analysis 60
3.7 Limitations of the study 61
4 DATA ANALYSIS AND 63
INTERPRETATION
5 CONCLUSION
5.1 Summary of Findings 90
5.2 Suggestions 92
5.3 Conclusion 94
6 BIBLIOGRAPHY 94
QUESTIONNAIRE 96

LIST OF TABLES

5
 TABLE NO TITLE PAGE NO

Table 4.1.1 Gender of the Employee 63

Table 4.1.2 Income of the Employee 64

Table 4.1.3 Marital Status of the Employee 65

Table 4.1.4 Benefits provided for the employees in the organisation 66

Table 4.1.5 Benefits Received by the Employee 67

Table 4.1.6 Facilities provided for the employees 68

Table 4.1.7 Counseling process conduct in the organisation 69

Table 4.1.8 Insurance scheme provided in the organisation 70

Table 4.1.9 Safety practice provided in the employees 71

Table 4.1.10 Frequency of rest during working hours in the 72

organisation
Table 4.1.11 Satisfaction of employees on safety equipment 73

Table 4.1.12 SATISFACTION of employees on canteen Facilities 74

Table 4.1.13 Payment of bonus provided for employees 75

Table 4.1.14 Medical benefits provided for employees 76

Table 4.1.15 Leave facilities provided in that organisation 77

Table 4.1.16 Safety security measures provided for employees 78

Table 4.1.17 Retirement Benefits provided employees 79

Table 4.1.18 Health insurance provided to employees in that 80

Organization

Table 4.1.19 Drinking water and room facilities provide for employees 81
in that Organization

Table 4.1.20 Housing Facilities provided for employees in the 82

organisation.

ABSTRACT

6
Welfare means improving, faring or doing well. It is a comprehensive term, and refers
to the physical, mental, moral and emotional well-being of an individual. Further, the
term welfare is a relative concept.

The basic purpose of labor welfare is to enrich the life of employees and
keep them happy and contented. Welfare facilities enable workers to have
a richer and more satisfying life. It raises the standard of living of workers
by indirectly reducing the burden ontheir pocket. Since organization exist
to achieve goals. The degree of success that individual in reaching their
individual goals is important in determining organizational effectiveness.
This research aims at knowing welfare measures. In this research the work
atmosphere and the welfare measures provided by the organization. It also
aims at finding out the Employee’s Relationship. It Is the detailed study of
employer’s views towards employee’s welfare measures in logistics
moment industries. The research includes employee satisfaction towards
various welfare measures provided by the organization.

KEY WORDS

Employee Contribution to the Organization, Employee’s Satisfaction,

Welfare Measures.

CHAPTER- I

A STUDY ON EMPLOYEE WELFARE BENEFITS LEARNING

AND DEVELOPMENT

7
1.1 INTRODUCTION OF THE STUDY:

Employee benefits play an important role in the lives of employees and their
families and have a significant financial and administrative impact on a business
organisation.

When an organisation is designing its overall compensation programme, one

of the critical areas of concern is what benefits should be provided. At present, workers
expect more than just an hourly wage or a salary from their employer. They want additional
consideration that will enrich their lives. These considerations in an employment setting are
called employee benefits.

Employee benefits are membership based non-financial rewards offered to

attract and retain employees. Employee benefits have grown in importance and variety over
the past several decades. Benefits are necessary compensation programme.

Employee benefits are defined as a form of compensation paid by employers

to employees over and above regular salary or wages. Employee benefits come in many
forms and an important part of the overall compensation package offered to employees.

Employee benefits as the combination of affective reactions to the differential

perceptions of what he/she wants to receive compared with he/she actually receives.
“Employee benefit is a set of the favourable or unfavourable feelings with which employees
view their work”.

In addition to compensation in the form of wages and salaries, organisations

provide workers with various services and programmes known as employee benefits.
Previously these services and programmes were known as fringe benefits. Now these have
become part of compensation package hence the word fringe in now not used and not
appropriate even. Nowadays employee benefits are regarded as an important tool to retain
employees and to improve the bottom-line of the organisation.

Benefit programmes play a vital role to maintaining an employee’s standard

of living when he suffers from health problem. The organisations that provide these benefits
to their employees have improved image of caring employer. These benefits are the

8
advantages that accrue to an employee apart from salary. They are not related to
performance.

Employers largely have discretion to choose which benefits to offer their

employees, but employee benefits are also regulated by law. Employee benefits offer a way
to attract and retain employees; contribute towards improving well-being and enhancing
staff engagement.

However, there are various factors to consider when introducing a benefit to

ensure it’s valued by workers, while also supporting people management practices and
aligning it with wider business goals. This factsheet explores the past and present of
employee ‘perks’ from the days of paternalism to the start of the welfare state and through to
today’s more individualised approach to employee benefits.

It looks at the variety of benefits employers can offer, and what to consider
when implementing employee benefits as part of a reward strategy. Cash is not enough
today to recruit and retain top talent for your business. Providing an attractive benefits plan
is just as important. Employees are achieving your company’s goals and objectives. They
are extremely important.

Offering benefits to your employees is important because it shows them you

are invested in not only their overall health, but their future. A solid employee benefits
package can help to attract and retain talent. Benefits can help you differentiate your
business from competitors.

Employee benefits can improve your company’s bottom line by engaging

employees to participate in wellbeing programs, such as Virgin Pulse. Healthier employees
mean reduced healthcare costs for your organization. Employees with fewer health risks
experience fewer sick days, fewer trips to the doctor, and spend more time working in your
organization, bringing their best selves to work every day.

Employee benefits are given to an employee in the form of incentives,

providing insurance, over time payment or in non-financial form like giving training &

9
development for employees to develop their career and most importantly providing flexible
working hours to balance between work and life of employees.

Employee benefits, also known as perks or fringe benefits, are provided to

employees over and above salaries and wages. These employee benefit packages may
include overtime, medical insurance, vacation, profit sharing and retirement benefits, to
name just a few.

Features of employee welfare

Employee welfare is a comprehensive term including various services,

facilities and amenities Provided to employees for their betterment. It generally includes
those items of welfare that is Provided by statutory provisions or required by the customs of
the industry or the expectations of Employees from the contract of service from the
employers.

The basic purpose is to improve the life of the working class. The purpose of
providing welfare . Amenities is to bring about the development of the whole personality of
the worker-his social, Psychological, economic, moral, cultural and intellectual development
to make him a good worker, a Good citizen and a good member of the family.

Employee welfare is a dynamic concept. These facilities may be provided

voluntarily by progressive And enlightened entrepreneurs from their own side out of their
realization of social responsibility Towards labour, or statutory provisions may compel them
to make these facilities available; or these May be undertaken by the government or trade
unions, if they have the necessary funds for the Purpose.

Employee welfare measures are also known as fringe benefits and services. ‘Labour
Welfare’ is a very broad term, covering social security and such other activities as medical
aid, crèches, canteens,

Recreation, housing, adult education, arrangements for the transport of labour

to and from the Workplace.

10
Objectives of employee welfare

Employee welfare is in the interest of the employee, the employer and the
society as a whole. The Labour/employee welfare work aims at providing such service
facilities and amenities as would enable .

The workers employed in the industries/factories to perform their work in

healthy and favourable Surroundings conducive to good health and high morale.

It is partly humanistic, for it enables the workers to enjoy a fuller and richer life.

An Introduction to Project Logistics Management Jurie Steyn & Dirk

Laurens May 2017 Introduction Consider the situation: your project, in some faraway
location, is partly completed, but you urgently need 20 12” high-pressure valves to proceed.
This is not an item stocked by local suppliers, if indeed there are any suppliers in the area.
Sourcing the items from your preferred supplier will take at least two weeks. Now, if the
installation of these valves is not on the critical path for the project, it should not result in
schedule slippage. The required items can be sourced and delivered in time, albeit at a cost
premium. If it is on the critical path, you stand to delay completion by two weeks. This is
something any respected project manager would want to avoid. Is there anything worse, not
considering accidents and manpower problems, than not having the specific items required
for your project at the right place, at the right time and in the right quantities? We can think
of several: • The items are available in the project store, but nobody knows it’s there; •
Items not meeting the required specification; • The items were mistakenly used for another
application; and • The items were deliberately used for another application. These are all
matters relating to logistics, in general, and project logistics, in particular.

Employee welfare agencies

5.1. Central government

11
The central government has made elaborate provisions for the health, safety and welfare
under Factories Act 1948, and Mines Act 1952. These acts provide for canteens, crèches,
rest rooms, Shelters etc.

5.2. State government

Government in different states and Union Territories provide welfare facilities to workers.
State Government prescribes rules for the welfare of the workers and ensures compliance
with the Provisions under various labor laws.

5.3. Employers

Employers in India in general looked upon welfare work as fruitless and barren though some
of Them indeed had done pioneering work.

5.4. Trade unions

In India, trade unions have done little for the welfare of workers. But few sound and strong

Unions have been the pioneering in this respect. E.g. The Ahmedabad textiles labor
association .

5.5. Other agencies

Some philanthropic, charitable social service organizations like: - Siva Sadan society,

Y.M.C.A. etc. are contributing towards employee welfare.

The important benefits of welfare measures can be summarized as follows:

 They provide better physical and mental health to workers and thus promote a
healthy

Work environment.

 Facilities like housing schemes, medical benefits, and education and recreation

12
Facilities for workers’ families help in raising their standards of living. This makes

Workers to pay more attention towards work and thus increases their productivity.

 Employers get stable labor force by providing welfare facilities. Workers take active

Interest in their jobs and work with a feeling of involvement and participation.

 Employee welfare measures increase the productivity of organization and promote

Healthy industrial relations thereby maintaining industrial peace.

 The social evils common among the labors such as abusing, teasing, etc are reduced
to A greater extent by the welfare policies.

BENEFITS OF WELFARE SCHEME

6.1. Intramural

* These are provided within the organization like:

13
* Canteen,

* Rest rooms,

* Crèches,

* Uniform,

* Drinking water,

* Washing and bathing facilities,

* Provision of safety measures like fencing and covering of machines,

* Good layout of machinery and plant,

* Fire extinguishersProjectics in perspective.

