INDEX

1. INTRODUCTION 2

2. COMPANY PROFILE 21

3. RESEARCH METHODOLOGY 27

4. DATA INTERPRETATION 34

5. FINDINGS 48

6. LIMITATION OF STUDY 50

7. RECOMMENDATIONS 51

8. CONCLUSIONS 54

9. BIBLIOGRAPHY 55

10. ANNEXURE 56-60

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 1. INTRODUCTION

EMPLOYEE WELFARE

As Human Resources professional, one must know the importance of meeting the
needs of the employees - keeping them happy means keeping lower employee turnover
means better productivity and decreased search costs.

Employee Welfare is a result of employee‘s perception of how well their job provides
those things, which are viewed as important. It can be defined as a pleasurable or positive
emotional state resulting from the appraisal of ones job or job experience.

Personnel managers today concentrate their attention less upon working conditions and
employee welfare than upon other aspects such as selection. Training, remuneration and industrial
relations. Yet despite this change of emphasis, there is no doubt that facilities relating to the security
and status of employees and physical conditions under which they work, continue to merit a
considered company policy and appropriate company procedures.

Better working environment can act as a great employee retention tool. A few years
ago, this statement would have been limited to HR policies and the different incentives
offered by a company. However, in the present scenario, the emphasis is more on providing
the best infrastructure and good working conditions (like better hygiene) to retain employees.
It is a proven fact that the productivity of employees depends on their work surroundings and
the morale that they have. Most companies are trying to blend better facilities and pleasure
with work.

EMPLOYEE SERVICES

Minimum standards for physical working conditions are laid down in the factories Act
and related legislation. Many companies also provide a variety of employee services and
fringe benefits, which are designed to promote the security and general welfare of employees.
Although the term ‗employee services‘ in itself implies a voluntary provision on the part of
the employer, the administration of the state pension and sickness benefit schemes, and
certain legal requirements concerning catering facilities, do impose statutory obligations upon
the employer. In addition to such obligations, however, a large number of companies provide

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services for which there are no legal requirements. These may include the provision of
occupational pension and sick pay schemes which supplement the statutory arrangement;
canteen and recreational facilities; sick- visiting arrangements; a surgery to deal with illness
and injuries; special housing and transport arrangements; and counseling services which
provide advice to employees on personal and domestic problems.

Some critics still consider that extensive and costly provision for employee security
and welfare, and even for safety and general health, show no economic return because it has
no motivational effect, and that it represents philanthropic paternalism, administered by a
personnel manager cum social worker, which is inappropriate in the changing social and
legislative climate of the welfare state. Employee services are costly, as revealed by the 1968
Industrial Society Survey, and heavy-handed paternalism from an employer now tends to be
unacceptable to both management and men. Indeed, provisions relating to the status, security
and working conditions of employee‘s are now not only covered by legislation and the
welfare state, but are also embodied in many agreements reached between employers and
trade unions at both national and local levels.

Appropriate expenditure aimed at improving working conditions and endorsing the security
and status of employees will often reduce the frequency of absence from work through sickness and
accidents. Such expenditures by the employer may also promote higher morale and identification with
the company by all employees.

The working conditions and the range of employees services provided by a company will be
influenced by a number of factors, such as

 The size of the firm, whether or not it is a part of a larger owning group
 Its profitability
 And the industry and/or technology which is its background

Whatever the degree of influence of such factors, however, the need to recruit and
retain labour market will necessitate the provision of employee services and working
conditions comparable to those provided by competitors in the labour market.

In view of the current concern with the quality of life, the conditions under which people
work and live should be the concern of a management, which recognizes its social role in relation to
its employees to the local community and to society in general.

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 Concern with the quality of life enjoyed by employees at work should surely also be a
consideration of management, as is implicit in the Industrial Relations Code of Practice.

The most important facilities and benefits that people need at work are the security generated
by proper selection, induction, and training, effective leadership in setting of company growth. All of
these contribute to effective manpower utilization, but there is also an important place for employee
facilities and services in the whole personnel approach.

Every employee is a whole person, not only while he is at work, but also wherever he is. If he
has a serious personal problem this will affect his work as well as his home life. It is to the advantage
of the employer if he can solve, or help to solve, the employees problem. Management can rightly
expect a higher standard of efficiency from employees whose energies are not being wasted in
combating unnecessarily adverse conditions in the broadest sense of this word. Providing it is
designed to supplement rather than replace good management, the administration of appropriate
policies, procedures and facilities relating to the status, security and working conditions of employees
is an important managerial function.

The various benefits offered by employers can be divided into six types:

1. Those, which are by law required of the employer.

2. Retirement benefits.
3. Pay for time not worked.
4. Premium pay.
5. Insurance and
6. Employee services.

Pension Plans

Employer-provided pension plans are designed to supplement the employee‘s Social security
benefits. A scheme of Family Pension-cum-life Assurance was instituted in 1971 with the objective of
providing long-term recurring financial benefit to the family of the member in the event of his
premature death while in service.

Paid time off

Employees expect to e paid for holidays, vacations, and miscellaneous days they do not work.
Employer‘s policies covering such benefits vary greatly.

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Leave

Employers provide special leave provisions such as sick leave, maternity/paternity leave,
Blood donation etc.

Insurance

Most companies provide employees with life and medical-insurance plans and pay part of the
plans‘ costs. Health-insurance packages normally cover group life, accident and illness,
hospitalization, and accidental death or dismemberment.

Health care plans

One of the most common employee benefits designed to provide income maintenance and
insurance to employees is the health care plan, whose general purpose is helping the covered
employees maintain their standard of living when unexpected health-related problems occurs.

Education Expenses

Many organizations offer employees partial or total tuition reimbursement.

Educating the worker‘s family, especially his children, is essential. It is an investment in training your
future workforce. However there is no statutory obligation on any industry to impart education to
workers‘ children except in plantations.

Transportation Programs

The higher energy costs of the 1970‘s caused employers to consider methods of helping
employees get to work. The firm benefits by reduced parking needs, lower absenteeism and tardiness,
and higher employee morale.

The committee on labour welfare recommends that in industries where transport services are
not provided, some conveyance allowance mutually agreed upon between the employer and the
employees should be paid to the employees. To encourage the employees to have their own
conveyance the committee recommended that the employer should advance loans for purchase of
bicycles, scooters etc.

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SOCIAL ACTIVITIES

Company picnics and athletic teams provided employees with opportunities to satisfy their
social needs. Recreation in form of music, art, theatre, sports and games can lay an important
role in the mental and physical development of employees. Several study teams; committees
and commissions have emphasized the importance of recreation in creating a healthy climate
for industrial peace and progress.

