CHAPTER-I

INTRODUCTION
INTRODUCTION:

Definition: “Employee welfare is a comprehensive term including various services, benefits

and facilities offered to employees & by the employers. Through such generous fringe benefits
the employer makes life worth living for employees.”

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

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.
Labor welfare has the following objectives:

 To provide better life and health to the workers

 To make the workers happy and satisfied

 To relieve workers from industrial fatigue and to improve intellectual, cultural

and material conditions of living of the workers.

The basic features of labor welfare measures are as follows:

 Labor welfare includes various facilities, services and amenities provided to

workers for improving their health, efficiency, economic betterment and social
status.

 Welfare measures are in addition to regular wages and other economic benefits
available to workers due to legal provisions and collective bargaining
  Labor welfare schemes are flexible and ever-changing. New welfare measures are
added to the existing ones from time to time.

 Welfare measures may be introduced by the employers, government, employees

or by any social or charitable agency.

 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:

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

 Facilities like housing schemes, medical benefits, and education and recreation
facilities for workers’ families help in raising their standards of living. This makes
workers to pay more attention towards work and thus increases their productivity.

 Employers get stable labor force by providing welfare facilities. Workers take
active interest in their jobs and work with a feeling of involvement and
participation.

 Employee welfare measures increase the productivity of organization and

promote healthy industrial relations thereby maintaining industrial peace.

 The social evils prevalent among the labors such as substance abuse, etc are
reduced to a greater extent by the welfare policies.
Employee Welfare Schemes

Organizations provide welfare facilities to their employees to keep their motivation levels
high. The employee welfare schemes can be classified into two categories viz. statutory
and non-statutory welfare schemes. The statutory schemes are those schemes that are
compulsory to provide by an organization as compliance to the laws governing employee
health and safety. These include provisions provided in industrial acts like Factories Act
1948, Dock Workers Act (safety, health and welfare) 1986, Mines Act 1962. The non
statutory schemes differ from organization to organization and from industry to industry.
STATUTORWELFARESCHEMES:

The statutory welfare schemes include the following provisions:

 Drinking Water: At all the working places safe hygienic drinking water should
be provided.

 Facilities for sitting: In every organization, especially factories, suitable seating

arrangements are to be provided.

 First aid appliances: First aid appliances are to be provided and should be
readily assessable so that in case of any minor accident initial medication can be
provided to the needed employee.

 Latrines and Urinals: A sufficient number of latrines and urinals are to be

provided in the office and factory premises and are also to be maintained in a neat
and clean condition.

 Canteen facilities: Cafeteria or canteens are to be provided by the employer so as

to provide hygienic and nutritious food to the employees.

 Spittoons: In every work place, such as ware houses, store places, in the dock
area and office premises spittoons are to be provided in convenient places and
same are to be maintained in a hygienic condition.

 Lighting: Proper and sufficient lights are to be provided for employees so that
they can work safely during the night shifts.

 Washing places: Adequate washing places such as bathrooms, wash basins with
tap and tap on the stand pipe are provided in the port area in the vicinity of the
work places.
  Changing rooms: Adequate changing rooms are to be provided for workers to
change their cloth in the factory area and office premises. Adequate lockers are
also provided to the workers to keep their clothes and belongings.

 Rest rooms: Adequate numbers of restrooms are provided to the workers with
provisions of water supply, wash basins, toilets, bathrooms, etc.

NON STATUTORY SCHEMES

Many non statutory welfare schemes may include the following schemes:

 Personal Health Care (Regular medical check-ups): Some of the companies

provide the facility for extensive health check-up

 Flexi-time: The main objective of the flextime policy is to provide opportunity to

employees to work with flexible working schedules. Flexible work schedules are
initiated by employees and approved by management to meet business
commitments while supporting employee personal life needs

 Employee Assistance Programs: Various assistant programs are arranged like

external counseling service so that employees or members of their immediate
family can get counseling on various matters.

 Harassment Policy: To protect an employee from harassments of any kind,

guidelines are provided for proper action and also for protecting the aggrieved
employee.

 Maternity & Adoption Leave – Employees can avail maternity or adoption

leaves. Paternity leave policies have also been introduced by various companies.

 Medi-claim Insurance Scheme: This insurance scheme provides adequate

insurance coverage of employees for expenses related to hospitalization due to
illness, disease or injury or pregnancy.

 Employee Referral Scheme: In several companies employee referral scheme is

implemented to encourage employees to refer friends and relatives for
employment in the organization.
NEED OF THE STUDY:
A common place that we see the need to apply Relations and welfare is in the work place.
In the work force, we can see Relations play a key role in leadership success. A person
unable to grasp Relations and apply it, will not become or stay a leader. It is critical that
anyone seeking to lead or Relations understand "Hewlett’s Hierarchy of Work
Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of
"Howletts Hierarchy" When these needs are achieved; the person moves up to level four
and then five. However, if levels one through three are not met, the person becomes
dissatisfied with their job. When satisfaction is not found, the person becomes less
productive and eventually quits or is fired. Achievement, advancement, recognition,
growth, responsibility, and job nature are internal motivators. These are the last two
levels of "Howletts Hierarchy." They occur when the person motivates themselves (after
external motivation needs are met.) An employer or leader that meets the needs on the
"Howletts Hierarchy" will see motivated employees and see productivity increase.
Understanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. Companies often spend thousands
of dollars each year hiring outside firms just to give motivation seminars.