6.2. Extramural

These are provided outside the organization such as:

 Housing
 Education
 Child welfare
 Leave travel facilities
 Interest free loans
 Workers cooperative stores

14
  Vocational guidance etc

7. LABOUR WELFARE IN INDIA

Source:https://princetonacademy.in/wp-content/uploads/2012/05/slide-1-1024.jpg

In recent years Indian organizations have started giving attention to the welfare. The
following

Facilities are provided in most organizations.

15
  Educational facilities for the workers and their children in the form of provision of
Schools, reading room, libraries, financial assistance etc.

 Medical facilities for workers and their families in the form of well equipped firstaid
Centres, ambulance rooms, dispensaries for the treatment of diseases like TB, cancer,
Leprosy, mental disease etc.

 Transport facilities for workers residing at a long distance and the grant of
conveyance Allowance.

 Recreational facilities to provide the worker an opportunity to develop a sense of

Physical and mental discipline in the form of music, dance, drama, games and sports,
Paintings , hobbies and other cultural activities.

 Housing facilities are made available in the form of self contained tents. Thecontain
All facilities like electricity, sanitation, water supply etc.

 Consumer cooperative societies which provide members with good quality food
grains And other useful items at reasonable prices.

ACCENTURE :

 Accenture in India offers a wide range of employee benefits to suit employee needs,
business .

 Requirements and local laws, the company focuses on health and the well being of
the employees. It

 Has created a gymnasium at the office so that the time of employees is saved of
going to some private gym.

16
  Various sports facilities are available inside the campus. The company is among the
growing number of organizations that encourages flexi-timing and work from home
facility.

 Employees and Their families are invited for celebrations and the company also has
days for bringing family members Most people in the project and business
environment are familiar with the terms ‘logistics management’ and ‘supply chain
management’, until they’re asked to explain the difference. In this article, we discuss
these terms and then focus on the unique aspects of ‘project logistics’.

It contains the following provisions relating to Labour Welfare:

8.1. Facilities :Washing

17
In every factory (a) adequate and suitable facilities shall be provided and maintained for the
use Of workers; (b) separate and adequately screened facilities shall be provided for the use
of male And female workers; © such facilities shall be easily accessible and shall be kept
clean.

8.2. Facilities for storing and drying clothing:

In every factory provision for suitable place should exist for keeping clothing not worn
during

Working hours and for the drying of wet clothing.

8.3. Facilities for sitting:

In every factory, suitable arrangements for sitting shall be provided and maintained for all

Workers who are obliged to work in a standing position so that the workers may take
advantage Of any opportunity for rest which may occur in the course of work. If in any
factory workers Can efficiently do their work in a sitting position, the Chief inspector may
ask the employer of The factory to provide such seating arrangements as may be practicable.

8.4. First aid appliances:

Under the Act, the provisions for first-aid appliances are necessary. At least
one first-aid box or Cupboard with the prescribed contents should be
maintained for every 150 workers. It should be Readily available during all
working hours .Each first-aid box or cupboard shall be kept in the charge of a
separate responsible person who Holds a certificate in the first-aid treatment
recognised by the State Government and who shall

Always be readily available during the working hours of the factory.In every
factory wherein more than 500 workers are ordinarily employed there shall be
Provided and maintained an ambulance room of the prescribed size containing
18
the prescribed Equipment. The ambulance room shall be in the charge of
properly qualified medical and Nursing staff. These facilities shall always be
made readily available during the working hours Of the factory.

8.5. Canteens:

In every factory employing more than 250 workers, the State government may
make rules Requiring that a canteen or canteens shall be provided for the use of
workers. Such rules may Provide for

(a) the date by which the canteen shall be provided,

(b) the standards in respect of Constitution, accommodation, furniture and

other equipment of the canteen;

© the foodstuffs to Be served therein and charges which may be paid thereof;

(d) the constitution of a managing Committee for the canteens and

representation of the workers in the management of the canteen;

e) the items of expenditure in the running of the canteen which are not to be
taken into account In fixing the cost of foodstuffs and which shall be borne by
the employer;

f) the delegation to The Chief inspector, of the power to make rules under
clause .

8.6. Shelters, rest rooms and lunch rooms:

19
In every factory wherein more than 150 workers are ordinarily employed, there
shall be a Provision for shelters, rest room and a suitable lunch room where
workers can eat meals Brought by them with provision for drinking water.

Where a lunch room exists, no worker shall eat any food in the work room.
Such shelters or rest Rooms or lunch rooms shall be sufficiently lighted and
ventilated and shall be maintained in a Cool and clean condition.

8.7. Crèches:

In every factory where more than 30 women workers are ordinarily employed,
a room or rooms Shall be provided and maintained which can be used by their
children who are below the age of Such rooms shall provide adequate
accommodation, proper lightning and ventilation, Maintained in clean and
proper sanitary conditions and children will be cared by women Are given
adequate training.

The State government may make rules for the provision of additional facilities
for the care of

For washing and changing their clothing

 For free milk or refreshment or both for the children, and

 For the mothers of children to feed them at the necessary intervals.

8.8. Welfare officers:

20
In every factory wherein 500 or more workers are ordinarily employed, the
employer shall Employ in the factory such number of welfare officers as may
be prescribed under Sec. 49(1).

The State government may prescribe the duties, qualifications and conditions
of service of such

Principles of Employee Welfare Service

Following are generally given as the principles to be followed in setting up a

employee welfare

Service:

 The service should satisfy real and individual needs of the workers and
this can be done

By the active participation of workers.

 The service should be such as can be handled by cafeteria approach. An

employee
 Benefit plan that allows staff to choose from a variety of benefits to
formulate a plan
 That best suits their needs. Cafeteria plan options may include health and
accident Insurance, cash benefits, tax advantages and/or retirement plan
contributions. Due to The difference in Sex, age, marital status, number
of children, type of job and the Income level of employees there are
large differences in their choice of a particular Benefit. This is known as

21
 the cafeteria approach. Such an approach individualises the Benefit
system though it may be difficult to operate and administer.
 The employer should not assume a benevolent posture.

Employee welfare means “the efforts to make life worth living for
workmen.” .The labour/employee

 Welfare work aims at providing such service facilities and amenities as

would enable the workers
 Employed in the industries/factories to perform their work in a healthy
and pleasant surroundings Favorable to good health and high morale.
Employee welfare measures increase the productivity of Organization
and promote healthy industrial relations thereby maintaining industrial
peace.

 Labour welfare schemes may be statutory, voluntary or mutual.

 It is statutory when such activities have to be undertaken in lieu of the
legislation given by the Government like drinking water facility, first
aid, electricity etc.
 It is voluntary when the activities are undertaken from their own side by
the employers, for example
 Providing flexible timing to the employees, providing them with regular
health check up camp etc. It Is mutual when all parties join hands to
bring about the social and economic upliftment of the Workers.

22
  Welfare services can be intramural or extramural. Intramural when
provided inside the Organisation like canteens, restrooms, providing
uniforms etc. They are extramural when provided Outside the
organisation like housing, education, loans etc.

Another frequently used term in the building industry is ‘construction

logistics’, but we’ll explain why we steer away from using it for projects in the process
industries. The Council of Supply Chain Management Professionals (CSCMP, 2016)
defines logistics management is that part of supply chain management that plans,
implements,

And controls the efficient forward and reverses flow and storage of goods, services and
related information between the point of origin and the point of consumption to meet
customers’ requirements. Supply chain management encompasses the planning and
management of all activities involved in sourcing and procurement, conversion, and
all logistics management activities (CSCMP, 2016). It also includes coordination and
collaboration with supply chain partners, namely suppliers, intermediaries, third-party
service providers, and customers. Supply chain management effectively integrates supply
and demand management within and across companies.

23
From the two definitions, we see that logistics management is a subset of supply chain
management. Considering the discipline of project management for a moment, we see that
this overlaps onto supply chain management, insofar as construction of a new facility is
concerned: materials and services need to be available when needed by the construction
crew. This is illustrated in Figure 1, where the overlap gives rise to the terms ‘project supply
chain management’ and ‘project logistics management’. Project logistics is a subset of
logistics and project supply chain management a subset of supply chain management.

New process facilities can consist of hundreds of thousands of individual

components. Each should be available at the right location, the right time, the right quality
and at the right price.

Characteristics of project logistics

Projects logistics already commences in the feasibility study stage of a

project. Accessibility to the site, in terms of transport routes, rail carrying capacities and
bridge widths, can dictate the design approach to be followed. In the situation where very
long lead-times for equipment apply, it may have to be ordered before completion of the
final design. It is this early involvement of supply chain professionals in a project which
guides us away from the term ‘construction logistics’ and is why we rather use ‘project

24
logistics’. The different component delivery channels for a typical large process facility is
shown in Figure 2. Some of the transport options are also shown in the graphics.
Considering the large number of components for a given project, the complexity of project
logistics can be appreciated.

Figure 2: Component delivery channels The project supply chain is characterised by the
following elements, which differentiate it from supply chains for manufacturing and
retailing: • Converging: All materials converges on the construction site where the facility is
assembled from incoming materials. The construction effort is directed to a single product,
namely the processing facility;

• Temporary: Apart from rare exceptions, a project supply chain is temporary,

producing one-off construction projects through repeated reconfiguration of project
contractors and suppliers;

25
 • Made-to-order: Projects require made-to-order supply chains, with every project
creating a new facility. There is little repetition, again with minor exceptions.

We’ve already mentioned the large number of materials, components, equipment and
services that are required for the construction of a process plant. In this section, we briefly
describe the different categories of materials and equipment. An overview of the materials,
components and equipment for a process plant is given in figure 3 .

Figure 3. Figure 3: Materials, components and equipment for a process plant

We categorise the materials, components and equipment as follows:

 Bulks: Bulk and generic materials, requiring basic specifications, no pre-delivery

checking and limited quality control. Examples include basic building materials like
sand, stone, wood, cement and bricks. We group common safety equipment like hard
hats, safety boots and safety gloves in this category;

26
 • Commodities: Generic equipment, bought to specification following a visit to the
suppliers site and requiring active quality control. Examples include structural steel,
pipes and pipe fittings, valves, small pumps, cabling, field instruments, etc.
 • Process equipment: This category covers process equipment requiring detailed
specifications, astute vendor selection, site visits and quality control. Examples include
process vessels, tanks, heat exchangers, columns, and process control equipment;
 • Modular plant units: Modular plant units are prefabricated process units
designed, built, tested and then delivered to site. Plant modules could be anything from
basic pre-assembled pipe-racks (PARs) to third generation plug-and-play modules; •
 One-off high-value items: One-off high-value items are typically large high-value and
long-lead items built to very strict specifications with continuous quality assurance.
Examples include large distillation units, unique process reactors and custom
compressors and turbines;
 • Construction equipment: Heavy equipment to be used for the construction phase of
the project, including cranes, graders, loaders, excavators, forklifts, bull dozers and
trucks. Also includes the hand tools used by the construction artisan.