Thus Labour Welfare activities may be broadly classified into:

i. Statutory welfare measures

ii. Non- statutory measures
iii. Social security measures

STATUTORY WELFARE MEASURES

Welfare measures provided by the employers under the act are termed as statutory welfare
measures. Section 42 to 49 of the Factories Act contains specific provisions relating to welfare of
industrial labour. Section 42 to 45 applies to all the factories irrespective of the number of the workers
employed. Sections 46 to 49 are applicable to the factories employing a more than a specified number
of workers. These provisions are:

1. Washing facilities (Section 42)

A) In every factory
 Adequate & suitable facilities for washing shall be provided & maintained for the use
of the workers therein
 Separate & adequately screened facilities shall be provided for the use of male &
female workers
 Such facilities shall be conveniently accessible & shall be kept clean
B) The state government may, in respect of any factory or class or description of factories or of
any manufacturing process, prescribe standards of adequate & suitable facilities for washing.

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2. Facilities for storing & drying clothing (Section 43)

The state government may, in respect of any factory or class or description of factories, make
rules requiring the provisions therein of suitable places for keeping clothing not worn during working
hours & for the drying of the wet clothing.

3. Facilities for sitting (Section 44)

 In every factory suitable arrangements for sitting shall be provided & maintained for all
workers obliged to work in a standing position, in order that they may take advantage of any
opportunities for rest which may occur in the course of their work.
 If, in the opinion of the Chief Inspector, the workers in any factory engaged in a particular
manufacturing process or working in a particular room are able to do their work efficiently in
a sitting position, he may, by order in writing, require the occupier of the factory to provide
before a specified date such sitting arrangements as may be practicable for all workers so
engaged or working.

4. First aid appliances (Section 45)

 There shall in every factory be provided & maintained so as to be readily accessible during all
working hours first aid boxes or cupboards equipped with the prescribed contents , & the
number of such boxes or cupboards to be provided & maintained shall not be less than one
for every one hundred & fifty workers ordinarily employed at any one time in the factory.
 Each first aid box or cupboard shall be kept in the charge of a separate responsible person
who holds a certificate in first aid treatment recognized by the State government & who shall
always be readily available during the working hours of the factory.
 In every factory wherein more than five hundred workers are ordinarily employed, there shall
be provided & maintained an ambulance of prescribed size, containing the prescribed
equipment & in the charge of such medical & nursing staff as may be prescribed & those
facilities shall always be made readily available during the working hours of the factory.

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5. Canteens (Section 46)

The state government may make rules requiring that in any specified factory wherein more
than two hundred & fifty workers are ordinarily employed, a canteen or canteens shall be provided &
maintained by the occupier for the use of the workers.

6. Shelters, rest rooms & lunch rooms (Section 47)

In every factory wherein more than one hundred & fifty workers are ordinarily employed,
adequate & suitable shelters & reading rooms & a suitable lunchroom, with provision for drinking
water, where workers can eat meal brought by them, shall be provided & maintained for the use of the
workers.

7. Crèches (Section 48)

 In every factory wherein more than 30 women workers are ordinarily employed, there shall be
provided & maintained a suitable room or rooms for the use of the children under the age of
6 years of such women.
 Such room shall provide adequate accommodation, & shall be adequately lighted &
ventilated, shall be maintained in a clean & sanitary condition & shall be under the charge of
women trained in the care of children & infants.

8. Welfare officers (section 49)

 In every factory wherein five hundred or more workers are ordinarily employed the occupier
shall employ in the factory such number of welfare officers as may be prescribed.
 The State government may prescribe the duties, qualifications & conditions of service of
Welfare officers appointed under the provisions of Factory Act.

NON -STATUTORY WELFARE MEASURES

These are the welfare measures provided by the employer voluntarily though he is not under
an obligation under Act or Acts.

1. Conveyance facilities

Conveyance facility to & from work place is very important to persuade the workers
employees & staff, especially when the work place is located at a distance or in the outskirts
8
of the city. With the prices of petrol & diesel rising very high, it becomes very difficult for
the employee to attend his duties on his own vehicle. He prefers to use the conveyance
facility provided by the employer because it is not only cheaper but also convenient. Poor
conveyance facilities lead to absenteeism & labour turnover, & improper time keeping.

2. Housing facilities

It is also a very important facility for the workers. The industrial labour, which lives
in slum areas, looses health, which in turn leads to reduced productivity. Some organizations
construct quarters for the staff of all the levels & charge a nominal rent. Some employers give
house rent allowance, advance loans to construct or purchase their own houses or flats.

3. Educational facilities

Education opens new prospects for social & economic development of the employee & his
family. Employer provides facilities for the worker‘s children, & women folk in their family. Adult
education, Non formal education & other literacy campaigns helps the workers & their family
members in knowing the basics of the education. Generally employers provide educational allowance
to a certain extent to their employees to meet a part the cost of education.

4. Festival advances

Many employers give festival advances to their employees. The government of India has
framed a set of rules & regulations in giving festival advances to its employees.

5. Allowances

There are various kinds of allowances given by the employers to their employees. Some of
them are taxable & some are non-taxable. The objective of giving these allowances is to hold &
induce the skilled & experienced workers.

6. Leave travel concession

Many employees reimburse actual fares incurred by the employee conducting a journey with
his family members once during a specified number of years. The government of India has framed
rules pertaining to LTC.

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7. Other measures

The employers undertake many types of labour welfare measures to satisfy their employees.
Some of them are discretionary & without any rules & regulations.

SOCIAL SECURITY MEASURES

According to International Labour Organization, ― Social security is the security that

society furnishes through appropriate organization against certain risks to which its members
are exposed. These risks are essentially contingencies of life, which the individual of small
means cannot effectively provide by his own ability or foresight alone or in private
combination with his fellows.

Under the constitution of India social security in its broad sense in envisaged in terms
of directive principles of state policy. Though India has not ratified all the ILO conventions
relating to social security, there are national laws which provide for certain mandatory
benefits in respect of certain employments. These include medical care & sickness benefits,
invalidity & survivors benefits, employment injury benefits & maternity benefits. There are
also laws enacted & Welfare funds & schemes established by the State governments
providing for the social security &welfare of specific categories of working people.

SOCIAL SECURITY LAWS & FUNDS

The principle social security laws enacted centrally are the following

 The Employee’s Provident Funds & Miscellaneous Provisions Act, 1952; (EPF
Act), (Separate Provident Fund legislations exist for workers employed in coal mines
& tea Plantations in the state of Assam & for Seamen).
 The Payment of Gratuity Act, 1972; (PG Act)
 The Employee’s State Insurance Act, 1948 ;( ESI Act)
 The Workmen’s Compensation Act, 1923; (W.C. Act)
 The Maternity Benefit Act, 1961; (M.B. Act)

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THE FACTORY ACT, 1948

The main objective of this enactment is to ensure adequate safety, sanitary, health,
and welfare measures, working hours, leaves with wages & weekly off for the workers
employed in manufacturing establishments.

MAIN PROVISIONS OF THE ACT

The main provisions of the act are given below:

 Safety

Before establishing a factory, prior approval of the plan layout is essential from the
chief inspector of factories. Further approval is essential for items like , fencing of
machinery, employment of young persons dangerous machines, lifts , hoists, lifting machines,
floor, stairs, means of access , pits, pumps, excessive weights, protection of eyes, pressure
vessels, supply of safety appliances, precautionary measures against dangerous fumes & fire,
& safety of building & machinery.