OBJECTIVES OF THE STUDY:

1. To find out the present welfare activities for employees at Laxmi Hyundai
2. To find out the hinder answer for the Relations (i.e.: welfare).
3. To study taken by Laxmi Hyundai for improvement of the Relations as a discipline
Point
4. To study the hygienic and Relational content factors.
Scope of the study

 The study is confined and relevant only to Hyundai motors limited not applicable to
any organization.
 The study covers motivational practices in Hyundai motors limited at various levels
of employees.
 The study assists the management in determining the decision regarding the
performance of the employee.

METHODOLOGY

The basic principle in the research has been adopted in the overall methodology.

The following methodology has been used for meeting the requirements,

 Defining objectives

 Developing the information sources

 Collection o information

 Analysis of information

 Suggestion

The methodology followed for collection, analysis under interpretation of data

in explained below.
1. RESEARCH DESIGNS

There are generally three categories of research based on the type of information

required, they are

1. Exploratory research

2. Descriptive research

3. Casual research

The research category used in this project in descriptive research, which is

focused on the accurate description of the variable in the problem model. Consumer

profile studies, market potential studies, product usage studies, Attitude surveys, sales

analysis, media research and prove survey s are the,

Examples of this research. Any source of information can be used in this study

although most studies of this nature rely heavily on secondary data sources and survey

research.

2. Primary Source: Discussions with plant staff, Interviews, Questionnaire

administered.
3. Secondary Source: Journals Magazines and articles from prominent newspapers.

3. SAMPLE DESIGN
 a) Sampling unit: the study is directed towards the executive of managerial

level.

b) Sample size: sample size of 30 is taken in this study

Data analysis

Simple analysis method is followed for analyzing the data pertaining to different

dimensions of employees. Simple statistical data like percentage are used in the

interpretation of data pertaining to the study. The results are illustrated by means of bar

charts.

Limitations of the study:

A good report tells the results of the study. But every project has its own limitations.
These limitations can be in terms of

1. Due to time constraint, a comprehensive and meticulous study was not possible. As a
result, there might changes of errors creeping in

2. Owing to the busy schedule of the executive and the staff in the company

3. Recommendations of the study are only personal opinions, hence judgments may not
be considered as ultimate and standard solution.

4.All the details not revealed, as some information is kept confidential.

 CHAPTER-II
INDUSTRY PROFILE
&
COMPANY PROFILE
Automobile industry in India
The automobile industry in India is the ninth largest in the world with an annual
production of over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth
largest exporter of automobiles, behind Japan, South Korea and Thailand.

Following economic liberalization in India in 1991, the Indian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and relaxed
restrictions. Several Indian automobile manufacturers such as TOYOTA Motors, Maruti
Suzuki and Mahindra and Mahindra, expanded their domestic and international
operations. India's robust economic growth led to the further expansion of its domestic
automobile market which attracted significant India-specific investment by multinational
automobile manufacturers. In February 2009, monthly sales of passenger cars in India
exceeded 100,000 units.

bryonic automotive industry emerged in India in the 1940s. Following the independence,
in 1947, the Government of India and the private sector launched efforts to create an
automotive component manufacturing industry to supply to the automobile industry.
However, the growth was relatively slow in the 1950s and 1960s due to nationalization
and the license raj which hampered the Indian private sector. After 1970, the automotive
industry started to grow, but the growth was mainly driven by tractors, commercial
vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the
Indian market ultimately leading to the establishment of Maruti Udyog. A number of
foreign firms initiated joint ventures with Indian companies.
In the 1980s, a number of Japanese manufacturers launched joint-ventures for building
motorcycles and light commercial-vehicles. It was at this time that the Indian government
chose Suzuki for its joint-venture to manufacture small cars. Following the economic
liberalization in 1991 and the gradual weakening of the license raj, a number of Indian
and multi-national car companies launched operations. Since then, automotive
component and automobile manufacturing growth has accelerated to meet domestic and
export demands.

The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by an

internal –combustion engine (or, less often by an electric engine). The automobile was
the reply to the 19th –century reams of self-propelling the horse-drawn bikeriage.
Similarly, the invention of the motorcycle created the self –propelling bicycle. The first
commercial design was three-wheeler built by Edward Butler in Great Britain in 1884.
This employed a horizontal single-cylinder gasoline engine mounted between two steer
able front wheels and connected by a drive chain to the rear wheel. The 1900s saw the
conversion of many bicycles or pedal cycles by adding small, centrally mounted spark
ignition engine engines. There was then felt the need for reliable constructions. This led
to road trial tests and competition between manufacturers. Tourist Trophy (TT) races
were held on the Isle of main in 1907 as reliability or endurance races. Such were the
proving ground for many new ideas from early two-stroke-cycle designs to supercharged
multivalent engines mounted on aerodynamic, bikebon fiber reinforced bodywork.

The invention of two wheelers is a much-debated issue. “Who invented the first
motorcycle?” May seem like a simple question, “safety”, bicycle, i.e., bicycle with front
and rear wheels of the same size, with a pedal crank mechanism to drive the rear wheel.
Those bicycles in turn described from high-wheel bicycles. The high –wheelers
descended from an early type of pushbike, without pedals, propelled by the rider’s feet
pushing against the ground. These appeared around 1800, used iron banded wagon
wheels, and were called “bone-crushers”, both for their jarring ride, and their tendency to
toss their riders. Gottiieb Daimler (who credited with the building the first motorcycle in
1885, one wheel in the front and one in the back, although it had a smaller spring-loaded
outrigger wheel on each side. It was constructed mostly of wood, the wheels were of the
iron-banded wooden-spooked wagon-type and it definitely had a “bone-crusher” chassis!