•
Commodities
: Generic
equipment,
bought to
specification
27
following a
visit to
the suppliers site and requiring
active quality control. Examples
include structural steel, have started to
outsource project logistics. Outsourcing
is the transfer of a function previously
performed in-house to an outside
service provider. Outsourced
providers .

•
Construction
equipment:
Heavy
equipment to
be used for
the c
28
According to coachman, “Employee benefits are those benefits which
are supplied by an employer to or for the benefits of an employee, and
which are not in the form of wages, salaries and time rated
payments.”

According to C.B. Memoriya, “Employee benefits are, “primarily a means in the direction
of ensuring, maintaining and increasing the income of the employee. It is a benefit which
supplements to a worker’s ordinary wages and which are of value to them and their families
in so far as it materially increases their retirement.”

FEATURES OF EMPLOYEE BENEFITS:

 Employee benefits are those payments which are paid to him in addition to
the wages and salary he receives.
 These benefits are not given to the worker for any specific performance of the
jobs but they offered boosting his interests in work and make the job more
productive for him.
 Employee benefits represent labour cost. Whatever benefits are offered to the
employees in kind or in money terms account for cost.

29
  These benefits are offered to employees irrespective of their merit. Merit or
non merit is not the criterion for these benefits.

SOME OF THE BENEFITS OFFERED BY EMPLOYERS TO

EMPLOYEES IN ORGANISATION:

 Free lunch or lunch at subsidized rates offered to the employees.

 Free medical facilities to the employee and the members of his family.
 Employees are insured for life against accidents or illness. In India there is a
provision for this under employee’s state Insurance act.
 Provisions for retirement benefits such as provident fund, gratuity, pension
etc.
 Leave travel allowance scheme is implemented by many government and non
government organisation counts for paid holidays to the employees.
 Maternity leave for 90 days is given to female employees.
 Free education to the children of employees by providing educational
allowance to the employees. Scholarships to the meritorious students of the
employees are also given.
 Housing accommodation is yet another benefit provided to the employees at
subsidized rates.
 Recreational facilities are also provided by the employers.

IMPORTANCE OF EMPLOYEE BENEFITS:

 Small businesses all over the country understand the importance of employee benefits.
Employee benefits allow businesses to recruit and retain top-talent employees, add to a
positive company culture, and make employees healthy and happy. Here’s a breakdown
of how employee benefits can make your small business.
 Being a small business owner means that you probably have taken part in hiring and
recruiting. This can be time -consuming, but is entirely essential to your success. As
such, offering employee benefits to potential candidates will give you a solid foundation.

30
 As candidates are interviewing with your company, many of them will want to know
what benefits you offer. In the case of healthcare, if you offer group health insurance,
you’ll likely tell them what is covered under your employer-sponsored plan.
 If you offer other healthcare benefits such as premium reimbursement for individual
healthcare, you can emphasize the 20 to 60 percent savings over traditional group health
insurance, along with the ability you can use your small business’s health benefits as a
tool to recruit potential candidates.
 If your company has unique benefits such as floating holidays or recruiting bonuses,
they should be emphasized as a Once you have learned that you can use your employee
benefits as a recruiting tool, you’ll be happy to know they will help you save money as
well - it’s a win situation. So, how do you save money with the benefits you offers.
 Think of it this way, the cost of hiring and replacing employees is expensive. If you do
not have to hire employees as often, you’ll save on hiring and training costs.
 And finally, employee benefits can give your employees a reason to feel happy and
valued. Offering paid holidays, healthcare benefits that save them money, retirement
plans, and many others are a way to not only recruit and retain, but to show your
employees that they are invaluable.
 Employee benefits consist of a large number of diverse organizational reward offerings.
This diversity makes it difficult to categorize and discuss the characteristics of benefits
in general, since each one needs to be dealt with independently.

31
 INDUSTRY PROFILE

We want to service this industry because we believe that there are better ways to
transport cargo without making it another routine undertaking
Bringing about a positive change. Building efficient processes. Keeping clients updated.

Dhanya has been continuously challenging the status quo by bringing forth
innovative logistics solutions that have contributed to economies and transformed the
lives of millions that we have touched.

32
Journey

Dhanya has been registering consistent growth over the years. What started as
a small journey as a 2 member team is today a large organisation with 300+
employees and offices at more than 20 locations worldwide. The vision
carried by the founders to become the leader in every sphere of logistics, we
operate is possible today only because of the stellar contribution from our
employees along with the trust placed by our clients on our capabilities.

All through the journey, one virtue we have built within Dhanya culture is
walk in the shoes of our customer. Even when the customer is worn out we
always take pleasure in walking that extra mile to bring efficiency into our
customer’s logistics. We are consistent when it comes to delivery deadlines,
quality of service and terms of delivery. Whenever we operate we work to
exceed the client expectations. Always.

 Dhanya formed as Founder funded company

 Hiring the 1st employee
 Opened our 2nd office
 25 employees
 1st Overseas Office
 100 employees
 Opened our 10th office
 Dedicated Customer Service Office for all Back-Office Support
 Moved to our Corporate Office
 Today we are a 500+ employee with offices in 10 Countries and 20 branch
offices.

Branch Office Network With 25 branch offices across the world we

are always closer to your logistics. Our structured back office will
answer your needs with constant feedback on your logistics at every
turn. Dhanya has offices in 8 countries and by 2020 we are geared up
to be present in 15 countries.

Awards

33
Over the years DahNay has been consistent in winning over
clients and also meeting their expectations. Our best in class
service, faster turnaround time and delivering even
challenging deadlines and remote locations has earned us the
trusted logistics partner for every customer we connect with.
We are glad that we have been appreciated for our quality of
service and such awards are fuel for our hunger.

COMPANY PROFILE

34
AIR FREIGHT

Delivering your freight faster & safer

When you work on a squeezed timeline air freight is your first choice. A rigid
and shallow service provider will cause a huge stress on your bottom line.
DahNay helps you change the dynamics and helps you achieve greater
efficiency. Our customized solutions help you keep a tight leash on your profit
margins.

DahNay provides efficiency of your movement with controlled visibility and

proactive alerts. Our dedicated help desk and customer service team are always
on call to design a fit that suits your need. DahNay will help you realize better
profit margins on Unit Economics level.

 Arrow forward On Demand & Elastic

 Arrow forward Anywhere across the globe
 Arrow forward On time every time
 Arrow forward Experienced Documentation
 Arrow forward Partnership network with major carriers.

On-Demand capacity augmentation makes DahNay the preferred partner for

your International Air Freight forwarding. Our dedicated help desk and
customer service team are always on call to design a fit that suits your need.

35
Availability of goods to the destination at the right time can make or break
your business. When you are chasing speed, DahNay helps you to fasten the
delivery schedules in every mile of the movement. A second reduced every
mile will bring a huge smile; on your customer.

SEA FREIGHT

We deliver your shipments to your market; with confidence

When it comes to Sea Freight forwarding we deliver the best rates and ideal
terms. From regular routes to rarely serviced routes we pick up spots for you
on any given day for any type of your cargo. Our experience and knowledge of
the trade helps you become an empowered shipper.

People think Sea Freight is a tedious and complex process with huge latency.
Not any more when you work with DahNay logistics. Our Sales and

36
Operations team work in tandem to provide the shortest time for your delivery.
You ship with us once and you will be shipping with us forever

Our dedicated team provide individual support services for your every need.
We are ready to offer bespoke solutions tailored to your changing needs with
your end goal in mind. Whatever you ship and wherever you ship you always
enjoy a personalized touch to your cargo.

Speak to us to learn about our competitive rates, schedules and local trade
laws. We are glad to offer help at every stage of your shipment journey.
Maritime forwarding is the oldest vertical and our expertise adds better
perspective.

LONG MILE CONNECTIVITY

Connecting the Dots for seamless delivery

International freight forwarding is a specialized service not everyone can

provide value for service. Shippers get upset when they have no choice and

37
work with many service providers. In international shipment your first point of
contact is always the local transporter. This segment is not as organized as the
players high up in the supply chain.

At DahNay we score over our competitors on this aspect as we have mastered

the art of movement.

DahNay provisions customized pick and delivery trucks to help you complete
the shipment in a faster and efficient way. Our Last Mile connectivity help you
remove ambiguity and move towards profits on your supply chain services.
Our Last Mile Connectivity module is integrated with your end to end
spectrum of logistics solutions. DahNay gives you improved control of your
shipment with 360-degree visibility of your goods.

Our dedicated team provide individual support services for your every need.
We are ready to offer bespoke solutions tailored to your changing needs with
your end goal in mind. Whatever you ship and wherever you ship you always
enjoy a personalized touch to your cargo.

Speak to us to learn about our competitive rates, schedules and local trade
laws. We are glad to offer help at every stage of your shipment journey.
Maritime forwarding is the oldest vertical and our expertise adds better
perspective.

38
Efficient Storage to optimize your Inventory Velocity

The near shore advantage of WH solutions empower you respond to your client needs better.
You have the advantage of elastic storage based on your flexible requirements. Optimize
your inventory velocity with our quick turnaround and wide options. This pragmatic service
helps you achieve cost arbitrage with efficient customer service

We work hand in hand with you to provide industry specific solutions to enhance your Go
To Market strategies and reputation. For your Inbound, Outbound and or Transit storage, we
give solutions that fit your budget and goal. We act as your extended division of your
business unit that handle the end to end spectrum of storage.

Arrow forward Cargo is always shipping ready

Arrow forward Reduced Turnaround Time

Arrow forward Lowest Total Cost of Ownership

39
Arrow forward 100+ Man Years of Experience

Arrow forward Nearshore Warehouse options

Extensive Workflow’s with documentation helps you faster registration of your HSN codes,
Duties and ASNs. Our 100 plus years of experience in the WH vertical helps you realize a
lowest TCO and a reduced TAT.