 Health

The provisions in this regard relate to such matters as cleanliness, disposal of wastes
& effluents, ventilation, dust & fumes, artificial humidification, over crowding, lighting,
drinking water, latrines, urinals & spittoons.

 Welfare

The welfare provisions deal with matters such as facilities for washing, storing &
drying clothes, provision for sitting, first- aid appliances, canteens, shelters, rest rooms &
lunch rooms, crèches & appointment of welfare officers.

 Employment of women & young persons

The act prohibits the employment children below 14 years of age. Young persons
must carry token certifying them as fit. The persons in the age group of 15 to 18 years are
termed as adolescents. No child or adolescent can be employed without a fitness certificate

11
from a certifying surgeon. Employment of women is prohibited between 7 p.m. to 6 a.m.
night employment of children & adolescents up to 17 years of age are also banned.

 Working hours

The act provides maximum work of 8 hours per day. For children, this is limited up to
5 hours a day & that, too, in a single shift. Maximum 48 hours per week are allowed for
adults. The spread over is 10 ½ hours for an adult & 5 hours for a child per day. After every 5
hours of work ½ hour rest pause is to be provided for an adult & a pest of the same duration
after 3 ½ hours of work to a child. The maximum hours of overtime have been fixed at 50
during a quarter. Overtime is not meant for children.

 Holidays & leave with wages

First day of week viz. Sunday has to be a day of rest for all. In case of any adjustment
there should not be any continuous work for more than 10 consecutive days & compensatory
holidays equal to the number of days lost, either in the same month or within 2 consecutive
months must be provided. National & Festival holidays are further to be listed & notified.
Leave with wages is allowed to all those factory workers who have put in work for at least
240 days in the preceding calendar year, this period being inclusive of all presents as per
attendance roll, period of authorized leave, certified sick leave, certified maternity leave,
period of lay off & legal strike/ lockouts. Leave is allowed at the rate of one day for every 15
days of work for young persons. Earned leave cannot be accumulated beyond 30 days in case
of adults & 40 days in case of children except when it is applied & refused by the granting
authority.

NEED FOR EXTENDING SOCIAL SECURITY AND WELFARE

PROGRAME

1. EMPLOYEE DEMANDS: - Employees demand more & varied Type of fringe benefits
rather than pay hike because of fringe benefits rather than play hike because of reduction in tax
burden on the part of employees & in view of the galloping price index & cost of living.
2. TRADE UNION DEMANDS: - Trade union compete which each other for getting
more & a new variety of fringe benefits to their members such as life insurance, beauty clinics

12
 etc. if one union succeed in getting one benefits, the other union persuades the management to
provide a new model fringe. Thus, the competitions among trade unions with in an organization
result in more & varied benefits.
3. EMPLOYER’S PREFERENCE: - Employers prefer fringe benefits to pay-hike, as
fringe benefits motivates the employees for better contribution to the organization. It improves
moral & works as an effective advertisement.
4. AS A SOCIAL SECURITY: - Social security is a security that the society furnishes
through appropriate organization against certain risks to which its members are exposed. These
risk contingencies of like accident & occupational diseases. The employer has to provide
various benefits like safety measures & compensation in case of involvement of workers in
accidents, medical facilities etc. with a view to provide security to his employees against various
contingencies.

5. TO IMPROVE HUMAN RELATION: - Human relations are maintained when the

employees are satisfied economically, socially & psychologically. Fringe benefits satisfy the
worker‘s economic, Social & psychologically needs, whereas retirement benefits satisfy some of
the psychologically problems about the post- retirement life. However, most of the benefits
minimize economic problems of the employee. Thus, fringe benefits improve human relation.

TYPES OF SOCIAL SECURITY & WELFARE PROGRAMS

1. For Employment Security: - Benefits under this head include Unemployment

insurance, technological adjustment pay, leave Travel play, overtime pay, leave for negotiation,
and leave for Maternity, leave for grievances, holidays, cost of living bonus, call- back pay, lay-
off pay, retiring rooms, jobs to the sons/daughter of the employees of the employees & the like.
2. For Health Protection: - Benefits under this head include accident Insurance, health
insurance, hospitalization, life insurance, medical Care, sick benefits, sick leave, etc.
3. For Old Age & Retirement: - Benefits under this category include Differed income
plans, pension gratuity, provident fund, old age Counseling, medical benefits for retired
employees, traveling Concession to retired employees, jobs to son/daughter of the deceased
Employees & the like.
4. For Personnel Identification, Participation & stimulation: - This
Categories covers the following benefits: anniversary award, attendance bonus, canteen,
cooperative credit societies, education facilities, beauty par lour services, housing, income tax
aid, counseling, quality bonus, recreational programs, stress counseling, safety measure etc.

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IMPACT OF EMPLOYEE WELFARE SCHEME

Impact of employee welfare scheme are summarized as

 The effects of participation schemes vary with the environment into which they are
introduced. An insecure workplace environment may induce employees' compliance with
participation measures, but may not achieve the commitment needed for attitude changes.
 Links between participation and attitude change appear to depend on the degree of influence
granted to employees under participation measures. Low degrees of perceived influence are
unlikely to produce positive results. However, middle management appears to resist
participation initiatives which are perceived as reducing their influence or authority, thus
posing an obstacle to the success of participation programmes.
 A combination of financial and work-related participatory measures can have a positive
impact on company performance as employees do not all react to participation initiatives in
the same manner. Some respond well to financial initiatives and others to more work-related
elements.
 Assumptions that participation measures affect all employees identically, regardless of
gender, race, age and contractual status, can amplify social disadvantage. Disadvantaged
groups, such as older workers, disabled people and those with caring commitments, may have
only a restricted voice at work.
 In terms of the work-life balance and family-friendly working, employees' voices remain
muted. They tend to have a weak collective voice in larger organisations, whereas in some
smaller firms individuals can sometimes negotiate flexible working arrangements.
 The researchers conclude that a combination of participation and welfare measures (such as
equal opportunities and family-friendly policies) appears to enhance organisational
performance and the quality of working life. Company‘s Policy support should focus on
union recognition and activity within a human rights framework, since this can positively
influence employees' behaviour towards organisational goals.

IMPORTANCE OF EMPLOYEE WELFARE SCHEME

Economic changes in recent decades have required employers to seek more efficient and
flexible means of production. Deregulation and privatisation have also significantly altered
the INDIA‘S industrial relations climate, with a decline in trade unions' influence and
membership. Mirroring this has been the growth in ‗new' forms of work-related participation

14
by employees, under the banner of human resource management and associated programmes
and strategies for partnership and high commitment.

Company must balance the needs of a competitive economy with the welfare of their
employee. Against this background, the three main rationales for introducing employee
participation are based upon different economic, social and political assumptions:

 Economic – changes in employees' attitudes and behaviour are achieved through financial
participation, by offering employees a stake in the firm. Employees' association with
management values and goals is thereby increased, and they are more motivated and
committed to achieving those goals.
 Social – by catering for employees' social needs, through improved job security and
satisfaction and quality of working life, higher performance is achieved. Alternatively,
satisfying social needs can be treated as an end in itself.
 Governmental – current Company‘s Policy is to improve national economic efficiency while
also improving the experience of work for employees.
 This study formed part of the Joseph Rowntree Foundation's Work and Opportunity
programme. The researchers reviewed the literature on employee participation.

