I.

INTRODUCTION
The employee welfare is defined as efforts to make life worth living for workmen. These efforts have their origin earlier in some statue formed by the state or in some local customs or in the employees own initiative.

Employees enjoy many services like canteen, medical facilities, creche, transport facility etc., regardless to the specific work done by them. In the case of economic benefits it is not predetermined and can be ascertained only after the event.

Employee welfare is an essential part of social welfare. It involves adjustment of an employees work and family life to the community or social life. Employee welfare means anything done for the comfort and improvement intellectual of the employees. The basic purpose of employee welfare is to improve a lot of the working class and there by make a worker a good employee and happy citizen. Employee welfare is a comprehensive term including various services Employee welfare is a dynamic concept varying from country to country and from region within the same country. It is a flexible and ever changing concept as new welfare measures are added to the existing measures from time to time.

An employee welfare measure is also known as fringe benefits and services. Employee welfare helps to increase employee productivity or efficiency by improving their physical and mental health.

The various types of employee welfare measures are safety, health, counseling services, education, housing, transport, recreation and various other aspects that cover the welfare measures of the employees. The study intends to see the satisfaction level of the employee on the facilities provided by the company and how these welfare measures. The study on effect of Employee welfare measures gives the management an indication of the level of satisfaction among the employees regarding the general working condition and other facilities provided by the organization.

1.1 INDUSTRY PROFILE

The Service sector of the economy is one of the three economic sectors, the others being the secondary sector (approximately manufacturing) and the primary sector (extraction such as mining, agriculture and fishing). Sometimes an additional sector, the "quaternary sector", is defined for the sharing of information. The tertiary sector is defined by exclusion of the two other sectors. Services are defined in conventional economic literature as "intangible goods". The tertiary sector of economy involves the provision of services to businesses as well as final consumers. Services may involve the transport, distribution and sale of goods from producer to a consumer as may happen in wholesaling and retailing, or may involve the provision of a service, such as in pest control or entertainment. Goods may be transformed in the process of providing a service, as happens in the restaurant industry or in equipment repair. However, the focus is on people interacting with people and serving the customer rather than transforming physical goods.

Service Industry
The service sector consists of the "soft" parts of the economy such as insurance, government, tourism, banking, retail, education, and social services. In soft-sector employment, people use time to deploy knowledge assets, collaboration assets, and process-engagement to create productivity (effectiveness), performance improvement potential (potential) and sustainability. The tertiary sector is the most common workplace. Typically the output of this sector is content (information), service, attention, advice, experiences, and/or discussion (also known as "intangible goods"). Other examples of service sector employment include:

Franchising News media Hospitality industry (e.g. restaurants, hotels, casinos) Consulting Legal practice Healthcare/hospitals Waste disposal Real estate Personal services Business services Public utilities are often considered part of the tertiary sector as they

provide services to people, while creating the utility's infrastructure is often considered part of the secondary sector, even though the same business may be involved in both aspects of the operation. To do fact-based work in this area it is necessary to utilize the extensive data collection that takes place using classification systems such as the United Nations's International Standard Industrial Classification standard, the United States' Standard Industrial Classification (SIC) code system and its new replacement, the North American Industrial Classification System (NAICS), and similar systems in the EU and elsewhere. The term service economy, in contrast, refers to a model wherein as much economic activity as possible is treated as a service. For example IBM treats its business as a service business. Although it still manufactures high-end computers, it sees the physical goods as a small part of the "business solutions" industry. They have found that the price elasticity of demand for "business solutions" is much less than that for hardware. There has been a corresponding shift to a subscription pricing model. Rather than receiving a single payment for a piece of manufactured

equipment, many manufacturers are now receiving a steady stream of revenue for ongoing contracts.

Theory of progression
Economies tend to follow a developmental progression that takes them from a heavy reliance on agriculture and mining, toward the development of manufacturing (e.g. automobiles, textiles, shipbuilding, steel) and finally toward a more service based structure. Whereas the first economy to follow this path in the modern world was the United Kingdom, the speed at which other economies have later made the transition to service-based, sometimes called post-industrial, has accelerated over time. Historically, manufacturing tended to be more open to international trade and competition than services. As a result, there has been a tendency for the first economies to industrialize to come under competitive attack by those seeking to industrialize e.g. because production, especially labour, costs are lower in those industrializing later. The resultant shrinkage of manufacturing in the leading economies might explain their growing reliance on the service sector. However, currently and prospectively, with dramatic cost reduction and speed and reliability improvements in the transportation of people and the communication of information, the service sector now includes some of the most intensive international competition, despite residual protectionism.

Issues for service providers

Service providers face obstacles selling services that goods-sellers rarely face. Services are not tangible, making it difficult for potential customers to understand what they will receive and what value it will hold for them. Indeed some,

such as consulting and investment services, offer no guarantees of the value for price paid. Since the quality of most services depends largely on the quality of the individuals providing the services, it is true that "people costs" are a high component of service costs. Whereas a manufacturer may use technology, simplification, and other techniques to lower the cost of goods sold, the service provider often faces an unrelenting pattern of increasing costs. Differentiation is often difficult. How does one choose one investment adviser over another, since they (and hotel providers, leisure companies, and consultants, as well as many others) often seem to provide identical services? Charging a premium for services is usually an option only for the most established firms, who charge extra based upon brand recognition.