Pick and Choose transport solutions that doesn’t burst on the seams.

In a competitive economy a one size fits all approach wreaks calamity on the
ecosystem. With the advent of technology new geography opens for your business on a
regular basis. Yet a Shipper has challenge to reach out to his or her customers. Delivering
the goods at the right time, with the right product at the right spot.

In logistics when you work in independent silos you add the lead time in
every mile of your supply chain business. This independent silo model inflates your cost of
logistics. It is important to work with a Logistics Solution Provider like Dahnay the experts
who can weave the perfect story for your cargo movement. DahNay brings the added
dimension to your cargo movement.

40
  Arrow forward Deploy capacity On Demand
 Arrow forward 1st Mile & Last Mile visibility
 Arrow forward Transportation that fits your size
 Arrow forward Effective Multi-Modal Solutions
 Arrow forward Seamless delivery & documentation

In the age of ecommerce, barriers are seamless, choosing the able Logistics
Solutions Provider is the key to your performance. The SOPs and Workflow’s of DahNay
are always aligned to boost your performance.

CUSTOM BROKERAGE

When you work on a squeezed timeline air freight is your first choice. A rigid and shallow
service provider will cause a huge stress on your bottom line. DahNay helps you change the
dynamics and helps you achieve greater efficiency. Our customized solutions help you keep a
tight leash on your profit margins.

41
DahNay provides efficiency of your movement with controlled visibility and proactive alerts.
Our dedicated help desk and customer service team are always on call to design a fit that suits
your need. DahNay will help you realize better profit margins on Unit Economics level

On-Demand capacity augmentation makes DahNay the preferred partner for your International
Air Freight forwarding. Our dedicated help desk and customer service team are always on call to
design a fit that suits your need.

Availability of goods to the destination at the right time can make or break your business. When
you are chasing speed, DahNay helps you to fasten the delivery schedules in every mile of the
movement. A second reduced every mile will bring a huge smile; on your customer.

CONSOLIDATION

CONSOL services require specialized knowledge, high flexibility and seamless interfaces
during the entire communication and transportation of your cargo. It is beyond loading and
shipping your container. CONSOL is a niche vertical that not many players have perfected the
services. There are various attributes that come into play this game of high precision and
network dependability.

42
The paradigm changes in manufacturing along with modern inventory trends and technology
like JIT has transformed the manufacturing and ecommerce industry. This change in the industry
has also forced the logistics service providers to adapt to lean, mean and agile methodologies.
Today no order is too small

 Arrow forward Elastic Capacity utilization

 Arrow forward Early Sailing schedule
 Arrow forward Cost effective solutions
 Arrow forward LCL for all Cargo sizes
 Arrow forward Packaging & Documentation

In the maritime trade it was a long-held belief that FCLs are cost effective compared to LCLs.
But not every cargo can be shipped as FCLs. Especially when you are shipping replacement
parts and or essential machinery that doesn’t fit as FCL it is costly sending it as LCLs. More
over as an LCL you are also given a lead time that is always a variable till the container is filled
to capacity. For a service provider FCLs are always profitable and they like to carry cargo to the
capacity that they have paid for. However, your important material or machine parts cannot be
waiting for a perpetual delivery. Reliability, Speed, Safety and Compliance are the traits that
helped DahNay gain expertise in LCL Consolidation DahNay is your trusted LCL Consolidator.

Project Cargo requires great attention to detail, high level of Pre-planning and coordination.
Project Cargo also comes with challenge of keeping it within the budget and meeting the

43
timelines. We maintain efficiency in such challenging movements to eliminate the risks and
reduce cost. Bringing it all together and integrity of the cargo is DahNay’s speciality.

For every Project Cargo movement, DahNay brings the top minds for these challenging cargos.
Our global network allows you wide reach anywhere across the globe with reliable departures.
We have the expertise and equipment to cater to your over sized cargo. What ever may be the
size of your cargo, we can always fit it within your time and budget.

 Arrow forward Planning with precision

 Arrow forward Coordination of all transport components
 Arrow forward Qualified Engineering Team
 Arrow forward Erecting, Commissioning & Decommissioning
 Arrow forward Lowest sustainable cost

We are the preferred choice because of our proven track record in Break Bulk and Project
Cargo. Our strong IT team with qualified Engineers will provide real time status updates right
from the quotation stage to the delivery stage. We provide end to end services in Project Cargo.
With DahNay it is always safe and secure.

We deploy assets and experts throughout the journey of the cargo with ground level updates at
every milestone of the journey. From designing the solutions to the final destination, we take
you into confidence. Our experienced projects team comes with proper home work for every
movement. Our knowledge on country labour laws and port management help you improve your
metrics.

44
CUSTOMER SERVICE
 At DahNay Customer Service is not a department; It
is the culture We believe our customers are an
integral part of our business. When we started our
journey, we decided Customer Service is the primary
department in DahNay Logistics. 150 + trained staffs
handle all our customer queries in an able manner.
Our Back-Office team will have every minute detail
screened through a rigorous workflow process,
thereby setting high standards of efficiency

 Our Customer Service is equipped with best in class

IT infrastructure augmented by strict security
policies. An always ON high bandwidth leased line
internet connection ensures we stay connected
throughout the shipping journey.

 *Our staff are trained at regular intervals on

international laws, HSN codes, Tariffs, Duties and
Drawbacks. We always strive to put the smile on the
customer’s face.
45
  Arrow forward Established escalation matric

 Arrow forward Issues resolved within specified

timelines

 Arrow forward KRA’s aligned with customer

objective

 Arrow forward Electronic filing of all records

 Arrow forward Seamless coordination from 20 global

locations.

At DahNay our people are trained for the process. We take

pride as a process driven company rather than a people
driven company. We don’t sit back and relax. We monitor
your shipments from the start to the finish. Our process is
integrated with the right tools and we send instant alerts of
the progress. Our in-house repository of the knowledge
helps you a seamless experience.

We maintain ledgers of all the metrics for each and every

customer. These metrics help us to benchmark our
efficiency and keep improving. We are glad that we were
able to improve the performance for every shipment. We
don’t complete the day without achieving a set milestone
for every shipment we undertake. Cost arbitrage and service
excellence is our motto

1.2 OBJECTIVES OF THE STUDY:

46
  To study the Employee’s benefits of employees at Dhanya logistics
 To analyse the bonus provided to the employees in the organisation.
 To study the medical benefits provided to the employees in the organisation.
 To analyse the safety equipment provided to the employees in the
organisation.
 To analyse the insurance schemes provided to the employees.

1.3 NEED FOR THE STUDY:

 It is helpful to increase the employee’s loyalty towards organisation and to

minimize the employee’s attrition rate.
 It identifies the factors that affect the employee’s satisfaction in their work.
 It identifies the compensation provided to the employees based on their
experience.
 It identifies the employee expectation from the organisation.

1.4 SCOPE OF THE STUDY:

 It should be applied by an employer in accounting for all employee benefit,

except employee share-based payment.
 It does not deal with accounting and reporting by employee benefits plans.
 It helps the organisation to improve their employee’s morality.
 It is the process to bring out their optimum efficient of employee towards of
their work.

1.5 LIMITATION OF THE STUDY:

 Time constraint is also considered as a factor.

 Sample size was restricted to 100.
 The ability of the respondents did not provide full pledge information.

47
  A detailed survey has not been conducted since it was difficult to meet every
person personally.

MARKETING NETWORK:

We have an excellent market network throughout Tamilnadu and efficient

wholesale distributors in Madurai, Trichy, Triunelvelli, Nagercoil, and Salem, Erode,
Coimbatore and almost all major towns in Tamilnadu. We also have market networks in
Andhra Pradesh and Pondicherry.

OUR MOTTO:

Our motto is to serve the customers with quality products at affordable price
and prompt services. Beside we are constantly improving our products quality, service etc.
and developing new products.

INFRASTRUCTURE:

We proud to say that we have strong and friendly human resources which are
our company backbone. Most of our staff' have decades of experience with us in this field
and none of them left their service. We serve our customers on their door steps at the right
time with our own Goods Carrier Vehicle.

MISSION:

We love the challenge of reaching for our goals, to grow as individuals and as
a company, and to serve each other and the community.

VISION:
To become a Force inspiring Creative Zeal for beautiful Living.

CHAPTER- II

48
 LITERATURE SURVEY

2.1 REVIEW OF LITERATURE:

According to Steiner (2010)1, In the United States, employee benefits

they may be required by law or regulation, as are employer contributions to Social Security
or health care benefits, or they may be discretionary, such as contributions to retirement
savings or paid time off. Organizations offer benefits to their employees because they
promote job satisfaction and inspire worker loyalty, which, in turn, can lead to better
financial performance.

According to Rhine (2011)2, employee benefits such as health care

and retirement began to take shape in Germany in the 19th century as forms of social
protections. They were adopted in the United States in stages– paid time off during the
Industrial Revolution; retirement in the aftermath of the Civil War and again as part of the
New Deal; healthcare during the Second World War, and more. In the United States, they
reached the peak of their popularity in the 1980s, partly because of the preferential tax
treatment for certain benefits, but also because of the aging and gender balancing of the
workforce.

According to Ralston (2012), other aspects of a job, including a

casual dress code, flex time, or telecommuting options, are also considered to be valuable to
employees even though they may not be a form of compensation (pp. 371-372).

According to Scofea (2013)3, in 1910, Montgomery Ward and

Company became the first U.S. Company to offer health insurance to all of its general
employees as an employee benefit (p. 4) but, in spite of its appeal, the benefit did not spread
quickly. It would not become a standard part of an employment contract until political and
economic events through the Great Depression and American participation in the Second
World War would change the landscape of compensation and benefits.

49
 According to Fink (2014)4, numbers of factors have contributed to
employer provision of non-mandatory benefits such as health insurance and pension plans.
These include self interest of the decision makers, union bargaining, tax advantages
provided to companies by the federal government for offering certain benefits, the need to
be competitive and retain employees, and union avoidance. The logic underlying employer
strategies to voluntarily provide benefits suggests that benefit offerings are associated with
employee benefit satisfaction, which in turn is associated with attitudes and behaviours that
serve the employer's interests.