Does participation work?

Not all the literature agrees on the universal, positive effects of participation. Some suggests
that participation may have no effect or even negative effects on performance. However, it is
difficult to discern a definitive pattern. Lack of consistency in the outcomes of participatory
measures suggests that schemes are not isolated from the effects of the external economic,
political and social environment.

Combining participation measures

The potential for positive impact on performance seems to arise when participation measures
are used in combination, either as financial and work-related participation, or as
representative and direct participation. Either combination may act upon employee
perceptions, encouraging high-trust relations within the workplace and allowing employees
with different motivations to enjoy the benefits of participation. Employees are not a
homogeneous group responding identically to participation initiatives. Different employees
have different motivations: some respond to financial incentives and others to more social or
15
work-related ones. This is why a combination of financial and work-related participation
appears to have a positive effect on performance.

Transferability

A further issue is the transferability of participation and welfare schemes, particularly

between large and small firms. It is uncertain whether participation and welfare schemes
suitable for large firms will have positive effects in smaller companies, or whether
participation and welfare measures can be transferred between industrial sectors and even
between different national conditions. For example, the success of Japanese profit-sharing
and other involvement techniques has been accounted for by Japan's unique culture, which
emphasises mutual obligations by employee and employer.

Workplace equality

Questions arise concerning the benefits of participation measures to workplace equality.

Work-related participation can place a premium on social factors such as ability to
communicate and the time available to commit to participation. Participation and welfare can
therefore amplify social advantage and, by the same token, social disadvantage; for example,
caring responsibilities may mean that some employees have relatively less time to attend
meetings.

In addition, some schemes may be based upon questionable assumptions about employees –
for example, that women are sometimes less committed to work and perhaps less willing to
participate. However, a number of studies have refuted this assumption. Other potentially
excluded groups also suffer from amplified disadvantage, including ethnic minorities, single
parents, agency workers and temporary workers, with possibly limiting effects on their
capacity and opportunity for participation.

Discrimination

Less advantaged groups and individuals, such as older workers, ethnic minorities and
disabled people, may have a restricted ‗voice' within the workplace. Coupled with greater
employment insecurity, this can permeate workers' performance through frustration and

16
impotence, with a negative impact on both organisational performance and quality of
working life.

The evidence indicates that participation schemes in tandem with welfare measures – such as
equal opportunities and family-friendly policies – improve organisational performance and
the quality of working life. By contrast, perceptions of unfairness have a negative impact.

Employee participation and family-friendly working

Some studies which have examined the business consequences of implementing family-
friendly employment policies have found benefits in doing so. Others have tried to determine
whether employees have a voice over work-life issues, and how instrumental it might be in
establishing family-friendly employment policies.

Employees appear to have a voice of some kind in larger organisations. It tends to be

collective, and expressed through trade unions or staff associations. Smaller enterprises
typically lack collective means of expression, though there can be direct communication
between individual employees and their employers over flexible working. Some studies have
reported individuals negotiating informal arrangements with their managers in small and
medium-sized enterprises to suit their individual circumstances, but not all employees have a
powerful enough voice to achieve this.

Family-friendly policies appear to be more widespread and deeply embedded in enterprises

which recognise unions, though this association does not imply that unions have a more
effective voice. Various studies have confirmed the low-key role of trade unions.
Consultation – even with and among line managers – also appears to be rather restricted, with
the possible exception of health services, where there is an organisational cultural tradition of
consultation.

However, the major factor influencing employers to implement or extend family-friendly

policies appears not to be collective or individual employee pressures, but labour-market
conditions backed by minimal statutory requirements.

The management of time is an essential workplace process over which employees –

especially those with domestic responsibilities – need a measure of control in order to combat

17
tensions between the demands of work and home. Despite some softening of the political
climate towards trade unions and scarcity of labour in some sectors, there is little evidence
that employees, collectively or individually, have been able to make any significant
impression on the work-life agendas of companies, even with evidence that there can be a
business case for such policies. It also seems that some managers continue to adopt a
gendered and possibly marginalised perspective of work-life issues.

Research has also shown that long working hours – another major dimension of work-life
conflict – have scarcely been touched by the Working Time Regulations or high-profile
concerns expressed in the media and elsewhere. In terms of the work-life balance and family-
friendly working, the evidence suggests that the voices of employees remain muted.

Recent research in India

The business benefits of employee welfare activities

Sudipta Dev on why employee welfare initiatives should not be neglected, in particular
during the tough times

ough times don‘t last for long, but enduring the same seems almost endless in the process.
For the management and employees of organizations who have been struck by the whip of
recession, it is would still take some time for the ordeal to end. In the meantime, it is the
responsibility of the management to ensure that employee welfare initiatives should not be
put on the back burner in the name of cutting costs. Being prudent in spending is the key
here, with constant communication to ward off adverse rumors and protect employee
sentiments.

It is not an easy task however to look beyond the profit margins and focus on employee
wellbeing in times of shrinking bottom line, but then that is perhaps the need of the times.
There are many organizations however who consider employee welfare as a hygiene issue.

Ravi Verma, President & Head-Global HR, Nucleus Software believes that it needs to be
coupled with motivation factor because that is what what brings about employee satisfaction
and enhanced productivity. ―Profitability of an organization is directly proportionate to
productivity of its employees. Therefore, an organization‘s attempt should be at creating a

18
motivating environment that promotes job satisfaction, thereby developing employees who
are motivated, productive and fulfilled,‖ stated Verma.

He clarified that cost cutting measures do not imply employee welfare compromise. It does
not mean reducing the facilities provided to employees but eliminating all inefficient and
unproductive activities in the organization to reduce wastage, increase productivity and
reduce turnaround time in all operations of the organization which automatically results in
cost saving.

―Making an effort to earn employee goodwill should never be driven by the current economic
scenario, it has to be an ongoing effort all the time. An organization is made up of its people
and not the other way round,‖ asserted Verma.

Employee friendly HR policies are key to enhance productivity. ―It is also important to
maintain a synergy between the employer and the employee. A contented employee is the key
to the company‘s success and in tough times companies should pay extra attention in
facilitating quality work environment,‖ stated Praveen Kanipakam, Presi-dent, Sharp
Software Development India.

Acknowledging that it would be too impractical to mention that a company should simply
focus on employee welfare even if the profit margins are dipping, Iti Kumar, AVP-People
Development and Employee Services, GlobalLogic stated that during tough times, it becomes
important for both—the employer as well as the employee to put in their best efforts to sail
through the tough tides.

―The company needs to adopt a balanced approach in such a situation, cutting down on all the
benefits is also dangerous and taking no action is also equally dangerous from the
sustainability point of view,‖ added Kumar.