Industrial Policy
An industrial policy is any government regulation or law that encourages the ongoing operation of, or investment in, a particular industry. An active intervention in industrial development is the policy of most if not all countries in the world. Even the United States, which prides itself as a "freetrading" nation, has implemented strong tax, tariff, and trade laws to protect itself from "dumping", the flooding of a market by a competing nation with goods or services below market prices in order to gain an advantage over domestic firms. In Japan, the powerful MITI has often taken an active hand in development of major industries, particularly electronics and software. The impact of this intervention is disputed but the role of 'Industrial Policy in the 'East Asian Miracle' is now more generally accepted since the Japanese model was successfully imitated by South Korea and Taiwan, which similarly developed advanced industrial sectors and enjoyed similar advances in living standards.

Authors such as Robert Hunter Wade in 'Governing the Market', provide arguments to support the link between government intervention and the successful industrial development in this region. Benefits from foreign investment such as the transfer of technology, skills and managerial techniques that could help infant industries become internationally competitive were captured using policies such as local content rules and joint-venture regulations. As such, the development of infant industries does not simply involve protectionism as the infant industry argument suggests, but is dependent on a country's ability to learn directly from foreign direct investment. Such policies have traditionally been central to the industrial policies of countries that are attempting to catch up with technologically and economically more advanced states. A good example is the US and European attempt to catch up with Great Britain during the 18th and 19th century. Many of these domestic policy choices are now prohibited by the WTO Agreement on Trade Related Investment Measures. However, notable exceptions including agricultural subsidies in both Europe and the US, and cultural subsidies in Canada, prove that the principle of industrial policy is alive and well, and merely retreating into the shadows.

1.2 COMPANY PROFILE

ORIZEN is a fast growing company providing end-to-end business solutions globally. It is our constant endeavor that we satisfy our clients through our comprehensive portfolio of services which includes IT Services, Web Services, and Training & HR Services. ORIZEN is committed to technology innovation and adoption of latest tools and products to provide excellent solutions to its customers. The strong belief of providing end-to-end IT services and assisting companies to receive information anywhere, anytime in the most efficient format has led to the complete satisfaction from the clients of ORIZEN. MISSION ORIZEN wants to be a dependable world-class organization. We shall foster the spirit of entrepreneurship within the organization through individual development. Our endeavor is to provide our national and international customers with competitive solutions. We shall achieve this Quality Service by comprehending their need through close interaction and by creating a global network. VISION Being a trustworthy, customer oriented organization, An open and warm environment where everyone is respected, listened to Encouraged to excel, Actively creating and exploring opportunity for the growth of our customers and our organization.

Training
ORIZEN has been conceived with the objective of increasing employability through developing skills and competencies for aspirants fresh, experienced that are geared up towards accomplishing their exciting career goal. The basic business model of ORIZEN training is to identify and understand the manpower across industry verticals; determine the gaps between the employer needs and existing talent pool and then design, develop and deliver programmes to bridge the gaps. In a nutshell ORIZENs core competencies comprise the ability and competency to deliver high quality need-based training various customized solutions arrived by our panel of experienced professionals across industry verticals to provide Industry oriented training. Our core competencies: 1) Institutional Training 2) Corporate Training

HR Consulting
ORIZEN Solutions has a commitment towards major employers globally in providing recruitment services .Orizen has experience and expertise to deliver professional , quality services in the area of talent acquisition. We have a streamlined process and effective team to serve employers in a timely fashion. Our approach is unified throughout our organization. Paramount to our success is our ability to satisfy both the client and the consultant. For our clients,

careful screening and qualifying results in successful placements time and time again. For our employees, effective one-on-one management, reliable payroll schedules and flexible benefits result in employee satisfaction and loyalty. Our Verticals:

Information Technology (IT) ITES Banking & Financial Services(BFSI) Engineering & Manufacturing Energy & Infrastructure Retail & FMCG Media & Entertainments

Software Consulting Most of the management are under pressure to make sure technology investments improve their company's competitive position and boost the bottom line. With global sourcing of IT emerging as a highly effective option for achieving these goals, many organizations are implementing a new methodology, to select and manage a IT offshore service vendors. Several companies have chosen ORIZEN as a strategic partner to help them manage key areas of IT, due to our deep capabilities in industry verticals, technical strengths and innovative, flexible service delivery. ORIZEN's integrated network of developed facilities is complemented by onsite, offshore and near shore capabilities in major international markets. This has helped our clients choose solutions that meet their global sourcing needs. ORIZEN has helped clients meet their global sourcing needs by helping them identify, evaluate and configure their IT architectures across multiple geographies to reduce costs, mitigate risks and maximize performance.

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With excellent technical skills and many years of experience in delivering end-to-end IT services and solutions, ORIZEN has developed strong domain capabilities in the following industry verticals:

Insurance Financial Services Manufacturing Telecom Engineering Services

Web Services ORIZEN provides custom website services including website design and development, consulting and maintenance services regardless of the work complexity. Our highly-skilled developers and programmers accomplish various site development projects from the ground up, based on up-to-date programming languages. Our extensive experience in development applied to our hands-on expertise will help you to establish your Internet presence and put your website on a professional level. Offerings:

Website Development Content Management Database Driven Portals

Event Management We recognize and cater to the fact that events are a major aspect of corporate marketing strategy. We design and conceptualize various events bearing in mind the profile of the client, the image of the brand, the target audience and the mileage that the event will generate for the client

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We conceptualize the deliver effective, recall intensive solutions to communicate the brand's proposition to its target group through below-the-line activities. We go a step further and generate the requisite feedback through the activity from the brand's target group.