FURTHER DEVELOPMENTS:

Most of the developments during the early phase concentrated on three and four-
wheeled design since it was complex enough to get the machines running with out having
to worry about them falling over. The next notable two-wheeler though was the
Hildebrand & Wolf Mueller, patented in Munich in 1894. In 1895, the French firm of
DeDion-button built and engine that was to make the mass production and common use
of motorcycle possible. The first motorcycle with electric start and a fully modem
electrical system; the Hence special from the Indian Motorcycle Company astounded the
industry in 1931. Before World War 1, IMC was the largest motorcycle manufacturer in
the world producing over 20000 bikes per year.

INCREASING POPULARITY:

The popularity of the vehicle grew especially after 1910, in 1916; the Indian
motorcycle company introduced the model H racer, and placed it on sale. During World
War 1, all branches of the armed forces in Europe used motorcycles principally for
dispatching. After the war, it enjoyed a sport vogue until the Great Depression began in
motorcycles lasted into the late 20 th century; weight the vehicle being used for high-speed
touring and sport competitions. The more sophisticated of a 125cc model. Since then, an
increasing number of powerful bikes have blazed the roads.

HISTORICAL INDUSTRY DEVELOPMENTS:

 Indian is the second largest manufacturer and producer to two wheelers in the
World. It stands next only to Japan and China in terms of the number of V produced and
domestic sales respectively. This destination was achieved due to variety of reason like
restrictive policy followed by the government of India towards the passenger bike
industry, rising demand for personal transport, inefficiency in the public transportation
system etc. The Indian two-wheelers industry made a small beginning in the early 50s
when Automobile products of India (API) started manufacturing scooters in the country.
Until 1958, API and Enfield were the sole producers.

The two –wheelers market was opened were opened to foreign competition in the
mid-80s. And the then market leaders-Escorts and Enfield – were caught unaware by the
onslaught of the 100cc bikes of the four Indo- Japanese joint ventures. With the
availability of fuel-efficiency low power bikes, demand swelled, resulting in Hero Honda
–then the only producer of four stroke bikes (100cc category), gaining a top slot.

The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki
and Hero Honda brought in the first two-stroke and four-stroke engine motorcycles
respectively. These two players initially started with assembly of CKD Kits, and later on
progressed to indigenous manufacturing.

The industry had a smooth ride in the 50s, 60s and 70s when government
prohibited new entries and strictly controlled capacity expansion. The industry saw a
sudden growth in the 80s. The industry witnessed a steady of 14% leading to a peak
volume of 1.9 mn vehicles in 1990.

In 1990 the entire automobile industry saw a drastic fall in demand. This resulted
in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn
vehicles. Barring Hero Honda, all the major producers suffered from recession in FY93
and FY94. Hero Honda showed a marginal decline in 1992.

The reason for recession in the sector were the incessant rise in fuel prices, high
input costs and reduced purchasing power due to significant like increased production in
1992, due to new entrants coupled with recession in the industry resulted in companies
either reporting losses or a fall in profits.

The two-wheelers market has had a perceptible shift from a buyers market to a
sellers market with a variety of choice, players will have compete on various fronts viz.
pricing, technology product design, productivity after sale service, marketing and
distribution. In the short term, market shares of individual manufacturers are going to be
sensitive to capacity, product acceptance, pricing and competitive pressures from other
manufacturers.

As incomes grow and people grow and people feel the need to own a private means
of transport, sales of two-wheelers will rise. Penetration is expected to increase to
approximately to more than 25% by 2005.

The motorcycle segment will continue to lead the demand for two-wheelers in the
coming years. Motorcycle sale is expected to increase by 20% yoy as compared to 1%
growth in the scooter market and 3% by moped sales respectively for the next two years.

The four-stroke scooters will add new dimension to the two-wheeler segment in the
coming future.

The Asian continent is that largest user of the two-wheelers in the world. This is due to
poor road infrastructure and low per capita income, restrictive policy on bike industry.
This is due to oligopoly between top five players in the segment, compared to thirsty
manufacturers in the bike industry.

Exports
India has emerged as one of the world's largest manufacturers of small cars. According to
New York Times, India's strong engineering base and expertise in the manufacturing of
low-cost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of
several automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and
Suzuki.

In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors
plans to export 250,000 vehicles manufactured in its India plant by 2011. Similarly,
General Motors announced its plans to export about 50,000 cars manufactured in India by
2011.

In September 2009, Ford Motors announced its plans to setup a plant in India with an
annual capacity of 250,000 cars for US$500 million. The cars will be manufactured both
for the Indian market and for export. The company said that the plant was a part of its
plan to make India the hub for its global production business. Fiat Motors also announced
that it would source more than US$1 billion worth auto components from India.

According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth largest
exporter of cars.

Indian automobile companies

Notable Indian automobile manufacturers

 Ashok Leyland

 Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster,

Sailster.

 Force Motors

 Hindustan Motors: Ambassador.

 Mahindra: Major, Xylo, Scorpio.

 Maruti Suzuki: 800, Alto, WagonR, Estilo, AStar, Ritz, Swift, Swift DZire, SX4,
Omni, Versa, Gypsy

 Premier: Sigma, Roadster, RiO.

 San Motors: Storm

 TOYOTA Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria

Electric car companies in India

 Ajanta Group
  Mahindra

 Hero Electric REVA

 Tara International

 TOYOTA Motors

Notable Multi-national automobile manufacturers

Locally manufactured Automobiles of Multi-national Companies

 Audi: A4, A6.

 BMW: 3 Series, 5 Series.

 Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.

 Fiat: Palio, Grande Punto, Linea.

 Ford: Ikon, Fiesta, Fusion, Endeavour, Figo

 Honda: Jazz, City, Civic, Accord.

 Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai , Sonata.

 Mercedes-Benz: C-Class, E-Class

 Mitsubishi: Lancer, Lancer Cedia.