According to Jacoby (2015), most industrialized nations assure the

welfare of citizens through government-sponsored systems that provide for the health and
safety of citizens, protecting them from consequences of economic fluctuations. In contrast,
in the U.S. a system of welfare capitalism emerged whereby employers, rather than the
government, played a primary role in assuring the health and welfare of employees and their
families. Welfare capitalism encompassed a wide range of private, firm-level social and
benefit policies, including employee representation, recreation, stock ownership, and
benefits relating to retirement, sickness, paid time off, and unemployment.

According to Nancy C. Morse (2016), “employee benefits refers to

the level of fulfilment of one’s needs, wants and desire satisfaction depends basically up on
what an individual wants from the world, and what he gets”.

According to Aron (2017), In the United States, paid time off, which
had been a province of the wealthy and leisure class during colonial times, gained
popularity through the 19th century and by 1850 people employed in “white collar”
professions customarily received one week’s paid vacation as a standard benefit (p. 47).

According to Tetrick (2011)5, benefits as indirect forms of

compensation, something given in addition to base compensation and not related to doing
extra work, accomplishing certain goals, or working non-standard hours. Employees
consider benefits a part of their overall compensation, but when organizations are required

50
by law to offer them, they may be thought of more as an entitlement than a negotiable part
of compensation (p.158).

According to Hewitt (2012), employee benefits costs comprise about

one-third of an organization's total labor costs and such costs have steadily increased.

According to Ginneken (2013), In the United States, benefits are

considered a part of compensation, something to be bargained for; in most other countries
they are more heavily regulated and may be employed as forms of social protections (pp. 71-
72).
According to Ghoshe (2013)6, employee benefits, as for paid time off,
member states of the European Union require employers to afford their workers a minimum
of four weeks of paid vacation per year; in the United States there is no national requirement
that an organization afford its workers paid time off whether for vacation, illness, or any
other purpose. Workers in the United Kingdom receive paid time off in line with that of the
European Union members. In China, the minimum paid vacation time that organizations are
required to give their full-time workers is five working days with an additional seven
holidays; in India, the requirement is for twelve paid vacation days, but the number of
holidays varies by region. Of the 160 nations surveyed by the International Labor
Organization, only Kiribati, Laos and the United States have no law mandating paid time off
for full-time workers (p.18).

According to Wilson (2014), employee benefits decisions often have

a significant effect on a company's bottom line. For example, the decision to promise current
employees health benefits or certain types of pension plans following their retirement has
long-term financial implications.

According to Craig (2015), offering benefits to employees in the

United States is a centuries-old practice, predating even the founding of the country. As
early as the Roman Empire century, soldiers received pensions, and the fall of the Roman
Empire may be, at least in part, related to the non-payment of these pensions (p.1).

51
 According to Blumenthal (2016)7, Employee benefits in the United
States realized their first gains in popularity as part of the New Deal program but they did
not truly rise to widespread use until political forces positioned them as a solution to a labor
shortage. Selected employee benefits also gained in popularity because of the favorable tax
treatments they were receiving. They had become deductible expenses for employers but not
considered part of an employee’s gross income which was an added incentive for employees
to seek them and for companies to offer them. Through the Second World War, benefits
offerings grew very quickly. For example, in 1940, health insurance plans covered
approximately 21 million workers in the United States; by 1950, that number had grown to
142 million (p. 83). Employee benefits in America had suddenly become an expected and
entrenched part of an employment contract.

According to Leichter (2017)8, the implications of employee benefit

decisions are among the most relevant for remaining competitive in the labor market. From a
total compensation perspective, indirect compensation or benefits plays a significant factor
in the attraction and retention of employees. This is particularly true for costly benefits such
as health insurance and pension plans, the provision of which is an increasingly important
issue to both employers and employees. Executives have long been concerned about the
costs of providing competitive employee benefits.

According to Gibson (2010)9, In spite of the prominence of employee

benefit issues to organizations, when reviewing the human resource management literature,
there is a surprising general absence of attention given to employee benefits. Indeed, in their
analysis of gaps between HRM academic research and practitioner interests found that the
largest gap was in the areas of compensation and benefits.

According to Moran (2015), benefits like health care benefits,

retirement benefits are provided by both employing organizations and government
programs. Also like health care benefits, the balance between organizations and
governments in providing for the retirement of employees varies widely from country to
country. In most industrialized nations, retirement income is secured through a combination

52
of government funded programs, government mandated savings programs, corporate
contributions to retirement funds and individual savings.

According to Holborn (2012), Employee benefits have been defined

as any form of indirect or non-cash compensation paid to an employee.

According to Buchmueller (2013)10, while the employee benefits saw

an abundant supply of labour and few jobs, this balance reversed during the Second World
War. With much of the young male population taken by the armed forces and with factories
needing to supply the war effort, wages began to climb as firms competed for the then scarce
labour resources. Government intervention served to complicate this bidding process.
Fearful of inflation and in reaction to the rising price of labour, Congress passed legislation
to freeze wage and salary levels (The Stabilization Act of 1942). Exempted from these wage
and price controls, however, were work benefits, and organizations began using them as an
enticement for new recruits (p. 3).

According to Hennock (2016), employee benefits including

supplementary pay, such as premium pay for working on a weekend or holiday, the Bureau
of Labour Statistics includes direct or cash compensation among the benefits that an
employer may offer. This is consistent with the definition of benefits offered by the IRS,
namely “a form of pay for the performance of services” but inconsistent with the concept of
benefits as being “nonwage.”

According to Rutigliano (2014), “Employee benefits are those

benefits which are supplied by an employer to or for the benefits of an employee, and which
are not in the form of wages, salaries and time rated payments.”

According to Chan (2015), “Employee benefits are, “primarily a

means in the direction of ensuring, maintaining and increasing the income of the employee.
It is a benefit which supplements to a worker’s ordinary wages and which are of value to
them and their families in so far as it materially increases their retirement.”

53
 According to Steiner (2010)1, In the United States, employee benefits
they may be required by law or regulation, as are employer contributions to Social Security
or health care benefits, or they may be discretionary, such as contributions to retirement
savings or paid time off. Organizations offer benefits to their employees because they
promote job satisfaction and inspire worker loyalty, which, in turn, can lead to better
financial performance.

According to Rhine (2011)2, employee benefits such as health care

and retirement began to take shape in Germany in the 19th century as forms of social
protections. They were adopted in the United States in stages– paid time off during the
Industrial Revolution; retirement in the aftermath of the Civil War and again as part of the
New Deal; healthcare during the Second World War, and more. In the United States, they
reached the peak of their popularity in the 1980s, partly because of the preferential tax
treatment for certain benefits, but also because of the aging and gender balancing of the
workforce

According to Ralston (2012), other aspects of a job, including a casual

dress code, flex time, or telecommuting options, are also considered to be valuable to
employees even though they may not be a form of compensation (pp. 371-372).

According to Scoffed (2013)3, in 1910, Montgomery Ward and

Company became the first U.S. Company to offer health insurance to all of its general
employees as an employee benefit (p. 4) but, in spite of its appeal, the benefit did not spread
quickly. It would not become a standard part of an employment contract until political and
economic events through the Great Depression and American participation in the Second
World War would change the landscape of compensation and benefits.

According to Fink (2014)4, numbers of factors have contributed to

employer provision of non-mandatory benefits such as health insurance and pension plans.
These include self interest of the decision makers, union bargaining, tax advantages
provided to companies by the federal government for offering certain benefits, the need to
be competitive and retain employees, and union avoidance. The logic underlying employer
strategies to voluntarily provide benefits suggests that benefit offerings are associated with

54
employee benefit satisfaction, which in turn is associated with attitudes and behaviours that
serve the employer’s interests.

According to Jacoby (2015), most industrialized nations assure the

welfare of citizens through government-sponsored systems that provide for the health and
safety of citizens, protecting them from consequences of economic fluctuations. In contrast,
in the U.S. a system of welfare capitalism emerged whereby employers, rather than the
government, played a primary role in assuring the health and welfare of employees and their
families. Welfare capitalism encompassed a wide range of private, firm-level social and
benefit policies, including employee representation, recreation, stock ownership, and
benefits relating to retirement, sickness, paid time off, and unemployment.

According to Nancy C. Morse (2016), “employee benefits refers to

the level of fulfilment of one’s needs, wants and desire satisfaction depends basically up on
what an individual wants from the world, and what he gets”.

According to Aron (2017), In the United States, paid time off, which
had been a province of the wealthy and leisure class during colonial times, gained popularity
through the 19th century and by 1850 people employed in “white collar” professions
customarily received one week’s paid vacation as a standard benefit (p. 47)

According to Tetrick (2011)5, benefits as indirect forms of

compensation, something given in addition to base compensation and not related to doing
extra work, accomplishing certain goals, or working non-standard hours. Employees
consider benefits a part of their overall compensation, but when organizations are required
by law to offer them, they may be thought of more as an entitlement than a negotiable part
of compensation (p.158).

According to Hewitt (2012), employee benefits costs comprise

about one-third of an organization’s total labor costs and such costs have steadily increased.

According to Ginneken (2013), In the United States, benefits are

considered a part of compensation, something to be bargained for; in most other countries

55
they are more heavily regulated and may be employed as forms of social protections (pp. 71-
72).

According to Ghoshe (2013)6, employee benefits, as for paid time off,

member states of the European Union require employers to afford their workers a minimum
of four weeks of paid vacation per year; in the United States there is no national requirement
that an organization afford its workers paid time off whether for vacation, illness, or any
other purpose. Workers in the United Kingdom receive paid time off in line with that of the
European Union members. In China, the minimum paid vacation time that organizations are
required to give their full-time workers is five working days with an additional seven
holidays; in India, the requirement is for twelve paid vacation days, but the number of
holidays varies by region. Of the 160 nations surveyed by the International Labor
Organization, only Kiribati, Laos and the United States have no law mandating paid time off
for full-time workers (p.18).

According to Wilson (2014), employee benefits decisions often have a

significant effect on a company’s bottom line. For example, the decision to promise current
employees health benefits or certain types of pension plans following their retirement has
long-term financial implications.

According to Craig (2015), offering benefits to employees in the

United States is a centuries-old practice, predating even the founding of the country. As
early as the Roman Empire century, soldiers received pensions, and the fall of the Roman
Empire may be, at least in part, related to the non-payment of these pensions (p.1).