ORIZEN Events operates in order to provide an exhaustive event management proposition an that encompasses marketing consulting rather than simply event conceptualization, designing, planning, & execution of the events & promotions

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1.3 REVIEW OF LITERATURE

Human resource management encompasses those activities designed to provide for and co ordinate the human resource of an organization. Human dynamics plays a pivotal role in surrounding obstacles, defusing complex situations and achieving the organizational goals. The major elements of HRM strategy and functions can be related to organizational culture. Human resource planning defines culture, training and development helping installing the culture goal setting and appraisal. DEFINITION Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the Salary. Workers welfare should understand as meaning with services, facilities and amenities which may be established in or within the vicinity of undertaking to enable the persons employed in them to perform their work in healthy and peaceful surroundings and to avail of facilities which improve their health and high morale. WELFARE 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

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against disease, accident and unemployment for the workers and their families. Employee 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. Employee welfare has the following objectives: 1. To provide better life and health to the employees 2. To make the employees happy and satisfied 3. To relieve employees from industrial fatigue and to improve intellectual, cultural and material conditions of living of the workers. The basic features of employee welfare measures are as follows: 1. Employee welfare includes various facilities, services and amenities provided to workers for improving their health, efficiency, economic betterment and social status. 2. Employee measures are in addition to regular wages and other economic benefits available to workers due to legal provisions and collective bargaining 3. Labor welfare schemes are flexible and ever-changing. New welfare measures are added to the existing ones from time to time. 4. Welfare measures may be introduced by the employers, government, employees or by any social or charitable agency.

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5. The purpose of labor welfare is to bring about the development of the whole personality of the workers to make a better workforce. The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labor force for the organization. The purpose of providing such facilities is to make their work life better and also to raise their standard of living. The important benefits of welfare measures can be summarized as follows: 1. They provide better physical and mental health to workers and thus promote a healthy work environment 2. Facilities like housing schemes, medical benefits, and education and recreation 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. 3. 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. 4. Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace. 5. The social evils prevalent among the labors such as substance abuse, etc are reduced to a greater extent by the welfare policies

WELFARE MEASURES GENERALLY PROVIDED BY ORGANIZATIONS. 1. Facilities for Sitting 2. First Aid Appliances 3. Canteens

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4. Provision for Shelter, Restroom and Drinking water 5. Creche 6. Extra Wage for overtime 7. Compensatory Holidays 8. Medical services PRINCIPLES OF EMPLOYEE WELFARE MEASURES 1. The Service should satisfy the Real Needs of the Workers 2. The service should be such as can be handled by Cafeteria Approach 3. The Employer should not assume a Benevolent Posture. i 4. The cost of the service should be calculable and its financing established on a sound basis. 5. There should be periodical assessment or evaluation of the service and necessary timely improvement on the basis of feedback. BENEFITS OF WELFARE SCHEMES 1. It enhances the efficiency of the workers and their productivity is considerably increased. 2. It helps in reducing employee turnover and absenteeism. It raises the morale of the employees. A feeling is developed among the workers that they are being looked after properly. EMPLOYEE PARTICIPATION Government policy promotes employee participation as a means of improving company performance, particularly by changing employees' attitudes and improving the work environment. While there is some evidence from the literature that participation can have a positive effect on companies' financial performance and

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the working environment, a significant body of work also questions these links. In their analysis, Juliette Summers (University of Stirling) and Jeff Hyman (University of Aberdeen) found that:

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 organizational performance and the quality of working life.

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WELFARE MEASURES IN ORIZEN SOLUTIONS 1. Employee whose services are being confirmed are provided Provident fund, Medical bill reimbursement on submission of bills upto Rs.15, 000 per year. 2. Medical Insurance facilities upto Rs.2 lakhs for self, spouse and kids are provided. 3. ESIC(Employee State Insurance Corporation) facility is provided for all employees whose monthly salary is less than Rs.600/Month. 4. Annual bonus which amounts to one month of salary is provided on successful completion of every year. 5. A proper appraisal system purely based on performance key process areas that has been clearly defined and is used for conducting proper appraisal. 6. Moreover employees are provided 7 days of training programme every year to develop leadership and managerial skills. This is apart from providing skill, functional, technical, domain based training. 7. Employees are encouraged to perceive higher studies using both formal and informal education tools. 8. Apart from the above ,proper mentoring ,coaching and guidance is provided as part of both on the job training and part of job evaluation during weekly and monthly basis.

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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 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.

POLICY IMPLICATIONS The extent of current political support for employee participation is mixed. At times it appears uncoordinated or even contradictory, as evidenced by the Government's ambiguous stance towards greater European influence over participation practice and work reforms such as the Working Time Directive. In addition, work-related participation policies focus on efforts to promote collective (though not necessarily trade union-based) participation through measures such as social partnership, while financial participation legislation leans towards individualised programmes. Current policy appears to be trying to appease both employers' and to a lesser extent trade union aspirations, though initiatives to date seem to point to the former direction.

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This apparent lack of co-ordination of policy will have a disproportionate impact on small firms. Small firms are less likely to introduce work-related participation measures than larger companies, therefore providing few opportunities to access the positive effects of combining participation schemes.

REVIEW OF LITERATURE FROM OTHER RESEARCH STUDIES AND JOURNALS 1. Studies of Welfare Populations(Data Collection and Research Issues) Authors : Panel on Data and Methods for Measuring the Effects of Changes in Social Welfare Programs, Michele Ver Ploeg, Robert A. Moffitt, and Constance F. Citro, Editors, Committee on National Statistics, National Research Council. Abstract: This volume, a companion to Evaluating Welfare Reform in an Era of Transition, is a collection of papers on data collection issues for welfare and lowincome populations.. The papers on administrative data cover the issues of matching and cleaning, access and confidentiality, problems in measuring employment and income, and the availability of data on children. The papers on welfare leavers and welfare dynamics cover a comparison of existing welfare leaver studies, data from the state of Wisconsin on welfare leavers, and data from the National Longitudinal Survey of Youth used to construct measures of heterogeneity in the welfare population based on the recipient's own welfare experience.