 Nissan: Micra

 Renault: Logan

 Škoda: Fabia, Octavia, Laura.

 Toyota: Corolla, Innova, Fortuner

 Volkswagen: Jetta, Passat, Polo.

Cars sold in India as CBU (Completely Built Units)

 Audi: A8, TT, R8, Q5, Q7.

 Bentley: Arnage, Azure, Brooklands, Continental GT, Continental Flying Spur,

Mulsanne.
  BMW: 6 Series, 7 Series, X3, X5, X6, M3, M5, M6 and Z4.

 Chevrolet: Captiva

 Fiat: Nuova 500.

 Honda: Civic Hybrid, CR-V.

 Hyundai: Santa Fe.

 Jaguar: XF, XJ, XK.

 Lamborghini: Gallardo, Murciélago.

 Land Rover: Range Rover, Range Rover Sport, Discovery 4, Freelander 2.

 Maybach: 57 and 62.

 Mercedes-Benz: CL-Class, CLS-Class, S-Class, SL-Class, SLK-Class, M-Class,

Viano.

 Mitsubishi: Pajero, Montero, Outlander.

 Nissan: Teana, X-Trail, 307Z.

 Porsche: 911, Boxter, Panamera, Cayman, Cayenne.

 Rolls Royce: Ghost, Phantom, Phantom Coupé, Phantom Drophead Coupé.

 Škoda: Superb.

 Suzuki: Grand Vitara.

 Toyota: Camry, Land Cruiser, Land Cruiser Prado, Prius.

 Volkswagen: Beetle, Touareg.

 Volvo: S80, XC90.

HISTORY:
The Company is an authorized Dealer of Hyundai Motors India Limited (HMIL)
for sale of its entire range of motor vehicles. It is also authorized to service & repair of all
Hyundai cars and also deals in spare parts of Hyundai cars.
 Lakshmi Hyundai was established in the year 1998 in Himayathnagar with the
launch of Hyundai’s first car in India- the evergreen SANTRO. The entire business is
managed under the able leadership and guidance of the managing Director Shri K.Rama
Mohana Rao.
Soon after the Himayathnagar showroom, came up the ‘state-of-art service
facilities at Kukatpally, Banjarahills and L.B.Nagar. These service centers are well
equipped to cater to the needs of valued customers. The management left no stone
unturned to review, research and implement the latest of technologies and methodologies
to improve on the sales, service on the customer satisfaction. Continuous up gradation of
the facilities at the sales and service outlets and adding to the service agenda each time,
add been sales graph go high by the yea
AWARDS:
The awards received for “ Best in sales ” in south region, “Best in finance ”, “Top
performer ” in 2005 and their technicians being awarded with a Gold Medal for standing
No.1 in the world at World skill Olympics held at Korea-stand testimony to the
recognition that received at the global level.
According to the popular belief, a customer walking into LAKSHMI HYUNDAI is
treated like an asset. His/her needs are assessed in the first stage and the customer is
educated subsequently about the product line, service range, allied services, etc., ample
information and time is given to the prospective buyer to make up his/her mind on which
car to buy.
Totally focused customer centric approach, unparalleled service motto, top-end
facilities, bouquet of allied services, solid after sales backup, quality assurance,
unconditional warranty promise and desire to excel through service are some of the
threads which blend in effectively to give birth to the fabric called LAKSHMI
HYUNDAI LAKSHMI HYUNDAI’s success is just beginning and more to expect
spectacular chapters in the preamble “Winning Edges”.
LAKSHMI HYUNDAI MAN POWER:

Department Own Contract Total

Sales 57 0 57
Service 126 49 175
Spaces 15 0 15
Finance & 98 0 98
HR/Administration
Total 296 49 345

RECRUITMENT PROCESS AT LAKSHMI HYUNDAI:

The recruitment process involves both internal and external methods. Internal
methods namely are employee referrals, promotions, inter company transfers.
Employee referrals;
This is the most common method of recruitment used by the organization. Last year the
organization recruited 16 employees by employee referrals.
Promotions
Posts falling vacant due to be filled will be notified within the division/office, giving
educational qualifications and experience laid down for the post and the extent to which
these will be relaxed for promotion and inviting applications from eligible employees in
lower group, who have rendered the requisite qualifying service and who have requisite
higher post.
External methods of recruitment followed by the organization are employment exchange, paper
advertisements and campus recruitment. .
Employment Exchange: All vacancies are to be notified to the Local Employment Exchange. If
employment exchanges are unable to sponsor the suitable candidates with in the prescribed time
limits, the vacancies may be advertised in the press on a local/regional advertisement the
vacancies may be advertised on India Basis. A minimum of two weeks notice is to given to the
Local Employment Exchange for sponsoring suitable candidates.
Paper advertisements:

Of the external methods this method is mostly adopted by the organization. This method
of recruitment involves advertising the requirements of personnel in two of the leading
newspapers one being in English language and other being in regional language. For
recruitments in Hyderabad, Eenadu and Deccan Chronicle are the two leading
newspapers that the requirement of personnel is advertised.
SELECTION PROCESS AT LAKSHMI HYUNDAI:

After the recruitment process next step is the selection process in employing a suitable
candidate into the organization. At Hindustan Aeronautics Limited the selection process
mainly includes test/interviews. If a candidate passes through the different rounds of
interviews/test then he is employed into the organization. The Personnel Department of
each division or the corporate office will screen the applications received and categorize
them to those that satisfy prescribed minimum educational qualification and experience
and those do not .

Personal Manager Interview:

This is the first round of interview for the candidate. The Personal manager checks the
knowledge of the candidate in the applied field along with his positive attitude,
communication skills and so on. On personal dissatisfaction the manager can call the
candidate for another round of interview. He prepares an evaluation report on the
candidates' performance in the interview.