According to Blumenthal (2016)7, Employee benefits in the United

States realized their first gains in popularity as part of the New Deal program but they did
not truly rise to widespread use until political forces positioned them as a solution to a labor
shortage. Selected employee benefits also gained in popularity because of the favorable tax
treatments they were receiving. They had become deductible expenses for employers but not
considered part of an employee’s gross income which was an added incentive for employees
to seek them and for companies to offer them. Through the Second World War, benefits
offerings grew very quickly. For example, in 1940, health insurance plans covered

56
approximately 21 million workers in the United States; by 1950, that number had grown to
142 million (p. 83). Employee benefits in America had suddenly become an expected and
entrenched part of an employment contract.

According to Leichter (2017)8, the implications of employee benefit

decisions are among the most relevant for remaining competitive in the labor market. From a
total compensation perspective, indirect compensation or benefits plays a significant factor
in the attraction and retention of employees. This is particularly true for costly benefits such
as health insurance and pension plans, the provision of which is an increasingly important
issue to both employers and employees. Executives have long been concerned about the
costs of providing competitive employee benefits

According to Gibson (2010)9, In spite of the prominence of

employee benefit issues to organizations, when reviewing the human resource management
literature, there is a surprising general absence of attention given to employee benefits.
Indeed, in their analysis of gaps between HRM academic research and practitioner interests
found that the largest gap was in the areas of compensation and benefits.

According to Moran (2015), benefits like health care benefits,

retirement benefits are provided by both employing organizations and government
programs. Also like health care benefits, the balance between organizations and
governments in providing for the retirement of employees varies widely from country to
country. In most industrialized nations, retirement income is secured through a combination
of government funded programs, government mandated savings programs, corporate
contributions to retirement funds and individual savings.

According to Holborn (2012), Employee benefits have been defined

as any form of indirect or non-cash compensation paid to an employee.

According to Buchmueller (2013)10, while the employee benefits saw

an abundant supply of labour and few jobs, this balance reversed during the Second World
War. With much of the young male population taken by the armed forces and with factories
needing to supply the war effort, wages began to climb as firms competed for the then scarce
labour resources. Government intervention served to complicate this bidding process.

57
Fearful of inflation and in reaction to the rising price of labour, Congress passed legislation
to freeze wage and salary levels (The Stabilization Act of 1942). Exempted from these wage
and price controls, however, were work benefits, and organizations began using them as an
enticement for new recruits (p. 3).

According to Hennock (2016), employee benefits including

supplementary pay, such as premium pay for working on a weekend or holiday, the Bureau
of Labour Statistics includes direct or cash compensation among the benefits that an
employer may offer. This is consistent with the definition of benefits offered by the IRS,
namely “a form of pay for the performance of services” but inconsistent with the concept of
benefits as being “nonwage.”

According to Rutigliano (2014), “Employee benefits are those

benefits which are supplied by an employer to or for the benefits of an employee, and which
are not in the form of wages, salaries and time rated payments.”

According to Chan (2015), “Employee benefits are, “primarily a

means in the direction of ensuring, maintaining and increasing the income of the employee.
It is a benefit which supplements to a worker’s ordinary wages and which are of value to
them and their families in so far as it materially increases their retirement.”

58
 CHAPTER-III
RESEARCH METHODOLOGY

3.1 MEANING OF RESEARCH:

Research mean a search of knowledge, something it may refers to

scientific and systematic search of pertinent information on specific topic in fact research is
an art scientific investigation. Redman and Money define research as a systematic effort to
gain new knowledge.

Research is the systematic process collecting and analysing

information to increase over understanding of the phenomenon under study. In the broadcast
sense of the world, the definition of research includes any gathering of data, information and
facts for the advancement of knowledge.

DEFINITION OF RESEARCH:

According to John .W. Best, “Research is a systematic and objective

analysis and recording of controlled observations that may lead to the development of
generalizations, principles, theories and concepts, resulting in prediction for seeing and
possibly ultimate control of events.”

TYPE OF RESEARCH:

 Descriptive research

DESCRIPTIVE RESEARCH:

A research design is simply the framework or plan for a study. The

design may be a specific presentation of the various steps in the process of research. For this
descriptive design was used. Descriptive research includes survey and fact finding enquiries
of different kinds. The major purpose of descriptive research is description of the state of
affairs, as it exists at present.

59
3.2 RESEARCH DESIGN:
Research design is an arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevance to the research purpose with
economy in the future. Descriptive research attempts to attain a complete and accurate
description of a situation. Descriptive research for this study is based on clear cut objectives
and formal questionnaire to be framed.

3.3 RESEARCH HYPOTHESIS :

HO:

There is a no significant relationship between work culture of the company and interpersonal
relationships between employees.

H1 :

There is no significant between work culture of the company and interpersonal relationships
between employees.
Calculated value is more than table values therefore accept HO.

3.4 RESEARCH METHODOLOGY

It is easier to understand the different types of quantitative research designs if you consider
how the researcher designs for Control of the variables in the investigation.
If the researcher views quantitative design as a continuum, one end of the range represents a
design where the variables are Not controlled at all and only observed. Connections amongst
variable are only described. At the other end of the spectrum,

60
However, are designs which include a very close control of variables, and relationships
amongst those variables are clearly Established. In the middle, with experiment design
moving from one type to the other, is a range which blends those Two extremes together.

There are four main types of Quantitative research: Descriptive, Correlational, Causal-
Comparative/Quasi-Experimental,And Experimental Research.

3.5 DATA ANALYSIS TOOL

DATA COLLECTION METHOD:

The data collection method used for the study is: Primary Data.
More specific information from various sources to be collected and
the accuracy is of great importance for drawing correct and valid conclusions. The nature of
the source of the data depends upon the type of information required.

TYPES OF DATA:
 primary data
 secondary data

PRIMARY DATA:
Primary data is known as the data collected for the first time through
field survey. Such data are collected with specific set of objectives. Primary data is the new
or fresh data collected from the respondents through structured scheduled questionnaire.
SECONDARY DATA:
Secondary data refers to the information or facts already collected.
Such data are collected with the objectives of understanding the past status of any variable
data collected and reported by some source is accessed and used for the objectives of the
study.
TOOLS:
The main tool for the data collection is Questionnaire. It can be
classified into 2 types:

61
  Open ended questionnaire
 Close ended questionnaire

3.6 TYPES OF SAMPLING:

 Sampling design

 Sampling size

 Sample population

 Sampling methods

SAMPLING DESIGN:
A sample design is a definite plan for obtaining a sample from a given
population. It is the procedure used by the researcher in selecting items for the sample.

SAMPLING SIZE:

The sample size of this research is determined as 100.

SAMPLE POPULATION:

The total element of the universe from which sample is selected for
the purpose of study is known as population. The population of my research is the
employees of company.

SAMPLING METHODS:
The sampling method used for the research is convenience sampling.

3.7 TOOLS USED FOR ANALYSIS:

 Percentage analysis
 chi-square test
 Karl Pearson’s coefficient of correlation

62
PERCENTAGE ANALYSIS:

In this project percentage method test was used. The percentage

method is used to know the accurate percentages of the data we took; it is easy to graph out
through the percentages. The following is the formula

No. of respondents
Percentage of respondents = _____________________________ * 100
Total no. of respondents

From the above formula, we can get percentages of the data given by the respondents.

CHI-SQUARE ANALYSIS:

The chi-square test procedure tabulates a variable into categories and

computes a chi-square statistics. This goodness of fit test compares the observed and
expected frequencies in each category to test that all categories contain the same proportion
of values or test that each category contains a user specified proportion of values.

∑ (Oi-Ei) 2
X² = _________
Ei
CORRELATION:
Correlation analysis deals with the association between two or more
variables. It does not tell anything about cause and effect relationship. Correlation is
classified into two types as

 Positive correlation
 Negative correlation the formula for correlation is given below
63
 N ∑XY – (∑X) (∑Yr = _ √N∑X² - (∑X) ² * √ N∑Y²-(∑Y) ²

3.8 DATA COLLECTION APPROACH

Data Collection. Data collection is the process of gathering and measuring

information on variables of interest, in an established systematic fashion that
enables one to answer stated research questions, test hypotheses, and evaluate
outcomes.
Restricted data and confidentiality

 Data providers might restrict access to information because it is

confidential, unpublished, or not yet finalised.
 Typically, this is a mechanism to prevent inappropriate use of the data,
unauthorised commercial exploitation, or
 Sensitivity to possible imperfections in the data. Sometimes, however, the
organisation simply does not have the Resources required to compile and
check the data. It is advisable, where possible, to cooperate with data
Providers to find solutions to overcome their concerns by:
 explaining the intended use of the data, greening, in writing, to the level at
which it will be made public,
 Identifying the increased accuracy that can be gained through its use in
inventories,
 Offering cooperation to derive a mutually acceptable data sets, and/or
giving credit/acknowledgement in the inventory to the data provided.

64
 CHAPTER – IV

DATA ANALYSIS AND INTERPRETATION

TABLE- 4.1.1

1. Table shows that gender of the employees.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Male 57 57
Female 43 43
Total 100 100

CHART- 4.1.1

65
 Gender
57%
60

50
43%
40
RESPONDENT
30

20

10

0
MALE FEMALE

Inference:

From the above table it is inferred that, 57 percentage of respondents are male and 43
percentage of respondents are female.

TABLE- 4.1.2

2. Table shows that income of the employees.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Rs.10000-Rs.15000 7 7
Rs.15000-Rs.25000 23 23
Above Rs.25000 70 70
Total 100 100

CHART- 4.1.2

66
 Income
80
70%
70

60

50
RESPONDENT
40

30
23%
20
7%
10

0
RS10000-RS15000 RS15000-RS25000 ABOVE RS25000

Inference:

From the above table it is inferred that, 70 percentage of respondents are getting income
above Rs.25000, 23 percentage of respondents are getting income ranging between
Rs.15000-Rs.25000 and 7 percentage of respondents are getting income Rs.10000-
Rs.15000.

TABLE- 4.1.3

3. Table shows that marital status of the employees.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Single 27 27
Married 73 73
Total 100 100

67
CHART- 4.1.3

marital status

73%

80
70
60 RESPONDENT
50 27%
40
30
20
10
0
SINGLE MARRIED

Inference:

From the above table it is inferred that, 73 percentage of respondents are married and 27
percentage of respondents are single.