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2. Cooperative Unionism and Employee Welfare Author: Michael R. White ,University of Westminster - Policy Studies Institute. Abstract Using British national survey data, this article assesses the impact of unions on management practices to reduce labour costs, implement high-performance work systems, and make employee welfare provisions. Relative to non-union workplaces, those with unions are found to have practices which are consistent with 'mutual gains' outcomes.

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II RESEARCH OBJECTIVES

PRIMARY OBJECTIVE To study about the effect of Employee welfare measures in ORIZEN solutions.

To study the above Primary objectives, the researcher further sets the secondary Objectives. SECONDARY OBJECTIVES To study the existing welfare measures To study the awareness level of employees about welfare measures To study the impact of welfare measures on motivation To explore the monetary and psychological benefits of a employee and his family To study at what extent the organization will help its employees to achieve their Professional goals

To suggest the ways and means to improve the efficiency and implementation of the welfare measures and also suggest new welfare measures

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2.1 NEED OF THE STUDY

Employees are the human assets of the firms and they play an important role in achieving the goals of the firm. The welfare measures enable the workers to live a Satisfactory life and contribute to workers efficiency and productivity. The welfare measures operate to neutralize the harmful effects of large scale industrialization and urbanization. They help in maintaining industrial peace. Therefore the effectiveness of the welfare schemes of ORIZEN Solutions and the satisfaction level of the employees with regard to it is studied in this project.

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2.2 SCOPE OF THE STUDY

1.

This study can be conducted to more number of employees when there is expansion of the company in the future.

2. This research can be used to measure the satisfaction level of same group of employees in different time period. 3. It also aims at identifying of expectations of focus relating to employee welfare measures.

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2.3 LIMITATIONS OF THE STUDY

1. The duration of time for the study was limited. 2. Few employees were reluctant to give the complete information. 3. There are possibilities of ambiguous replies, omission of replies to Certain questions

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III RESEARCH METHODOLOGY

Research in common term refers to the search for knowledge. One can also define research as the scientific and systematic search for pertinent data or information on specific topic. The purpose of research is to discover answer to questions through the application of scientific procedures. The main aim of research is to find out the truth which is hidden and which has not been discovered yet.

Data collection In this survey in order to meet the objectives of the study the data were collected with the help of Primary and secondary sources.

Primary Data It is the first hand information, which is being collected by the researcher or assistant is called primary data. The questionnaires were distributed to the respondents directly. From the answered questionnaires the opinion of employees were ascertained.

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Secondary Data Secondary data is based on second hand information once the primary data has been put to use, the original character disappear and the data becomes secondary in this study facts were collected from the text book. Sample size A sample size is 100. Tools of data collection: The tools employed for data collection is a well structured questionnaire. Sampling Method The study adopted random sampling method. Under the sampling design every item of the universe has an equal chance of inclusion in the sample. It gives each possible sample combination an equal probability of being chosen. Statistical tools used To analyze and interpret collected data the following statistical tools were used. Percentage Method Chi Square Correlation ANOVA Weighted Average method

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1V DATA ANALYSIS AND INTERPRETATION TABLE 4.1 RESPONDENTS CLASSIFICATION ON THE BASIS OF GENDER Gender Male Female
Source : Primary data

No of Respondents 62 38

% of Respondents 62.0 38.0

From the above table, it is clear that 62% of the employees are male and 38% of the employees are female. CHART NO: 4.1.1 RESPONDENTS CLASSIFICATION ON THE BASIS OF GENDER

Gender classification
70 60 Percentage 50 40 30 20 10 0 Male Gender Female Series1

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Table 4.2 RESPONDENTS CLASSIFICATION ON THE BASIS OF EXPERIENCE S.No 1 2 3 Experience 0-1 1-2 2-3 Total No. of Respondents 46 32 22 100 % of Respondents 46.0 32.0 22.0 100

Source : Primary data

From the table it is clear that, 46% of the employees have 0-1 years of experience, 32% of the employees have 1-2 years of experience, and 22% of the employees have 2-3 years of experience. CHART NO: 4.2.2 RESPONDENTS CLASSIFICATION ON THE BASIS OF EXPERIENCE
50 45 40 35 percentage 30 25 20 15 10 5 0 0-1 2-Jan Experience 3-Feb Series1

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Table 4.3
PERCEPTION OF WELFARE MEASURES BY THE EMPLOYEES Opinion S.No 1 2 3 4 Very Good Good Average Bad No of Respondents 27 40 28 5 % of Respondents 27 40 28 5

Source : Primary Data

From the above table, it is clear that 27% of the employees perceive the welfare measures are very good and 5% of the employees perceive it as bad. CHART NO: 4.3.3 PERCEPTION OF WELFARE MEASURES BY THE EMPLOYEES

45 40 35 Percentage 30 25 20 15 10 5 0 very good good avg bad Perception by employees Series1

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Table 4.4
LEVEL OF SATISFACTION OF EMPLOYEES BY THEIR WORK S.No 1 2 3 4 Opinion Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Number of Respondents 25 42 30 3 % of Respondents 25 42 30 3