Board Directors Interview:

After the personal manager interview, the next in line is the Board Directors Interview.
There are 4 directors who take the seat of interviewer. Questions about family
background, health details, academic performance and activities, likes and dislikes,
attitudes and capabilities etc. are all questioned. The interview conducted by the Board
directors can take any shape from stress interview to formal or informal interview
depending on the kind of department they are being recruited for. All the directors
prepare an evaluation report individually on the candidates performance in relation to
personality, intelligence, attitudes, skills and knowledge and so on. .

Verification of Date of Birth, Character and Antecedents

The secondary school certificate is the accepted document required for verification of
date of birth. However, if this document is not available, the candidate should produce a
RESUME. In that he/she mention all study details of them.

APPOINTMENT OF SELECTED CANIDIDATES

Candidates who are selected for appointment to post will be issued with a letter

proposing to offer the post or offering the post. If they accept appointment offer they

are to be reply in the form.

SALES TEAM PERFORMANCE BONUS POINTS

Universal Factors Sub-Factors No. of Points Total
points
Job Knowledge & Product Information 100
Judgment
Communication Skills 75
GDMS Up gradation 100 350
Accessories Selling Skills 25
Finance Dealing Skills 50

Sales Personality Presentation Skills 50

 Confidence Level 50
Voice & Body Culture 100 300
Appearance 50
Selling Skills 50

Code Of Conduct Time Management 50

Obeying Orders 100
Alertness 75 350
Company Dress 50
Attendance Record 75

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor
Company (HMC), South Korea and is the largest passenger car exporter and the second
largest car manufacturer in India. HMIL presently markets 6 models of passenger cars
across segments. The A2 segment includes the Santro, i10 and the i20, the A3 segment
includes the Accent and the Verna, the A5 segment includes the Sonata Transform and
the SUV segment includes the Santa Fe.

HMIL’s fully integrated state-of-the-art manufacturing plant near Chennai boasts of the
most advanced production, quality and testing capabilities in the country. To cater to
rising demand, HMIL commissioned its second plant in February 2008, which produces
an additional 300,000 units per annum, raising HMIL’s total production capacity to
600,000 units per annum.

In continuation with its commitment to providing Indian customers with cutting-edge

global technology, HMIL has set up a modern multi-million dollar research and
development facility in the cyber city of Hyderabad. It aims to become a centre of
excellence for automobile engineering and ensure quick turnaround time to changing
consumer needs.

As HMC’s global export hub for compact cars, HMIL is the first automotive company in
India to achieve the export of 10 lakh cars in just over a decade. HMIL currently exports
cars to more than 110 countries across EU, Africa, Middle East, Latin America, Asia and
Australia. It has been the number one exporter of passenger car of the country for the
sixth year in a row.

To support its growth and expansion plans, HMIL currently has a 315 strong dealer
network and 640 strong service points across India, which will see further expansion in
2010.

Mr. Han Woo Park joined Hyundai Motor Company in Seoul, South Korea, in 1982 in
the finance department and ever since he has been involved with costing, auditing and the
financial operations of the company.

He joined Hyundai Motor India Limited in 2003 as the Chief Financial Officer and since
then he has played a pivotal role in HMIL as he was involved in all aspects of the
company in his capacity as a CFO.

Mr. Park has a vast experience and understanding of Hyundai Motor India Ltd and the
Indian culture and has successfully led his team for the last seven years. Mr. Park holds a
degree in Business Administration from the University of Dankook in Seoul, South
Korea.

Prior to his becoming the Managing Director of HMIL he held the position of CFO and
Senior Executive Director. Mr Park lives in Chennai with his wife. He has two children, a
son and a daughter. The son is studying at University of Texas, Austin and the daughter is
studying at SUNY Buffalo. Mr Park was born in South Korea on January 29, 1958.
Hyundai Motor India Engineering (HMIE) is a fully owned subsidiary of Hyundai Motor
Company, South Korea, which has set up the R&D Centre in Hyderabad. HMIE is a
centre with one of the most advanced research and development facilities which focuses
on state of the art product and design engineering and rigorous quality enhancement. The
new R&D Centre at Hyderabad in India is Hyundai Motor Company’s fourth overseas
R&D centre.
Set up with an investment of Rs. 184 crores, the new 200,000 square-foot facility R&D
Centre, is aimed at further accelerating local content development and enable Hyundai to
respond even more quickly to changing customer needs across the world. The R&D
Centre will further facilitate the development of India as Hyundai’s global hub for
manufacturing and engineering of small cars. The new R&D Centre in Hyderabad will
support all back-end operations like computer aided engineering (CAE), computer aided
design (CAD) and help the R & D work taking place across Hyundai’s car line-up. The
R&D Centre will help in developing vehicles which includes their styling, design
engineering and vehicle test & evaluation. The R&D Centre will play a pivotal role for
cars manufactured in India inorder to satisfy the specific needs of the Indian customers.

Hyundai Motor Company’s other overseas R&D centres are located in the United States,
Germany, Japan & Korea.
Management Philosophy With the spirit of creative challenge, we will strive to create a
more affluent lifestyle for humanity, and contribute to the harmony and co-prosperity
with shareholders, customers, employees and other stakeholders in the automobile
industry.