TABLE- 4.1.4

4. Table shows that benefits provided for the employees in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Security payments 2 2
Bonus 13 13
Health benefits 10 10
All the above 75 75
Total 100 100

68
CHART- 4.1.4

Benefits provided for the employees

2%
13%

SECURITY PAYMENTS
10%
BONUS
HEALTH BENEFITS
ALL THE ABOVE

75%

Inference:

From the above table it is inferred that, 75 percentage of respondents state that security
payments, bonus, health benefits are provided for the employees in the organization, 13
percentage of respondents says that organization provides only bonus to the employees, 10
percentage of respondents says that health benefits being provided in the organization and
the remaining 2 percentage of respondents says that security payments are provided to the
employees in the organization.

TABLE- 4.1.5

5. Table shows that benefits received by the employees in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Sickness benefits 10 10
Disablement benefits 8 8
Dependents benefits 11 11
All the above 71 71
Total 100 100

69
CHART- 4.1.5

Benefits received by the employees

80 71%

70
60
50 RESPONDENT
40
30
10% 8% 11%
20
10
0
SICKNESS BEN- DISABLEMENT DEPENDANTS ALL THE ABOVE
EFITS BENEFITS BENEFITS

Inference:

From the above table it is inferred that, 71 percentage of respondents state that sickness
benefits, disablement benefits, dependents benefits are received to the employees in the
organization, 11 percentage of respondents says that organization receive only defendants
benefits to the employees, 10 percentage of respondents says that sickness benefits being
received in the organization and the remaining 8 percentage of respondents says that
disablement are received to the employees in the organization.

TABLE- 4.1.6

6. Table shows that facilities provided for the employees.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Educational facilities 2 2
Medical facilities 13 13
Transport facilities 11 11
All the above 74 74
Total 100 100

CHART- 4.1.6

70
 Facilities provided for the employees
74%
80
70
60
50
40 13% 11%
30 2% RESPONDENT
20
10
0
IES IES IES OV
E
ILIT ILIT ILIT A B
AC AC FA
C E
LF LF T L TH
NA IC
A
P OR AL
IT O ED
A M A NS
DUC TR
E

Inference:

From the above table it is inferred that, 74 percentage of respondents state that educational
facilities, medical facilities, transport facilities are provided for the employees in the
organization, 13 percentage of respondents says that organization provides only medical
facilities to the employees, 11 percentage of respondents says that transport facilities being
provided in the organization and the remaining 2 percentage of respondents says that
educational facilities are provided to the employees in the organization.

TABLE- 4.1.7

7. Table shows that counseling process that conduct for employees in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Yes 55 55
No 45 45
Total 100 100

CHART- 4.1.7

71
 Counselling process that conduct for employees

55%
60
50 45%
40 Series1
30
20
10
0
YES
NO

Inference:

From the above table it is inferred that, 55 percentage of respondents s isays yes with the
Counseling process conducted by the organization and 45 percentage of respondents says no
with the counseling process.

TABLE- 4.1.8

8. Table shows that insurance scheme provided to the employees in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Yes 83 83
No 17 17
Total 100 100

CHART- 4.1.8

72
 Insurance scheme provided to the employees
17%

YES
NO

83%

Inference:

From the above table it is inferred that, 83 percentage of respondents says yes with the
insurance scheme provided by the organization and 17 percentage of respondents says no.

TABLE- 4.1.9

9. Table shows that safety practices provided to the employees in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Satisfied 15 15
Highly satisfied 65 65
Dissatisfied 9 9
Highly dissatisfied 11 11
Total 100 100

73
CHART- 4.1.9

safety practices provided to the employees

70
65%
60

50

40 Series1
30

20
15%
9% 11%
10

0
Satisfied Highly satisfied Dissatisfied Highly dissatisfied

Inference:

From the above table it is inferred that, 65 percentage of respondents highly satisfied with
the Safety practices provided by the organization, 15 percentage of respondents satisfied, 11
percentage of respondents highly dissatisfied and 9 percentage of respondents dissatisfied
with the Safety practices provided by the organization.

TABLE- 4.1.10

10. Table shows that frequency of rest during working hours in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
5-15 mints 21 21
15-1/2 hours 15 15
1/2 hours-1 hours 42 42
None of the above 22 22
Total 100 100

74
CHART- 4.1.10

Frequency of rest during working hours

42%
45
40
35
30 21% 22%
RESPONDENT
25 15%
20
15
10
5
0
5-15 MINTS 15-1/2 HOURS 1/2 HOURS-1 NONE OF THE
HOURS ABOVE

Inference:

From the above table it is inferred that, 42 percentage of respondents have taken ½ hours -1
hours frequency of rest during working hours in the organization, 22 percentage of
respondents says no rest during working hours, 21 percentage of respondents have taken
5 mints-15 mints and 15 percentage of respondents have taken 15 mints - ½ hours frequency
of rest during working hours in the organization.

TABLE- 4.1.11

11. Table shows that satisfaction of employees on safety equipment provided in the
organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Satisfied 81 81
Dissatisfied 19 19
Total 100 100

CHART- 4.1.11

75
 satisfaction of employees on safety equipment

81%

90
80
70
Series1
60
50 19%
40
30
20
10
0
Satisfied Dissatisfied

Inference:

From the above table it is inferred that, 81 percentage of respondents satisfied with the
safety equipment provided by the organization and 19 percentage of respondents dissatisfied
with the safety Equipment.

TABLE- 4.1.12

12. Table shows that satisfaction of employees on canteen facilities.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Satisfied 81 81
Dissatisfied 19 19
Total 100 100

CHART- 4.1.12

76
 satisfaction of employees on canteen facilities
81%

90
80
70
Series1
60
50 19%
40
30
20
10
0
Satisfied Dissatisfied

Inference:

From the above table it is inferred that, 81 percentage of respondents satisfied with the
canteen facilities provided by the organization and 19 percentage of respondents dissatisfied
with canteen facilities.

TABLE- 4.1.13

13. Table shows that payment of bonus provided for employees in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Satisfied 39 39
Highly satisfied 41 41
Dissatisfied 17 17
Highly dissatisfied 3 3
Total 100 100

CHART- 4.1.13
77
 Payment of bonus provided for employees
39% 41%
45
40
35
30
Series1
25 17%
20
15 3%
10
5
0
Satisfied Highly satisfied Dissatisfied Highly dissatisfied

Inference:

From the above table it is inferred that, 41 percentage of respondents highly satisfied with
the bonus provided by the organization, 39 percentage of respondents satisfied, 17
percentage of respondents dissatisfied and 3 percentage of respondents highly dissatisfied
with the bonus provided by the organization.

TABLE- 4.1.14

14. Table shows that medical benefits provided for employees in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Satisfied 77 77
Dissatisfied 23 23
Total 100 100

CHART- 4.1.14

78
 Medical benefits provided for employees
77%
80
70
60
50 RESPONDENT
40
30 23%
20
10
0
SATISFIED
DISSATISFIED

Inference:

From the above table it is inferred that, 77 percentage of respondents satisfied with the
medical benefits provided by the organization and 23 percentage of respondents dissatisfied
with the medical benefits.

TABLE- 4.1.15

15. Table shows that leave facilities provided for employees in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Satisfied 78 78
Dissatisfied 22 22
Total 100 100

CHART- 4.1.15

79
 Leave facilities provided for employees
90
80 78%

70
60
50 RESPONDENT

40
30
22%
20
10
0
SATISFIED DISSATISFIED

Inference:

From the above table it is inferred that, 78 percentage of respondents satisfied with the leave
facilities provided by the organization and 22 percentage of respondents dissatisfied with the
leave facilities.

TABLE- 4.1.16

16. Table shows that safety security measures provided for employees in the
organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Yes 87 87
No 13 13
Total 100 100

80
CHART- 4.1.16

safety security measures provided for employees

13%

YES
NO

87%

Inference:

From the above table it is inferred that, 87 percentage of respondents says yes with the
safety security measures provided by the organization and 13 percentage of respondents says
no with safety security measures.

TABLE- 4.1.17

17. Table shows that retirement benefits provided to employees in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Yes 65 65
No 35 35
Total 100 100

CHART- 4.1.17

81
 Retirement benefits provided to employees
65%

70
60 35%
RESPONDENT
50
40
30
20
10
0
YES NO

Inference:

From the above table it is inferred that, 65 percentage of respondents says yes with the
retirement benefits provided by the organization and 35 percentage of respondents says no
with retirement benefits.

TABLE- 4.1.18

18. Table shows that health insurance provided to employees in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Satisfied 7 7
Highly satisfied 85 85
Dissatisfied 2 2
Highly dissatisfied 6 6
Total 100 100

82
CHART- 4.1.18

Health insurance provided to employees

90 85%
80
70
60
50 RESPONDENT
40
30
20
10 7% 6%
2%
0
SATISFIED HIGHLY SATISFIED DISSATISFIED HIGHLY DISSATISFIED

Inference:

From the above table it is inferred that, 85 percentage of respondents highly satisfied with
the health insurance provided by the organization, 7 percentage of respondents satisfied, 6
percentage of respondents highly dissatisfied and 2 percentage of respondents dissatisfied
with the health insurance.

TABLE- 4.1.19

19. Table shows that drinking water and rest room facilities provided for employees in
the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Satisfied 100 100
Dissatisfied 0 0
Total 100 100

CHART- 4.1.19

83
 Drinking water and rest room facilities provided for employees
100% 100%
90%
80%
70%
60%
RESPONDENT
50%
40%
30%
20%
10%
0%
0%
SATISFIED DISSATISFIED

Inference:

From the above table it is inferred that, 100 percentage of respondents are satisfied with the
drinking water and rest room facilities provided in the organization.

TABLE- 4.1.20

20. Table shows that housing facilities provided for employees in the organization.

PARTICULARS NO OF % OF
RESPONDENTS RESPONDENTS
Satisfied 60 60
Dissatisfied 40 40
Total 100 100

CHART- 4.1.20

84
 Housing
60%
facilities provided for employees

40%

60
50 RESPONDENT
40
30
20
10
0
SATISFIED DISSATISFIED

Inference:

From the above table it is inferred that, 60 percentage of respondents are satisfied with the
housing facilities provided in the organization and 40 percentage of respondents are
dissatisfied with housing facilities.