"The company needs to adopt a balanced approach in such a situation, cutting down on all the
benefits is also dangerous and taking no action is also equally dangerous from the
sustainability point of view"

19
 - Iti Kumar

AVP-People Development and Employee Services, GlobalLogic

"Upside Learning Solutions

Organizations which want to do business even after the downturn is over would need to
continuously create and maintain the bond between its and the employees‘ goals and welfare"

- Amit Garg

Co-founder & Director, Content Solutions,

"A contented employee is the key to the company‘s success and in tough times companies
should pay extra attention to facilitating quality work environment"

- Praveen Kanipakam

President, Sharp Software Development India

"An organization‘s attempt should be at creating a motivating environment that promotes job
satisfaction, thereby developing employees who are motivated, productive and fulfilled"

- Ravi Verma

President & Head-Global HR, Nucleus Software

20
 2. COMPANY PROFILE

The Ultra Light Technology

The Ultra Light Technology. Vidisha is a well established and systematically organized
company engaged in the manufacture of LED intensive market survey to cater to the needs of
high demand areas.

The promoter and his team had the business acumen, professional background obtained
after serving a long stint in LED industry, sound business ethics, skills and had brought this to
bear in the discipline and systems required to maintain and sustain quality in such a mass
production.

The company utilizing the skilled low-cost manpower strength that offer, flavors India
has staff strength of 100 personnel headed by the board of directors, who control the different
divisions of the organization.

Ultra Light Technology is an innovative, leading German company operating in the

development and manufacture of LED lighting.
Founded in 1988, Ultra Light Technology is not only active in the general lighting sector, but has
already specialized exclusively in LED technology since 2005.

Ultra Light Technology is therefore one of the pioneers of the LED lighting industry.

Our passion and enthusiasm is LED. We combine experience, accuracy, technological progress
and constant quality control in accordance with the latest standards to offer innovative and
high-quality products at an excellent price and quality level.

Our high quality LED luminaries, controls and components are offered worldwide under the
well-known brand LED LIGHT.

The product range includes a wide range of flexible LED strips, matching innovative profiles,
interior lighting and exterior lighting for commercial and industrial buildings, retail, hotels,
restaurants, etc.

The product portfolio is rounded off by a large number of intelligent controls for modern and
comfortable light management.

Our extensive range of products, the fast delivery times, the outstanding price-performance
ratio and the option of manufacturing and packaging according to your requirements make us
your ideal partner.

Using the LED technology our products offer the perfect lighting solution for indoor and
outdoor applications and combine the advantages of LED’s. Compared to traditional lamps they
emit no UV or IR radiation, have a very low heat generation, are shock proof, have a long
lifetime as well as a very low power consumption and contain no mercury. As RGB version 16,7
million colours and seamless colour changes are possible. This offers unlimited possibilities for
21
creating atmosphere with light.

Our LED products are suitable for the use in hotels, offices, shops, boutiques, museums,
restaurants, bars, clubs, wellness centres, fair stands, storage buildings, production plants, ...

Quality:

For the Flavors India with 30 years of standing, quality is the day to success. Our plant
has fully equipped quality control laboratories where the raw materials, in process and finished
products are rigorously tested for their quality standards.

Our qualified manufacturing and technical personnel deal with material handling, shop
floor and production activities. We maintain stringent quality control measure and hygienic
condition as per the specification of Bureau of India Standards. The research and development
wing devotes its fulltime towards better product development, cost .effective methods and new
products.

Ultra Light Technology is an ISO 9001_2000 certified company ensuring the quality
systems practiced .with a commitment towards safe environment we have development an
efficient Effluent Treatment Plant fulfilling the pollution control Board needs.

CUSTOMER BASE:

Our motto being “customer is our Boss” a good amount of time and skill is put in and
translated into action by formulating new products as demands by the customers.

Our products command its reputation in the market for the past 3decades and more in
leading food processing companies throughout the country and overseas.

Our customer service is always prompt and sure as the” sun –rises and sun set”

22
AWARDS:

It was a moment of pride when government of bestowed on us thrice the Good

Industries Relations Award. We promise to march towards the future with the same zeal and
motive.

23
OUR PRODUCTS

24
 ORGANISATIONAL CHART

MANAGING DIRECTOR

Department INCHARGE

QUALITY
PRODUCTION FINANCE MARKETING
DEPARTMENT CONTROL DEPARTMENT DEPARTMENT

SENIOR
SENIOR
ASSISTANT
ASSISTANT INCOME
TAX ACCOUNTS

JUNIOR
JUNIOR
ASSISTANT
ASSISTANT

25
OBJECTIVE OF SOCIAL SECURITY AND WELFARE
PROGRAM

1. To create & improves sound industrial relations.

2. To boost up employee morale.
3. To motivate the employees by identifying & satisfying their unsatisfied needs.
4. To provide qualitative work environment & work life.
5. To provide security to the employees against social risks like old age benefits & maternity
benefits.
6. To protect the health of the employees & to provide safety to employees against accidents.
7. To promote employees welfare by providing welfare measures like recreation facilities.
8. To create a sense of belongingness among employees & to retain them. Hence, fringe benefits are
called golden handcuffs.
9. To meet requirement of various legislation relating to Fringe Benefits.

26
 3. RESEARCH METHODOLOGY

Objective of Study
PRIMARY OBJECTIVE

 To study the relationship between employee welfare schemes with reference to

employee performance.

SECONDARY OBJECTIVE

 To analyze the employee welfare activities of Ultralight technology

 To suggest and recommend methods to increase the level of Employee Welfare activities.
 To check the performance level of employee of Ultralight technology

 To study the welfare facilities provided by Ultralight technology to employee.

 Scope and Rationale of Study

 This research gives a chance for applications and testing of the theoretical study on
the real work situation. The student got the lesson of experience by meeting various
sections of people conducting on interview knowing opinion of employees tabulating
interpreting and analyzing the data collected and this will help the researcher in future
for career building.
 This project work also helps the student to get practical knowledge, which is
performed by the employees of the company. It helps the student to know the how HR
people work in reality, how they conduct the training programs, how they know that
where is the need of the training for the employees.

27
 DATA COLLECTION

The tasks of data collection begins after a research problem has been defined and
research design / plan chalked out. While deciding about the method of data collection to be
used for the study. The researcher should keep in mind two types of data primary and
Secondary.

PRIMARY DATA SOURCES:

 Through interaction with employees.

 Through questionnaires filled from the consumer.

The data, which has been collected in this project work, was through close-ended questionnaire and
personnel interview.

1) QUESTIONNAIRE METHOD: -

This method of data collection is quite popular, particularly in case of big enquiries. The major part of
my data collection was through questionnaires, which were analyzed, and various conclusions were
drawn. The information, which has been collected from the BEND JOINTS PVT. LTD., is also a
close-ended questionnaire. As a source of primary data questionnaire has been used which consist of
13 questions. The question has been designed by determining all level of employee of the
ULTRALIGHT TECHNOLOGY

2) INTERVIEW METHOD: -

The interview method has also helped in collecting the information and helped to know about the
opinion of the employee. With the help of personnel interview, lot of information has been collected
which were not possible by questionnaire method. With the help of personnel interview it was easy to
know the satisfaction and dissatisfaction level of the employee and their opinion.

SECONDARY DATA SOURCES:

 Through Internet, various official sites of the company.