The spirit of creative challenge has been a driving force in leading HMC to where it is
today.
It is the permanent key factor for HMC to actively respond to change in the management
system and seek creative and self–innovative system. With the spirit of creative
challenge, we create profits, the primary objective of a private enterprise. Furthermore,
we take responsibility for the environment and society we belong to, and offer sustainable
mobility in order to implement our corporate philosophy and provide benefits to all
stakeholders including shareholders, customers, executives, employees, suppliers, and
communities. Vision We announced "Innovation for Customers" as our mid–to long–
term vision with five core strategies: global orientation, respect for human values,
customer satisfaction, technology innovation, and cultural creation. We desire to create
an automobile culture of putting customer first via developing human–centered and
environment–friendly technological innovation.

Management Policy Based on a

respect

for human dignity, we make efforts to meet the expectations of all stakeholders including
customers and business partners by building a constructive relationship amongst
management, labor, executives and employees. Also, we focus on communicating our
corporate values both internally and externally, and gaining confidence from all
stakeholders.

Mid-and Long-term Strategies We developed five mid–and long–term strategies: global

management, higher brand values, business innovation, environmental management, and
strengthening product competitiveness. Especially, we selected environmental
management as one of our strategies to meet the needs of our stakeholders and the society
we belong to. We also intend to promote sustainability development and preservation of
the environment.
MOST LIKED SMALL CAR IS SANTROXING
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 CHAPTER-III
REVIEW OF LITERATURE

EMPLOYEE WELFARE

Employee welfare defines as "efforts to make life worth living for workmen".
These efforts have their origin either in some statute formed by the state or in some local
custom or in collective agreement or in the employer's own initiative.

“Employee welfare measures increase the productivity of organization and promote healthy
industrial relations thereby maintaining industrial peace”
  To give expression to philanthropic and paternalistic feelings.

 To win over employee's loyalty and increase their morale.

 To combat trade unionism and socialist ideas.

 To build up stable labour force, to reduce labour turnover and absenteeism.

 To develop efficiency and productivity among workers.

 To save oneself from heavy taxes on surplus profits.

 To earn goodwill and enhance public image.

 To reduce the threat of further government intervention.

 To make recruitment more effective (because these benefits add to job appeal).

Principles of Employee Welfare Service

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

employee welfare service:

 The service should satisfy real needs of the workers. This means that the manager
must first determine what the employee's real needs are with the active
participation of workers.

 The service should such as can be handled by cafeteria approach. Due to the
difference in Sex, age, marital status, number of children, type of job and the
income level of employees there are large differences in their choice of a
particular benefit. This is known as the cafeteria approach. Such an approach
individualises the benefit system though it may be difficult to operate and
administer.

 The employer should not assume a benevolent posture.

 The cost of the service should be calculate and its financing established on a
sound basis.

 There should be periodical assessment or evaluation of the service and necessary

timely on the basis of feedback.
Types of Employee Welfare Services

¯ Safety Services

Prevention of accidents is an objective which requires o explanation.

The costs of accidents are enormous in suffering to the injured, in reduction or loss of
earnings, in disabilities and incapacities which afflict those involved and in
compensation, insurance and legal costs, in lost time, filling in reports and attending to
enquiries, and in spoilage of materials, equipment and tools to management.

Accidents are the consequence of two basic factors: technical and human.
Technical factors include all engineering deficiencies, related to plant, tools material and
general work environment. Thus, for example, improper lighting, inadequate ventilation,
poor machine guarding and careless housekeeping are some hazards which may cause
accidents. Human factors include all unsafe acts on the part of employees. An unsafe act
is usually the result of carelessness.

Young and new employees, because of their difficulty in adjusting to the work
situation and to life in general, also have many more accidents than do old and nature
workers.

The Phenomenon of Accident Proneness. Some persons believe wrongly in the theory
that certain individuals are accident prone, that is , they have some personality trait as
opposed to some characteristic of the environment which predisposes them to have more
accidents than others in work condition where the risk of hazards is equal to all.

Components of a Safety Service

Among the many components of a safety service the following have proved
effective when applied in combination:

 Appointment of safety officer

In big organizations, the appointment of a safety officer to head

the safety department is a must. In small organizations, the personnel manager may look
after the functions of this department. The head of the safety department, who is usually
a staff man, is granted power to inspect the plant for unsafe condition, to promote sound
safety practices (through posters an d safety campaigns), to make safety rules, and to
report violations to the plant manager.

 Support by line management

The head of the safety department, whether enjoying a staff or a

functional position, by himself, cannot make a plan safe. His appointment lulls line
management into assuming that all its safety problems have been solved.

 Elimination of hazards

Although complete elimation of all hazards is virtually an

impossibility but following steps can be taken to help reduce them:

 Job safety analysis

All job procedures and practices should be analysed by

an expert to discover hazards. he should then suggest changes in their motion patterns,
sequence and the like.

 Placement

A poorly placed employee is more apt to incur injury

than a properly placed employee. Employees should be placed on jobs only after
carefully estimating and considering the job requirements with those which the individual
apparently possesses.

 Personal protective equipment

Endless variety of personal safety equipment is available

nowadays which can be used to prevent injuries.

 Safeguarding machinery
Guards must be securely fixed to all powerdriven

machinery.

 Materials handling

Though often ignored, the careless handling of heavy and

inflammable materials is an important source of several injuries and fire.

 Hand tools

Minor injuries often result from improperly using a good

tool or using a poorly designed tool. Therefore, close supervision and instruction should
be given to the employees on the proper tool to use an the proper use of the tool.

 Safety training, education and publicity

Safety training is concerned with developing safety skills,

whereas safety education is concerned with increasing contest programmes, safety

campaigns, suggestion awards, and various audiovisual aids can be considered as
different forms of employee education.

 Safety inspection

An inspection by a trained individual or a committee to detect

evidence of possible safety hazards (such as poor lighting, slippery floors, unguarded
machines, faulty electrical installations, poor work methods and disregard of safety rules)
is a very effective device to promote safety.