4.2.1 CHI SQUARE ANALYSIS

Chi-square test between the employee insurance scheme and safety security measures of the
employees.

X- Employee insurance scheme of the employees.

Y- Safety security measures of the employees.

AIM:
To find out the goodness test between two variables.

NULL HYPOTHESES [H0]:

85
There is no significant relationship between employee insurance scheme and safety security
measures of the employees.

ALTERNATIVE HYPOTHESES [H1]:

There is significant relationship between employee insurance scheme and safety security
measures of the employees.

Column and Row Totals    

Row
Attributes Yes No
Totals

Employee
insurance scheme 83 17 100

Safety security
measures 87 13 100

Column Totals 170 30 200

EXPECTED FREQUENCY:

R * C/T

R = Row total

C = column total

T = Total sum of value

CALCULATED:

86
R * C/T

 100 * 170 / 200

100 * 0.85
= 85

 100 * 30 / 200
100 * 0.15
= 15

FORMULA:

X² = ∑ (Oi - Ei) ² / Ei

TESTOF STATISTICS:

87
 Oi Ei (Oi-Ei) (Oi-Ei)2 (Oi-Ei)2 /Ei

83 85 -2 4 0.047

17 15 2 4 0.266

87 85 2 4 0.047

13 15 -2 4 0.266

Total 0.626

FORMULA:

X² = ∑ (Oi - Ei) ² / Ei

[Oi] is the observed frequency

[Ei] is the expected frequency

Level of significance = 0.05

DEGREE OF FREEDOM:

88
 n = (r-1) (c-1)

n = (2-1) (2-1)

n = 1*1

n=1

Calculated Value = 0.626

Table value @ 5% significance level of 1 is 3.841

Here the calculated value is lesser than the table value therefore Ho is accepted and H1 is
rejected.

CONCLUSION:

There is no significant relationship between employee insurance scheme and safety security
measures of the employees.

4.2.2 CORRELATION

AIM:

To find the correlation between payment of bonus and health insurance of the employees.

NULL HYPOTHESES [H0]:

There is a no significant relationship between payment of bonus and health insurance of the
employees.

ALTERNATIVE HYPOTHESES [H1]:

89
There is a significant relationship between payment of bonus and health insurance of the
employees.

N ∑XY – (∑X)(∑Y)

r = _____________________________

√N∑X² - (∑X)² * √ N∑Y²-(∑Y)²

Options X Y X² Y² XY

Satisfied 39 7 1521 49 273

Highly satisfied 41 85 1681 7225 3485

Dissatisfied 17 2 289 4 34

Highly dissatisfied 3 6 9 36 18

TOTAL ( ∑ ) 100 100 3500 7314 3810

CALCULATIONS:

N ∑XY – (∑X)(∑Y)

r = ______________________________

√N∑X² - (∑X)² * √ N∑Y²-(∑Y)²

4(3810) – (100)*(100)

r = ___________________________________

√4(3500) - (100)² * √4(7314)-(100)²

90
 15240 – 10000

r = _____________________________________

√4(3500) - (10000) * √4(7314)-(10000)

5240

r = ____________________________________

√4000 * √19256

5240

r = ____________________________________

63.24 * 138.76

5240

r = ____________

8775

r = 0.59

INTERPRETATION:

The value of R is 0.59. There is a positive correlation between payment of

91
bonus and health insurance of the employees.

Therefore, H0 accepted, H1 rejected.

CHAPTER– V

5.1 FINDINGS:
 It is found that 57 percentage of respondents are male in gender.

 It is found that 70 percentage of the respondents have an income about

Rs.25000.

 It is found that 73 percentage of respondents are married.

 It is found that 55 percentage of respondents are satisfied with the

counselling process.

92
 It is found that 83 percentage of respondents are satisfied with the
insurance scheme provided in the company.

 It is found that 65 percentage of respondents are highly satisfied with the

safety practices provided by the organisation.

 It is found that 81 percentage of respondents are satisfied with the safety

equipment provided in the organisation.

 It is found that 81 percentage of respondents are satisfied with the

canteen facilities provided in the organisation.

 It is found that 41 percentage of respondents are highly satisfied with the

payment of bonus provided in the organisation.

 It is found that 77 percentage of respondents are satisfied with the

medical benefits provided by the organisation.

 It is found that 78 percentage of respondents are satisfied with the leave

facilities provided in the organisation.

 It is found that 87 percentage of respondents are satisfied with the safety

security measures provided by the organisation.

 It is found that 65 percentage of respondent says that retirement benefits

are given in the organisation.

 It is found that 85 percentage of respondents are satisfied with the health

insurance provided in the organisation.

 It is found that 100 percentage of respondents are satisfied with the

drinking water and rest room facilities provided by the organisation.

 It is found that 60 percentage of respondents are satisfied with the

housing facilities provided by the organisation.

93
5.2 SUGGESTION:

 The organisation is providing only few hours or mints have rest during
working hours in the organisation.

 They have to improve the canteen facilities for the employees in the
organisation.

 Some of the respondents are dissatisfied with the safety practices

provided in the organisation.

 They have to improve the safety equipment provided for the employees in
the organisation.

94
  Some of the respondents are dissatisfied with the leave facilities provided
in the organisation.

 Some of the respondents are highly dissatisfied with the health insurance
provided in the organisation.

5.3 CONCLUSION:

Employee benefits are mainly on non-financial rewards offered to

attract and retain employees. Employee benefits have grown importance and variety over the
past several decades. A benefit is considered as necessary components of an effectively
functioning compensation programme. Employee benefits are defined as a form of
compensation paid by employers to employees over and above regular salary or wages.
Employee benefits come in many forms and an important part of the overall compensation
package offered to employees. Employee benefits are primarily a means in the direction of

95
ensuring, maintaining and increasing the income of the employee. It is a benefit which
supplements to a worker’s ordinary wages and which are of value to them and their families
in so far as it materially increases their retirement.

From the study it is found that most of the employees are satisfied
with all the benefits provided by the organization like, security payments, bonus and health
benefits. From the study it is found that most of the employees have received benefits in the
organization like, sickness benefits, disablement benefits and dependents’ benefits. From the
study it is found that most of the employees are satisfied with all the facilities provided by
the organization like, educational facilities, medical facilities and transport facilities. Most
of the employees are satisfied with the payment of bonus provided by the organization.

BIBLIOGRAPHY:

1. Steiner (2010), employee welfares and organization effectiveness: employee

promotes satisfaction and inspire worker. United States journal of financial
management 16(5).
2. Rhine (2011), employee benefits and retirements: preferential tax treatment for
certain benefits. United States journal of industrial revolution 16(6).
3. Scofea (2013), employee benefits and general employees: standard part of an
employment contract of political and economic events. American journal of project
management 16(4).

96
 4. Fink (2014), employee provision of non-mandatory benefits: self interest of the
decision makers, union bargaining, tax advantages. Journal of employee satisfaction
17(3).
5. Tetrick (2011), base compensation and indirect form of compensation:
accomplishing certain goals, or working non standard hours. International journal of
project management 17(3).
6. Ghoshe (2013), employee benefits and employers to afford their workers: minimum
paid vacation time that organizations are required to full-time workers. European
journal of management development 18(6).
7. Blumenthal (2016), employee benefits are gained popularity: entrenched part of an
employment contract. United States of America journal of project management
19(11).
8. Leichter (2017), employee benefit decisions: total compensation perspective, indirect
compensation. Project management journal 19(3).
9. Gibson (2010), employee benefits issues to organization: general absence of
attention given to employee benefits. Journal of human resource management 19(3).
10. Buchmueller (2013), employee benefits abundant supply of labour: wages began to
climb as firms competed for the scarce labour resources. Journal of management
research 20(4).

BOOK REFERENCES:
 Dr.Gupta Human resources management sultan Chand and sons, new Delhi 2004.
 Dr.Radha Human resources management published 2016 prasanna and distributors.
 Kothari.C.R Research Methodology, new age international private ltd, New Delhi
2004.
 Dr.Ravilochalan.P marketing research, 1st edition 2006, Mangham

97
 Publications.

WEB SITES:
 www.employeewelcfare .com
 www.google.com
 www.wikipedia.com
 www.dhanya logistics.com

QUESTIONNAIRES:

Name :

1.Gender:

a) Male b) female

98
2.Age:

a) 18-25yrs b) 25-35yrs c)35 Yrs &above

3.Marital status:

a) Married b) unmarried
4.Income :

a) Rs.10000-Rs.12000

b) Rs.11000-Rs.14000

c)Rs.15000 & above

5.Have you attended any training programs at your

organization?

a) Yes b) NO

6. How many training programs are conducted in a year?

a)2 b)2-3 c)3-4 d) more than 5

7.Do you feel the training session have helped you to

improve your work efficiency?

a) Yes b) No
99
8.Are you satisfied with the information provided by the
trainer during the training session?

a) Satisfied b) not satisfied c) Average

9.Will the training session involve only theory concepts or

even practical?

a) Only theory b)only practical c)both theory and practical

10.How does the organization assess the impact of training?

a) Performance b) feed back

11.How long it will it take to implement the training

process?

a) Less than 1 month b) 1-2 month c)2-4 months d) more than 4 months

12.Which type of training is provided by organizations to their

employees?

a) On the job b) off the job c) Technical d) Non-technical

13.Are you utilizing the training skill and knowledge acquired

through training program?
100
 a)Yes b)No

14.What type of training is being imparted for new recruitments in

your organization?

a) Technical training b) technical skill

C) Management skill d) presentation skill

15.Do you think employees satisfaction in privatesector increase the

efficiency in employee?

a) Yes b) No

16.Is your career growth based on various programs you attend?

a) Yes b)No
17.What are the general complaints about the training session?

a) Takes too much times of employees

b) Too many gaps between employees
C) Training sessions are unplanned

d)Boring & not useful

18.If you trained under on the job training method then from the
following method which you had under gone ?

a) Job rotation b) coaching. C) others

19.Was the training program helpful in personal growth?

a) Yes b) No

101
20.Do you satisfy with impact employees satisfaction level in private
sector program in your organization?

a) Yes b) No

21.What are the important barriers in training and development in

your organization?

a) Time B) Money c) Resources

22.Did trainer motivate you during the training period?

a) Yes b) No

23.Did the organization provide you training material?

a) Yes b) No

102