Source: Primary Data

From the above table, it is clear that 25% of the employees are always satisfied by their work and 30 % of the employees are rarely satisfied by their work. CHART NO 4.4.4 LEVEL OF SATISFACTION OF EMPLOYEES BY THEIR WORK

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45 40 35 Percentage 30 25 20 15 10 5 0 Highly Satisfied Satisfied Dissatisfied Highly Satisfied Level of satisfaction Series1

Table 4.5
SATISFACTION LEVEL OF EMPLOYEES BY THE COMPANYS GRIEVANCE HANDLING PROCEDURE S.No 1 2 3 4 Opinion Always Sometimes Rarely Never Number of Respondents 23 45 25 8 % of Respondents 23 45 25 8

Source: Primary Data

From the above table, it is clear that 23% of the employees are always satisfied by the Grievance handling procedure and 8 % of the employees are never satisfied by the Grievance handling procedure. CHART NO: 4.5.5 SATISFACTION LEVEL OF EMPLOYEES BY THE COMPANYS GRIEVANCE HANDLING PROCEDURE

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50 45 40 35 Percentage 30 25 20 15 10 5 0 Always Sometimes Rarely Never Satisfaction level Series1

Table 4.6 OPINION OF EMPLOYEES REGARDING MOTIVATION

S.No 1 2 3 4 Opinion Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Number of Respondents 36 38 19 7 % of Respondents 36 38 19 7

Source: Primary Data

From the above table , it is clear that 36% of employees are always satisfied with the motivation level and 7 % of the employees are never satisfied with motivation level. CHART NO: 4.6.6 SATISFACTION LEVEL OF EMPLOYEES BY MOTIVATION

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40 35 30 Percentage 25 20 15 10 5 0 Highly Satisfied Satisfied Dissatisfied Highly Satisfied Level of Satisfaction Series1

Table 4.7
OPINION OF EMPLOYEES ABOUT THE MEDICAL FACILITIES S.No 1 2 3 4 Opinion Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Number of Respondents 26 56 7 11 % of Respondents 26 56 7 11

Source: Primary Data

From the above table, it is clear that 56% of the employees are satisfied by the medical facilities and 11 % of the employees are dissatisfied by the Medical facilities. CHART NO: 4.7.7 OPINION OF EMPLOYEES ABOUT THE MEDICAL FACILITIES.

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60 50 Percentage 40 30 20 10 0 Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Series1

Level of Satisfaction

Table 4.8
SATISFACTION LEVEL OF EMPLOYEES WITH THE INCENTIVES GIVEN BY THE COMPANY S.No 1 2 3 4 Opinion Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Number of Respondents 38 42 8 12 % of Respondents 38 42 8 12

Source: Primary Data

From the above table, it is clear that 42% of the employees are satisfied with the Incentives given by the Company and 12% of the employees are dissatisfied with the Incentives given by the Company. CHART NO: 4.8.8 SATISFACTION LEVEL OF EMPLOYEES WITH 35

THE INCENTIVES GIVEN BY THE COMPANY

45 40 35 Percentage 30 25 20 15 10 5 0 Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Series1

Level of Satisfaction

Table 4.9
SATISFACTION LEVEL OF EMPLOYEES BY COMPANYS EMPLOYEE RESPECTIVE GUIDELINES S.No 1 2 3 4 Opinion Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Number of Respondents 35 32 8 25 % of Respondents 35 32 8 25

Source: Primary Data

From the above table, it is clear that 32 % of the employees are satisfied with the Companys Employee Respective Guidelines and 25% of the employees are dissatisfied with the Companys Employee Respective Guidelines. CHART NO: 4.9.9 SATISFACTION LEVEL OF EMPLOYEES BY 36

COMPANYS EMPLOYEE RESPECTIVE GUIDELINES

40 35 30 Percentage 25 20 15 10 5 0 Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Satisfaction Level Table 1.10 Series1

Table 4.10
SATISFACTION LEVEL OF EMPLOYEES BY COMPANYS WELFARE OFFICE S.No 1 2 3 4 Opinion Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Number of Respondents 32 38 18 12 % of Respondents 32 38 18 12

Source: Primary Data

From the above table , it is clear that 38% of the employees are satisfied with the Companys Welfare Office and 12% of the employees are dissatisfied with the Companys Welfare Office. CHART NO 4.10.10 SATISFACTION LEVEL OF EMPLOYEES BY

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COMPANYS WELFARE OFFICE

40 35 30 Percentage 25 20 15 10 5 0 Highly Satisfied Satisfied Highly Dissatisfied Dissatisfied Level of Satisfaction Series1

Table 4.11
OPINION OF EMPLOYEES ABOUT COMFORTABLE SEATING, TEMPERATURE AND VENTILATION S.No 1 2 3 4 Opinion Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Number of Respondents 42 33 15 10 % of Respondents 42 30 15 10

Source: Primary Data

From the e table, it is clear that 42% of the employees are satisfied with the comfortable seating, 33% of the employees are Satisfied,15% of the employees are dissatisfied, and 10% of the employees are highly dissatisfied CHART NO: 4.19.19 OPINION OF EMPLOYEES ABOUT COMFORTABLE SEATING, TEMPERATURE AND VENTILATION 38

45 40 35 Percentage 30 25 20 15 10 5 0 Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Satisfaction level Series1

Table 4.12
AWARENESS LEVEL OF EMPLOYEES BY THE COMPANYS EMPLOYEE WELFARE MEASURES S.No 1 2 3 4 Opinion To a great extent To a moderate extent To some extent Know somewhat Number of Respondents 18 28 34 20 % of Respondents 18 28 34 20