Health Services

The prevention of accident constitutes only on segment of the function of

employee maintenance. Another equally important segment is the employee's general
health, both physical and mental.

There are two aspects of industrial health services

 Preventive

 Curative, the former consists of

  pre-employment and periodic medical examination,

 removal or reduction of health hazards to the maximum extent possible,

 Surveillance over certain classes of workers such as women, young persons and
persons exposed to special risks.

Counseling Services

An employee very often comes across problems which have emotional content.
For example, he may be nearing retirement and feeling insecure or he may be getting
promotion and feeling hesitant to shoulder increased responsibility or he may be worried
due to some family problem.

Employee Welfare in India

The chapter on the Directive Principles of State Policy in our Constitution

expresses the need for labour welfare thus:

 The State shall strive to promote the welfare of the people by securing and
protecting as effectively as it may a social order in which justice, social, economic
and political, shall inform all the institutions of the national life.

 The State shall, in particular, direct its policy towards securing:

 That the citizens, men and women equally, have the right to an adequate means of
livelihood;

 That the ownership and control of the material resources are so distributed as to
subserve the common good.

 The State shall make provision for securing just and humane conditions of
work and for maternity relief.

Factories Act, 1948

The principal Act to provide for various labour welfare measures in India is the
Factories Act, 1948. The Act applies to all establishments employing 10 or more workers
where power is used and 20 or more workers where power is not used, and where a
manufacturing process is being carried on.
Employee Welfare Officer

Section 49 of the factories act provides that in every factory wherein 500 or more
workers are ordinarily employed the employer shall appoint at least one welfare officer.

The welfare officer should possess; (i) a university degree; (ii) degree or diploma
in social service or social work or social welfare from a recognized institution; and (iii)
adequate knowledge of the language spoken by the majority of the workers in the area
where the factory is situated.

¯ Supervision

¯ Counseling workers

¯ Advising management

¯ Establishing liaison with workers

¯ Working with management and workers to improve productivity.

¯ Working with outside public to secure proper enforcement of various acts.

Health of Employees

 Cleanliness. Every factory shall be kept clean by daily sweeping or washing the
floors and work rooms and by using disinfectant where necessary.

 Disposal of wastes and effluents. Effective arrangements shall be made for the
disposal of wastes and for making them innocuous.

 Ventilation and temperature. Effective arrangements shall be made for ventilation

and temperature so as to provide comfort to the workers and prevent injury to
their health.

 Dust and fume. Effective measures shall be taken to prevent the inhalation and
accumulation of dust and fumes or other impurities at the work place.

 Artificial humidification. The State Government shall make rules prescribing

standard of humidification and methods to be adopted for this purpose.
  Overcrowding. There shall be in every work room of a factory in existence on the
date of commencement of this act at least 9.9cubic meters and of a factory built
after the commencement of this act at least 4.2 cubic meters of space for every
employee.

 Lighting. The State Government may prescribe standards of sufficient and

suitable lighting.

 Drinking Water. There shall be effective arrangement for wholesome drinking

water for workers at convenient points.

 Latrines and urinals. There shall be sufficient number of latrines and urinals,
clean, well-ventilated, conveniently situated and built according to prescribed
standards separately for male and female workers.

 Spittoons. There shall be sufficient number of spittoons placed at convenient

places in the factory.

Safety of Employees

 Fencing of machinery. All dangerous and moving parts of a machinery shall be

securely fenced. Screws, bolts and teeth shall be completely encased to prevent
danger.

 Work on or near machinery in motion. Lubrication or other adjusting operation

on a moving machinery shall be done only by a specially trained adult male
worker.

 Employment of young persons on dangerous machines. No young person shall be

allowed to work on any dangerous machine (so prescribed by the state
government) unless he is sufficiently trained or is working under the supervision
of knowledgeable person.

 Device for cutting off power. Suitable device for cutting of power in emergencies
shall be provided.
  Hoists and lifts. These shall be made of good material and strength, thoroughly
examined at least once in every six months and suitably protected to prevent any
person or thing from being trapped.

Welfare of Employees

Chapter V of the factories Act contains provisions about the welfare of

employees. These are as follows:

 There shall be separate and adequately screened washing facilities for the use of
male and female employees.

 There shall be suitable places provided for clothing not worn during working
hours and for the dying of wet clothing.

 There shall be suitable arrangement for all workers to sit for taking rest if they are
obliged to work in a standing position.

 There shall be provided the required number of first-aid boxes or cupboard (at the
rate of one for every 150 workers) equipped with the prescribed contents readily
available during the working hours of the factory.

 The State Government may make rules requiring that in any specified factory
employing more than 250 employees a canteen shall be provided and maintained
by the occupier for the use of the employee.

 There shall be provided sufficiently lighted and ventilated lunch room if the
number of employees ordinarily employed is more than 150.

Restrictions in the Factories Act on the employment of young persons:

1. Prohibition as to employment of children (Section 67)

No child who has not completed his fourteenth year shall be required or allowed to work
in any factory.
2. Employment of Children and Adolescent (Section 68)

A child who has completed his fourteenth year or an adolescent shall not be required or
allowed to work in any factory unless following conditions are fulfilled:

 The manager of the factory has obtained a certificate of fitness granted to such
young

 While at work, such child or adolescent carries a token giving reference to such
certificate.

3. Certificate of fitness (Section 69)

Before a young person is employed in the factory, a certifying surgeon has to certify that
such person is fit for that work in the factory.

Welfare Funds

In order to provide welfare facilities to the workers employed in mica, iron, ore,
manganese ore and chrome ore, limestone and dolomite mines and in the beedi industry,
the welfare funds have been established to supplement the efforts of the employers and
the State Government under respective enactments.