 Through pamphlets and brochures of the company
 Journals & Magazine

28
 THEORETICAL BACKGROUND

Welfare includes anything that is done for the comfort and improvement of employees
and is provided over and above the wages. Welfare helps in keeping the morale and
motivation of the employees high so as to retain the employees for longer duration. The
welfare measures need not be in monetary terms only but in any kind/forms. Employee
welfare includes monitoring of working conditions, creation of industrial harmony through
infrastructure for health, industrial relations and insurance against disease, accident and
unemployment for the workers and their families.
Labor welfare entails all those activities of employer, which are directed towards providing
the employees with certain facilities and services in addition to wages or salaries.

SIGNIFICANCE OF THE STUDY

Quality of life at work place and living place contribute significantly in achieving the aims of
the Company. Tough times don‘t last for long, but enduring the same seems almost endless in
the process. For the management and employees of organizations who have been struck by
the whip of recession, it is would still take some time for the ordeal to end. In the meantime,
it is the responsibility of the management to ensure that employee welfare initiatives should
not be put on the back burner in the name of cutting costs. Being prudent in spending is the
key here, with constant communication to ward off adverse rumors and protect employee
sentiments.

It is not an easy task however to look beyond the profit margins and focus on employee
wellbeing in times of shrinking bottom line, but then that is perhaps the need of the times.
There are many organizations however who consider employee welfare as a hygiene issue.

Further, to the integration of the individuals and groups with the organization by
reconciling individual/group goals with organization in such a manner that the employees feel
a sense of involvement, commitment and loyalty towards it.. Keeping these facts in view, the
Company has been endeavoring to improve the basic needs and facilities of the employees

29
OBJECTIVES OF PERSONNEL MANAGEMENT

The objectives of Personnel Management are given below:

1. To achieve an effective utilization of human resources for achievement of

organizational goals.
2. To secure the integration of the individuals and groups with the organization by
reconciling individual/group goals with those f an organization in such a manner that
the employees feel a sense of involvement, commitment and loyalty towards it. The
absence of this integration will allow development of frictions, personal jealousies
and rivalries, prejudices, personal conflicts, cliques, factions, favoritism and
nepotism. These will produce inefficiency and result in failure of the organization.
3. To generate maximum development of individuals/groups within an organization by
providing opportunities for advancement to employees through training and job
education or by offering transfers or by providing retraining facilities.
4. To recognize and satisfy individual needs and group goals by offering an adequate
and equitable remuneration, economic and social security in the form of monetary
compensation, and protection against such hazards of life as illness, old age,
disability, death, unemployment etc. With adequate compensation and security,
employees work willingly and cooperate to achieve an organization‘s goals.
5. To maintain high morale and better human relations inside an organization by
sustaining and improving the conditions so that employees may stick to their job for a
longer time.

30
FUNCTIONS OF PERSONNEL MANGEMENT

(A) PLANNING MANPOWER REQUIREMENT

i) Anticipating vacancies
ii) Recruitment
(B) ORGANIZING THE MANPOWER RESOURCES
i) Organizational planning
ii) Selection
iii) Classification of employees
(C) STAFFING
i) Induction
ii) Transfer and promotion
iii) Manpower development
iv) Training
(D) MOTIVATING
i) Rate Determination
ii) Recreation
iii) Communication
iv) Collective Bargaining
v) Employee discipline
vi) Performance Evaluation
vii) Employee counseling
viii) Safety
ix) Medical Services
x) Protection and Security
xi) Personnel research

31
 IMPACT OF EMPLOYEE WELFARE SCHEMES

Employee share schemes commonly contain age-related rules, including:

 The ability to determine eligibility for awards or options on the basis of a qualifying period of
continuous employment;
 The ability to make awards of free shares or grants of options by reference to an employee‘s
length of service;
 Provisions giving option holders who reach a specified age the right to exercise, even if they
continue in employment;
 The requirement previously contained in the guidelines of the Association of British Insurers
("ABI") excluding employees within six months of their expected retirement age;
 Provisions allowing exercise in the case of early retirement, provided that at least three years
has elapsed since the date of grant;
 Provisions for options to vest early on leaving employment because of retirement; and
 Provisions for a specified age so as to prevent the triggering of PAYE and National Insurance
contribution liabilities on exercise before the third anniversary of the date of grant due to
retirement.

As well as the age-related rules of the schemes themselves, the policies adopted by
employers regarding eligibility and size of grant may also have age-related provisions.

Age-related rules and policies will be unlawful unless they are required by other legislation
(e.g. tax legislation regarding HM Revenue & Customs approved share incentive plans) or
can be objectively justified under the Regulations.

The sampling method used for our questionnaire was the simple random sampling. The survey was
conducted in ULTRALIGHT TECHNOLOGYBHOPAL

32
RESEARCH PAPERS / ARTICLES / NEWS / AWARDS AWARDS

 Awarded ISO 9001:2000 & ISO 14001:2004 Certifications.

 Awarded 'Rajiv Gandhi National Quality Commendation Award 2001 for Quality" by the
Bureau of Indian Standards, Government of India.
 Bend Joints Pvt. Ltd. bagged the prestigious National Export Award instituted by the Ministry
of Commerce, Government of India, for outstanding export performance for the year 1997-98.
 ULTRALIGHT TECHNOLOGY has also won the country's top export award instituted by
the Chemical & Allied Products Export Promotion Council (CAPEXIL) for outstanding
exports for 17 consecutive years. For 2001-02, ULTRALIGHT TECHNOLOGY
was awarded the ―Highest‖ Export Award.
 ULTRALIGHT TECHNOLOGY has the largest Integrated Graphite Electrodes
manufacturing plant in South Asia and the Middle East. It is also the second largest in the
world.

 HEG's graphite electrodes are exported to 25 countries around the world, including developed
countries like USA, Canada, Germany, France, Italy, South Korea, and Australia etc. - a
reward for our commitment to World winning Quality and Performance.

NEWS RELATED TO EMPLOYEE WELFARE

 At Bajaj Electricals, we care for our employees and consider each and every one a part of the
Bajaj family. Various Welfare Schemes are in place in keeping with this spirit

Long Service Awards:

Every year on 14th July, which happens to be our Founder‘s Day, we felicitate employees of
the Company with Long Service and Retirement Awards. Employees are categorized into 15
Years Long Service Award Recipients, 25 Years Long Service Award Recipients and
Retiring Employees. This function is held at Mumbai.

 New Delhi, September 23: Conceived as an employee welfare scheme, Steel

Authority of India Ltd (SAIL) has turned the employee housing project as a major
profit center. The company hopes to earn around Rs 500 crore this year alone from the
sale of houses. This amount will also help the company meet the Rs 1,000 crore asset
restructuring divestment target.

33
 4. DATA INTERPRETATION

Q.1. How many years have you been working with this organization?

Job Duration No. Of Respondents

1-2 10
1-5 20
5-10 16
Above 4

Interpretation: -

Out of 50% employees 10% employees says they have been working in
ULTRALIGHT TECHNOLOGY Industries for 1-2 year, 20% employees says they have 1-5
year experience, 16% employees says they have 5-10 year experience and 4% employees
they have more then this.