Source: Primary Data

From the above table, it is very clear that 18% of the employees are aware about the welfare measures to a great extent, 28% of the employees are aware about the welfare measures to a moderate extent, 34% of the employees are aware about the welfare measures to some extent and 20% of the employees are aware about the welfare measures to somewhat. CHART NO: 4.12.12

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AWARENESS LEVEL OF EMPLOYEES BY THE COMPANYS EMPLOYEE WELFARE MEASURES

40 35 30 Percentage 25 20 15 10 5 0 To a great extent To a moderate extent To some extent Know somewhat Series1

Respondent's answers

Table 4.13
SATISFACTION LEVEL OF EMPLOYEES ABOUT THE SALARY AND ALLOWANCE S.No 1 2 3 4 Opinion Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Number of Respondents 25 38 22 15 % of Respondents 25 38 22 15

Source: Primary Data

From the above table, it is clear that 25% of the employees are highly satisfied with the companys salary and allowance,38% of the employees are Satisfied,22% of the employees are Dissatisfied, and 15% of the employees are highly Dissatisfied. CHART NO: 4.13.13 SATISFACTION LEVEL OF EMPLOYEES ABOUT THE SALARY AND ALLOWANCE 40

40 35 30 percentage 25 20 15 10 5 0 Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied satisfactiion level Series1

Table 4.14
RATING OF EMPLOYEES ABOUT PENSION AND GRATUITY S.No 1 2 3 4 Opinion Excellently Good Good Average Poor Number of Respondents 28 35 20 17 % of Respondents 28 35 20 17

Source: Primary Data

From the table it is clear that,28% of the employees rate their job as Excellently good, 35 % of the employees are rate their job as good,20% of the employees are rate their job as Average, and 17% of the employees are rate their job as Poor. CHART NO: 4.14.14 RATING OF EMPLOYEES ABOUT PENSION AND GRATUITY 41

40 35 30 Percentage 25 20 15 10 5 0 Excellently Good Good Average Poor Rating by employees Series1

Table 4.15
SATISFACTION LEVEL OF EMPLOYEES ABOUT THEIR PROMOTION AND INCREMENTS S.No 1 2 3 4 Opinion Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Number of Respondents 31 32 17 20 % of Respondents 31 32 17 20

Source: Primary Data

From the above table , it is clear that 31 % of the employees are highly satisfied with the promotion and increments,32% of the employees are satisfied ,17 % of the employees are Dissatisfied and 20% of the employees are Highly Dissatisfied. CHART NO: 4.15.15

42

SATISFACTION LEVEL OF EMPLOYEES ABOUT THEIR PROMOTION AND INCREMENTS

35 30 25 Percentage 20 Series1 15 10 5 0 Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Satisfaction level

Table 4.16
SATISFACTION LEVEL OF EMPLOYEES ABOUT RECREATION AND ENTERTAINMENT ACTIVITIES S.No 1 2 3 4 Opinion Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Number of Respondents 33 34 10 23 % of Respondents 33 34 10 23

Source: Primary Data

From the above table, it is clear that 33% of the employees are Highly satisfied with the recreation and entertainment activities, 34% of the employees are Satisfied,10% of the employees are dissatisfied and 23% of the employees are Highly Dissatisfied. CHART NO: 4.16.16

43

SATISFACTION LEVEL OF EMPLOYEES ABOUT RECREATION AND ENTERTAINMENT ACTIVITIES

40 35 30 Percentage 25 20 15 10 5 0 Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Satisfaction level Series1

Table 4.17
SATISFACTION LEVEL OF EMPLOYEES ABOUT WORKING HOURS S.No 1 2 3 4 Opinion Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Number of Respondents 39 34 12 15 % of Respondents 39 34 12 15

Source: Primary Data

From the above table, it is clear that 39% of the employees are Highly satisfied about working hours,34% of the employees are satisfied ,12% of the employees are dissatisfied and 15 % of the employees are Highly Dissatisfied. CHART NO: 4.17.17 44

SATISFACTION LEVEL OF EMPLOYEES ABOUT WORKING HOURS

45 40 35 Percentage 30 25 20 15 10 5 0 Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Satisfaction level

Table 4.18
OPINION OF EMPLOYEES ABOUT THE NEGLECT OF HEALTH BECAUSE OF THEIR JOB S.No 1 2 3 4 Opinion Strongly agree Agree Disagree Strongly disagree Number of Respondents 40 30 17 13 % of Respondents 40 30 17 13

Source: Primary Data

From the above table, it is very clear that 40 of the employees are Strongly agree that they neglect their health due to their job,30% of the employees agree,17% of the employees are disagree and 13% of the employees are strongly disagree. CHART NO: 4.18.18 45

OPINION OF EMPLOYEES ABOUT THE NEGLECTION OF HEALTH BECAUSE OF THEIR JOB

45 40 35 Percentage 30 25 20 15 10 5 0 Strongly agree Agree Disagree Strongly disagree Respondent's opinion Series1

Table 4.19
SATISFACTION LEVEL OF EMPLOYEES BY COMPANYS EMPLOYEE WELFARE MEASURES S.No 1 2 3 Opinion Yes No Cant say Number of Respondents 60 31 9 % of Respondents 60 31 9

Source: Primary Data

From the above table, it is clear that 60% of the employees are satisfied with the employee welfare measures and 31% of the employees are dissatisfied with the employee welfare measures. CHART NO: 4.19.19.

46

SATISFACTION LEVEL OF EMPLOYEES BY COMPANYS EMPLOYEE WELFARE MEASURES

70 60 50 Percentage 40 Series1 30 20 10 0 yes No Respondent's answers Can't say

Table 4.20
OPINION OF EMPLOYEES ABOUT NEGLECT OF THEIR SOCIAL AND INDIVIDUAL REQUIREMENTS BECAUSE OF THEIR JOB S.No 1 2 3 4 Opinion Strongly agree Agree Disagree Strongly Disagree Number of Respondents 37 35 13 15 % of Respondents 37 35 13 15

Source: Primary Data

From the above table, it is clear that 37% of the employees are Strongly agree that their social and individual requirements are neglected because of their job,35% of the employees are agree,13% of the employees are disagree, and 15% of the employees are strongly disagree. CHART NO: 4.20.20

47

OPINION OF EMPLOYEES ABOUT NEGLECTION OF THEIR SOCIAL AND INDIVIDUAL REQUIREMENTS BECAUSE OF THEIR JOB

40 35 30 Percentage 25 20 15 10 5 0 Strongly agree Agree Disagree Strongly Disagree Employee's Opinion Series1

Table 4.21
OPINION OF EMPLOYEES ABOUT TRAINING PROGRAMME ARE CONDUCTED ACCORDING TO THEIR NEED S.No 1 2 3 4 Opinion Strongly agree Agree Disagree Strongly Disagree Number of Respondents 42 37 10 11 % of Respondents 42 37 10 11

Source: Primary Data

From the above table, it is clear that 42% of the employees are strongly agree that training programmes are conducted according to their need,37% of the employees are agree,10% of the employees are disagree and 11 5 of the employees are strongly disagree. CHART NO: 4.21.21

48

OPINION OF EMPLOYEES ABOUT TRAINING PROGRAMME ARE CONDUCTED ACCORDING TO THEIR NEED
45 40 35 Percentage 30 25 20 15 10 5 0 Strongly agree Agree Disagree Strongly Disagree Employee's opinion Series1

Table 4.22
OPINION OF EMPLOYEES ABOUT COMPANY SUPPORTS EMPLOYEE TO ACHIEVE THEIR PROFFESSIONAL GOALS S.No 1 2 3 4 Opinion Strongly agree Agree Disagree Strongly Disagree Number of Respondents 39 42 10 9 % of Respondents 39 42 10 9

Source: Primary Data

From the above table, it is clear that 39% of the employees strongly agree that their company helps to achieve their professional goals,42% of the employees are agree,10% of the employees are disagree and 9 % of the employees are strongly disagree. CHART NO: 4.22.22 49

OPINION OF EMPLOYEES ABOUT COMPANY SUPPORTS EMPLOYEE TO ACHIEVE THEIR PROFFESSIONAL GOALS
45 40 35 Percentage 30 25 20 15 10 5 0 Strongly agree Agree Disagree Strongly Disagree Employee's opinion Series1

ANALYSIS OF OPINION OF RESPONDENTS REGARDING EXPERIENCE OF EMPLOYEES AND SATISFACTION OF THE WORK DONE BY THE EMPLOYEES (USING CHI-SQUARE) Table 4.23
Observed Count

Opinion Experience 0-1

Highly Satisfied 7

Satisfied

Dissatisfied

Highly Dissatisfied 5

Total

11

30

50

1-2 2-3 Total

5 6 18

15 15 41

14 5 26

7 3 15

41 29

100

Ho : There is no significant difference between experience and work satisfaction H1: There is a significant difference between experience and work satisfaction.

TABLE 4.23.1 EXPECTED COUNT Opinion Experience 0-1 1-2 2-3 Total Highly Satisfied 5.4 7.4 5.2 18.0 Satisfied Dissatisfied Highly Dissatisfied 4.5 6.2 4.4 15.0 Total

12.3 16.8 11.9 41.0

7.8 10.7 7.5 26.0

30.0 41.0 29.0

100.0

By SPSS, Calculated value 5.080 51

Degrees of freedom - 6 Level of significance 0.534 INFERENCE: Level of significance is greater than 0.05. So Ho is accepted. So we conclude that there is no significant difference between experience and work satisfaction.

ANALYSIS OF OPINION OF RESPONDENTS REGARDING TRAINING PROGRAMMES AND WORK SATISFACTION (USING CHI-SQUARE) Table 4.24
Observed Count Opinion Response Strongly Agree Agree Disagree Strongly Disagree Total 3 7 6 2 18 5 16 12 8 41 4 10 7 5 26 0 6 5 4 15 12 39 30 19 Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total

100

52

Ho : There is no significant difference between Training Programme conducted and the work satisfaction. H1: There is a significant difference between Training Programme Conducted and the work Satisfaction.

TABLE 4.24.1 EXPECTED COUNT Opinion Response Strongly Agree Agree Disagree Strongly Disagree Total Highly Satisfied 2.2 7.0 5.4 3.4 18.0 Satisfied Dissatisfied Highly Dissatisfied 1.8 5.8 4.5 2.8 15.0 Total

4.9 16.0 12.3 7.8 41.0

3.1 10.1 7.8 4.9 26.0

12.0 39.0 30.0 19.0

100

By SPSS, Calculated value 3.654 Degrees of freedom - 9 53

Level of Significance 0.933 INFERENCE: Since the level of significance is greater than 0.05, Ho is accepted.

So we conclude that there is no significant difference between Training Programme conducted and the work satisfaction.