34
Q.2. Are you aware about welfare facilities provided by your organization?

Response No. Of Respondents

Yes 30

No 6

Can‘t Say 14

Respondent

28% 60%

Yes
No
Can't say
12%

Interpretation: -

30% employees says they are aware of welfare program prevailing in the Bend Joints
Pvt. Ltd., and 6% employees say that they are not aware of these facilities, and 14%
employees say they don‘t have any about these welfare Program.

35
Q.3. What are the welfare facility provide by your organization?

Facilities No. Of Respondents

Medical benefits -

Transportation -

All of the above 50

Respondent

Medical benefit
Transportation

All of the above

Interpretation: -

The employees of the ULTRALIGHT TECHNOLOGY say that they are getting all
kinds of facility such as medical and transport also.

36
Q.4. Are you satisfied with these welfare facilities?

Facilities No. Of Respondents

Yes 28

No 14

Up to some extent 8

Interpretation: -

28% employees of the ULTRALIGHT TECHNOLOGY says that they are satisfied
with the welfare facility prevailing in the organization.14% employees says they are not
satisfied & 8% employees says up to some extent they are satisfied.

37
Q.5. Do you want any changes in these welfare facilities?

Facilities No. Of Respondents

Yes 34

No 16

Respondent

32%

Yes
No

Interpretation: -

34% employees say that they want change in welfare facility prevailing in the
organization & 16% employees are satisfied with the welfare facility.

38
Q.6. Does these welfare facilities help you to increase or maintain your living
standard?

Facilities No. Of Respondents

Yes 28

No 22

Interpretation: -

The opinion of 28% employees of the ULTRALIGHT TECHNOLOGY is that they think
welfare program is helpful in maintaining their living standard, and 22% employees thinks
that it is not up to the mark.

39
Q.7. Opinion of the employees regarding the welfare program weather it is helpful to
improve their working skill or not.

Respondent

Yes
No
Can't say

Interpretation: -

32% employees say that the welfare programs are helpful in increasing their working skill,
8% employees says that they are not that much helpful & 10% employees are not sure about
the answer.

40
Q.7. Does the organization intimate their employees or discuss with their employees
before implementing new welfare plan?

Response No. Of Respondents

Yes 36

No 10

Cant Say 4

Interpretation: -

36% employees say that they are intimated whenever new welfare programs
are planned. 10% employees say no, & 4% employees are not sure about it.

41
Q.8. Does your company provide you any conveyance facility?

Response No. Of Respondents

Yes 50

No -

Respondent

Yes
No

Interpretation: -

All employees of the ULTRALIGHT TECHNOLOGY say the conveyance facility are
provided to them.

42
Q.9. Do you get any perks besides your salary?

Response No. Of Respondents

Yes 50

No 0

Interpretation: -

Almost all employees say that they get perks besides their salary.

43
Q.10. Does your company provide old age and retirement plans?

Response No. Of Respondents

Yes 50
No 00

Interpretation: -

All employees say that they have old age and retirement plan in their organization.

44
Q.11 What are these old age and retirement plans?

Facilities No. Of Respondents

Medical benefits -

Jobs to Son/ Daughter -

Provident Fund _

All of the above 50

Respondent

Medical benefit

Job to
Son/daughter
PF

All of the above

Interpretation: -

All the employees of the ULTRALIGHT TECHNOLOGY says that all these plans are
available in their organization.

45
Q.12 What are the changes, which you want in your welfare program, or what is new
facility, which you want?

Changes No. Of Respondents

Educational Facility -

Concern Facility -

Parties & Picnic _

All of the above 50

Respondent

Educational facility
Canteen facility
Parties & picnic
All of the above

Interpretation: -

All the employees of the ULTRALIGHT TECHNOLOGY want all these changes in their
welfare program.

46
Q.13. Rating given by the employees of the ULTRALIGHT TECHNOLOGY industry
to their welfare program.

Respondent

16%
14%
12%
10% excellent
8% good
ok
6%
can't say
4%
2%
0%
excellent good ok can't say

Interpretation: -

Most of the employees of the ULTRALIGHT TECHNOLOGY have opinion about their
welfare program is ok, 2% employees say that their welfare facility is excellent, 4% says
good, and4% employees are in dilemma.

47
 5. FINDINGS

 Out of 50% employees 10%employees says they have been working in

ULTRALIGHT TECHNOLOGY Industries for 1-2 year, 20% employees says they
have 1-5 year experience, 16% employees says they have 5-10 year experience and
4% employees they have more than this. It interpret that company have to adopt some
of the policy for retention of employees.
 Out of 50% employees 10%employees says they have been working in
ULTRALIGHT TECHNOLOGY Industries for 1-2 year, 20% employees says they
have 1-5 year experience, 16% employees says they have 5-10 year experience and
4% employees they have more than this.
 The employees of the ULTRALIGHT TECHNOLOGY say that they are getting all
kinds of facility such as medical and transport also. This means company has welfare
activities for the employees.
 Majority of the employees of the ULTRALIGHT TECHNOLOGY say that they are
satisfied with the welfare facility prevailing in the organization.14% employees say
they are not satisfied & 8% employees say up to some extent they are satisfied.
 Majority of employees says that they want change in welfare facility prevailing in the
organization & other employees are satisfied with the welfare facility.
 The employees of the ULTRALIGHT TECHNOLOGY is that they think welfare
program is helpful in maintaining their living standard, and but some employees
thinks that it is not up to the mark.
 Many employees say that the welfare programs are helpful in increasing their working
skill, other employees say that they are not that much helpful, & rest employees are
not sure about the answer.
 Majority employees say that they are intimated whenever new welfare programs are
planned.
 All employees of the ULTRALIGHT TECHNOLOGY says they conveyance facility
are provided to them.
 All employees say that they get perks besides their salary.
 All employees say that they have old age and retirement plan in their organization.
 All the employees of the ULTRALIGHT TECHNOLOGY says that they have all
these plans are available in their organization.
48
 All the employees of the ULTRALIGHT TECHNOLOGY want changes in their
welfare program.
 Most of the employees of the ULTRALIGHT TECHNOLOGY have opinion about
their welfare program is ok,

49
 6. LIMITATION OF STUDY

 Limitation of Study
Certain limitations that were encountered during the survey were:

1. Limitation of time: Time was not enough considering the amount of work to be
done. Thus limitation of time was one of the major drawbacks of the study.
2. Sample size: Since it was a sample survey and not a census survey, the number of
respondent was too small to draw any conclusion from the research and hence the out
come of analysis cannot be considered as absolutely correct.
3. Non co-operation of employees: Reluctance on part of certain employees to show
their interest on the survey and give their true opinion regarding different parameters.
4. Lack of practical training: Due to lack of training, it was very difficult to develop
the research design and analysis the collected data.
5. Biased information: The study is based on the information gathered from the
employees. Therefore in such case it is possible that the information supplied might
be biased because the employees might have shown partiality towards their company
and superiors.
6. Limitation of Language: The questions were asked to the employees that was easy to
understand but most of the employees were not able to understand because of the
language problem & illiteracy.