ANALYSIS OF OPINION OF RESPONDENTS REGARDING COMPANY SUPPORTS EMPLOYEES TO ACHIEVE PROFFESSIONAL GOALS AND WORK SATISFACTION Table 4.25
Observed Count Opinion Response Strongly Agree Agree Disagree Strongly Disagree Total Highly Satisfied 3 7 6 2 18 Satisfied Dissatisfied Highly Dissatisfied 0 7 7 1 15 Total

7 19 8 7 41

7 8 6 5 26

17 41 27 15

100

Ho: 54

There is no significant difference between Company supports employees to achieve Professional goals and work satisfaction H1: There is a significant difference between Company supports employees to achieve Professional goals and work satisfaction

TABLE 4.25.1 Expected Count Opinion Response Strongly Agree Agree Disagree Strongly Disagree Total Highly Satisfied 3.1 7.4 4.9 2.7 18.0 Satisfied Dissatisfied Highly Dissatisfied 2.6 6.2 4.0 2.2 15.0 Total

7.0 16.8 11.1 6.2 41.0

4.4 10.7 7.0 3.9 26.0

17.0 41.0 27.0 15.0

100.0

By SPSS, Calculated value 9.863 Degrees of freedom 9 55

Level of significance 0.362 INFERENCE: Since the level of Significance is greater than 0.05, Ho is accepted.

So we conclude that there is no significant difference between Company Supports employees to achieve their Professional goals and work satisfaction.

ANALYSIS OF OPINION OF RESPONDENTS REGARDING MOTIVATION AND WORK SATISFACTION

(USING CORRELATION) TABLE 4.26

Work satisfaction Motivation highly satisfied Satisfied Dissatisfied highly dissatisfied Total Highly satisfied 4 7 4 3 18 satisfied Dissatisfied 7 18 11 5 41 9 7 8 2 26 highly dissatisfied 2 7 2 4 15 Total 22 39 25 14 100

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The correlated value of Motivation and work satisfaction is 0.013

INFERENCE Since the two variables Motivation and Work satisfaction are Positively Correlated, We conclude that if there is a increase in Motivation, there is increase in work Satisfaction also.

ANALYSIS OF OPINION OF RESPONDENTS REGARDING WORKING HOURS AND THE PROMOTION AND INCREMENT ACTIVITIES (USING ANOVA) TABLE 4.27

57

Promotion activities Working hours highly satisfied Satisfied Dissatisfied highly dissatisfied Total highly satisfied 3 8 4 3 18 Satisfied dissatisfied 9 12 9 5 35 4 13 8 6 31 highly dissatisfied 3 6 4 3 16 Total 19 39 25 17 100

Ho: There is no significant difference between working hours and the Promotion and Increment activities. H1: There is a significant difference between working hours and the Promotion and Increment activities.

By SPSS, Degrees of freedom -1 Level of significance 0.013

58

INFERENCE: Since level of significance is lesser than 0.05, we reject Ho. So we conclude that more number of working hours will not lead to promotional or incremental activities.

TABLE NO: 4.28 RATING OF WELFARE MEASURES BY THE EMPLOYEES

Weightages:

59

Factors

Level of Motivation Salary and Allowance Promotion and Increments Incentives Recreation and Entertainment Inference:

No. of Respondents Rank 1 2 3 4 36 38 19 7 25 38 22 15 31 32 17 20 38 42 8 12 33 34 10 23

Value

Weighted Average 3.03 3.11 2.74 3.06 2.77

Rank

303 311 274 306 277

III I V II IV

From the above table it is clear that employees ranked the welfare measures provided by the company was Rank: I Rank: II Rank: III Rank: IV Rank: V Salary and Allowance Incentives Level of Motivation Recreation and Entertainment Promotion and Increments

V FINDINGS
The majority of the employees possess work experience of 0-1 years Almost all the employees are aware of the welfare measures provided by ORIZEN Solutions. Nearly 40% of the employees perceive the welfare measures provided by the company are good. 42% of the employees agree that the company supports to achieve their Professional goals.

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 42% of the employees are satisfied with work they are doing and 25% of the employees are highly satisfied with the work. 38% of the employees are satisfied with the motivation given by the company and 34% of the employees are satisfied with the Recreation and Entertainment activities. Nearly 56% of the employees are satisfied with the medical facilities and 42% of the employees are satisfied with the Incentives given by the company. 32% of the employees are satisfied with the promotion and increment activities of the company and 38% of the employees are satisfied with the salary and allowance. There is no significant difference between Training Programmes Conducted and the work Satisfaction. The increase in Motivation will increase in work Satisfaction.

5.1 SUGGESTIONS
The Organization even though as a well defined HR Systems, Process, and Policies can implement the following measures which would be of immense benefit to certain group of employees.

The Organization provides a cafeteria/canteen inside its premises where it can serve food from subsidy rates. Moreover pick up and drop facilities for employees beyond a distance of 20km can be arranged .

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 A full fledged Library which contains books, journals and what is happening in the industry can be provided. Knowledge enrichment measures like e-library, internet that provide certificate courses can stimulate employees to higher levels of productivity. Employees can be taken on a yearly vacation for a couple of days which will help them from focusing on work and recharging their batteries. Facilities like gym, aerobic centre, will always encourage employees to venture into activities which will refresh their mind, body and spirit. Since most of the employees are married, the company can concentrate on crche facility, so that the effectiveness of women can be improved. The company can provide reimburse facility for the employees lunch expenses as many marketing people can also be benefited.

VI CONCLUSION

The Study on Effect of Employee Welfare Measures helps the Organization to know the Satisfaction level of the employees about the welfare measure provided by the company. From the collected data, it is seen that the employees are satisfied with the welfare measures provided to them. But then the Organization can make attempts

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to remove certain areas of dissatisfaction. Such things will lead the organization for better performance in all aspects.

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