50
 7. RECOMMENDATIONS

There are some suggestions, which will help in improving the welfare programs of the
ULTRALIGHT TECHNOLOGY industry.

 There should be kind of interaction between the employee and the top-management in
a week/month, so that employee could come with their problem or could share their
problem, which will help to improve their working skill and make them comfortable
with their work.
 There should be canteen facility for the employee and foodstuff should be supplied at
nominal prices, or clean lunchroom should be provided for the employee when
canteen facility is not available in the organization.
 Company should try to organize parties or picnics in a year or occasionally these
facilities should be provided with a view to inculcating a sense of belongingness,
openness, and freedom, among employees. These activities help employees to
understand others better.
 Company can also provide non-monetary rewards to their employee. In addition to
fringe benefits management can provide different kinds of non-monetary rewards
such as awards include trophies, certificates, letter of appreciations for their better
work etc.
 It is also the time to earn employee goodwill and loyalty, particularly at a time when
the rate of attrition is at all time low. ―Team spirits and collaboration should be
encouraged among employees. Initiatives like celebrating success/achievements in
small ways go a long way in raising the confidence and morale of the team. Also,
employee of week/ month should be identified and felicitated,‖ stated Kanipakam.
 Even in case a company is forced to take cost cutting measures, it should be taken in a
manner that direct impact on employees is kept to a minimum, as during tough times
it becomes all the more important to keep sentiments of employees high and nothing
should hurt their morale. ―Management of companies have to look at multitude of
options so that the situation is taken care of without putting undue pressure on the
workforce. Companies that resort to direct cost cutting measures directed towards
employees will always be at risk of higher attrition, which will hurt the company in
the long run,‖ stated Kumar. In her organization, HR which is the custodian of

51
 employee events, has worked along with the employee clubs to manage the same
company events in lower budgets and in different ways. Money that they would have
otherwise spent on lavish events has thus been cut down. Focus has been on frequent
but small-scale events that are economical yet add to the fun element.
 The tough times bring about certain benefits also—in terms of human and as well as
system capabilities. ―Think tanks of the organization are utilized to the maximum
possible efficiency. Members of the organization family realize their true potential
and also learn how to put it best possible usage for the organization,‖ pointed out
Verma.
 This apart, efficiency becomes the driving factor for any organization to survive and
hence it is the time to focus on delivering the best by using the existing resources
optimally.
 Organizations that resort to cost cutting measures directed at employees will lose
good talent, besides spoiling their brand image in the market. ―Besides, higher
attrition may impact the business and clients, which will further have a negative
impact on the overall business strategy of the company,‖ added Kumar.
 Long-term perspective

It is important to have a long-term perspective of things to ensure that good people do

not go away when they are needed the most by the organization.

Amit Garg, Co-founder & Director, Content Solutions, Upside Learning Solutions,
believes in the need to look beyond short-term profits and ensure employee welfare.
―It is also the time to build real loyalty. Organizations which want to do business even
after the downturn is over would need to continuously create and maintain the bond
between its and the employees‘ goals and welfare,‖ he asserted. In fact, employees
would gladly accept cost cutting measures and would even contribute to it. Albeit,
they need to be very clear about strategic importance of the tough measures. They
need to be reassured constantly that their welfare is being considered important.

Developing and maintaining the right communication process is integral in these

trying times. Any slight negligence or lack of vigilance might result in a situation that
might lead to total deterioration of the work culture and employee morale.

52
This will have different kinds of advantages like motivate employee to perform better,
build employee self esteem, employee become more loyal to the company & these
benefits can be provided without any extra cost.

53
 8. CONCLUSIONS

Employee welfare programs are also important part of every organization it helps to
motivated the employee & boost up the employee morale so that the organizational goal
could be achieved.

This welfare programs helps the management to motivate the employees by

identifying & satisfying their unsatisfied needs.

The data, which has been collected from the ULTRALIGHT TECHNOLOGY Industry,
shows that the employees are mostly satisfied with the welfare program prevailing in their
organization but not fully satisfied.

They need some kind of changes in their welfare facilities they have some demands,
which they think that should be fulfilled by the management.

At last I would like to say that the employees of the Bend Joints Pvt. Ltd. have freedom to
work & they have fewer burdens as compared to other firm.

54
 09. BIBLIOGRAPHY

 Www.Google.In.Com
 https://www.industryabout.com
 https://www.tradeindia.com/
 https://www.zaubacorp.com
 SPSS 15.0 Command Syntax Reference 2006, SPSS Inc., Chicago Ill.
 Raynald Levesque, SPSS Programming and Data Management: A Guide for SPSS
and SAS Users, Fourth Edition (2007), SPSS Inc., Chicago Ill. PDF ISBN
1568273908
 George Argyrous, Statistics for Research: With a Guide to SPSS, Second Edition
(2005), SAGE UK, London. ISBN 1412919487.
 J. L. Rodgers and W. A. Nicewander. Thirteen ways to look at the correlation
coefficient. The American Statistician, 42(1):59–66, Feb 1988.
 Moore, David (August 2006). "4". Basic Practice of Statistics (4 ed.). WH Freeman
Company. pp. 90–114

55
 ANNEXURE

In the context of a Master theses project, we are conducting a research. Please answer all of the
questions as objectively and honestly as possible you can. We would like to assure you that it will
take only about 10 minutes of your time to complete this questionnaire. Thank you in advance for
your help.

All information in this questionnaire will remain absolutely confidential and

anonymous and will be seen only by the people involved in the project. No
other parties will have access to your answers.

PART A

Q.1. How many years have you been working with this organization?

JOB TICK
DURATION
1-2
1-5
5-10
Above

Q.2. Are you aware about welfare facilities provided by your organization?

Response Tick

Yes

No

Can‘t Say

Q.3. Are you satisfied with these welfare facilities?

56
 Facilities Tick
Yes
No
Up to some extent

Q.4. Do you want any changes in these welfare facilities?

Facilities Tick

Yes

No

Q.5. Does these welfare facilities help you to increase or maintain your living
standard?

Facilities Tick

Yes

No

Q.6. Does the organization intimate their employees or discuss with their
employee before implementing new welfare plan?

Response Tick

Yes

No

Cant Say

57
Q.7. Does your company provide you any conveyance facility?

Response Tick

Yes

No

Q.8. Do you get any perks besides your salary?

Response Tick

Yes

No

Q.9. Does your company provide old age and retirement plans?

Response Tick

Yes

No

Q.10 What are these old age and retirement plans?

Facilities Tick

Medical benefits

Jobs to Son/ Daughter

Provident Fund

Pension Plans

All of the above

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Q.11 What are the changes, which you want in your welfare program, or
what is new facility, which you want?

Changes Tick

Educational Facility

Concern Facility

Parties & Picnic

All of the above

Q.12. Rating given by the employee of the ULTRALIGHT

TECHNOLOGY industry to their welfare program.

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 PART B

PART B Strongly Neither agree Strongly

Disagree nor disagree agree

I am pleased with the overall employee welfare
1 2 3 4 5 6 7
schemes
I will likely increase my level of performance 1 2 3 4 5 6 7

60