The welfare measures financed out of the funds relate to development of medical
facilities, housing, supply of drinking water, support for education of dependents and
recreation, etc.

Voluntary Benefits

Benefits are also given voluntarily to workers by some progressive employers.

These include loans for purchasing houses and for educating children, leave travel
concession, fair price shops for essential commodities and loans to buy personal
conveyance.

Machinery Connected with Employee Welfare Work

1. Chief inspector of Factories

It is the duty of the Chief inspector of factories (who generally works under the
administrative control of the labour commissioner in each state) to ensure enforcement of
various provisions of Factories Act i8n respect of safety, heath and welfare of workers.

2. Central Labour Institute

The institute was set up in Bombay in 1966 to facilitate the proper implementation of the
Factories Act, 1948; to provide a centre of information for inspectors, employers,
workers and others concerned with the well being of industrial labour and to stimulate
interest in the application of the principles of industrial safety, health and welfare.

3. National Safety Council

The National Safety Council was wet up on 4th March, 1966 in Bombay at the initiative
of the Union Ministry of Labour and Rehabilitation, Government of India, as an
autonomous national body with the objective of generating developing and sustaining an
movement of safety awareness at the national level.

4. Director General of Mines Safety

The Director General of Mines Safety enforces the Mines Act, 1952. He inspects
electrical installation and machinery provided in the mines and determines the thickness
of barriers of 2 adjacent mines in order to prevent spread of fire and danger of inundation.

Appraisal of Welfare Services

 One of the main obstacles in the effective enforcement of the welfare provisions
of the Factories Act has been the quantitative and qualitative inadequacy of the
inspection staff.

 at present, a labour welfare officer is not able to enforce laws independently

because he has to work under the pressure of management.

 Women workers do not make use of the crèche facilities either because they are
dissuaded by the management to bring their children with them or because they
have to face transport difficulties.

National Commission on Employee Recommendations

  The statutory provisions on safety are adequate for the time being effective
enforcement is the current need.

 Every fatal accident should thoroughly be enquired into and given wide publicity
among workers.

 Employers should play a more concerted role in safety and accident prevention
programme and in arousing safety consciousness.

 Safety should become a habit with the employers and workers instead of
remaining a mere ritual as at present.

 Unions should take at least as much interest in safety promotion as they take in
claims for higher wages.

SOCIAL SECURITY

The connotation of the term "Social Security" varies form country to country with
different political ideologies. In socialist countries, the avowed goal is complete
protection to every citizen form the cradle to the grave.

There are some components of Social Security:

 Medical care

 Sickness benefit

 Unemployment benefit

 Old-age benefit

 Employment injury benefit

 Family benefit

 Maternity benefit

 Invalidity benefit and

 Survivor's benefit

Social Securities may be of two types

  Social assistance under which the State finances the entire cost of the facilities and
benefits provided.

 Social insurance, under the State organizes the facilities financed by contributions form
the workers and employers, with or without a subsidy from the state.

Social Security in India

At present both types of social security schemes are in vogue in our country.
Among the social assistance schemes are the most important.

The social insurance method, which has gained much wider acceptance than the
social assistance method, consists of the following enactments.

The workmen's Compensation Act, 1961.

The Employee's State Insurance Act, 1948.

The employees' State Insurance Act, 1948.

The Maternity Benefit Act, 1961.

Employees' compensation Act, 1923

a. Coverage. This Act covers all workers employed in factories, mines, plantations,
transport undertakings, construction works, railways, ships, circus and other hazardous
occupations specified in schedule II of the Act.

The Act empowers the State Government to extend the coverage of the Act by adding
any hazardous occupation to the list of such occupations is schedule II.

 Administration. The Act is administered by the State Government which

appoints Commissioners for this purpose under sec. 20 of the Act.

 Benefits. Under the Act, compensation is payable by the employer to a workman

for all personal injuries caused to him by accident arising out of and in the course
of his employment which disable him for more than 3 days.

2. Employees' State Insurance Act, 1948

 Other than seasonal factories, run with power and employing 20 or more workers.
  Administration. The Act is administered by the ESI corporation, an autonomous
body consisting of representatives of the Central and State Governments,
employers, employees, medical profession and parliament.

 Benefits. The Act, which provides for a system of compulsory insurance, is a

landmark in the history of social security legislation in India.

 Medical Benefit. An insured person or (where medical benefit bas been

extended to his family) a member of his family who requires medical
treatment is entitled to receive medical benefit free of charge.

 Sickness Benefit. An insured person, when he is sick, is also entitled to

get sickness benefit at the standard benefit rate corresponding to his
average daily wage.

 An insured woman is entitled to receive maternity benefit (which is twice

the sickness benefit rate) for all days on which she does not work for
remaining during a period of 12 weeks of which not more than 6 weeks
shall precede the expected date of confinement.

 The Act makes a three-fold classification of injuries in the same way as is

done in the workmen's compensation Act.

 Dependant's Benefit. If an insured person meets with an accident in the

course of his employment an dies as a result thereof, his dependants, i.e.
his widow, legitimate or adopted sons and legitimate unmarried daughters
get this benefit.

3. The Maternity Benefit Act, 1961

Maternity benefit is one of the important benefits provided under the

Employees State Insurance Act, 1948. Another important legislation in this respect is the
Maternity Benefit Act, 1961. The Act covers only those persons who are not covered by
the Employees State Insurance Act. The Act entitles a woman employee to claim
maternity leave from her employer if she has actually worked for a period of at least 160
days in the 12 months immediately proceeding the day of her expected delivery.
The act further provides for the payment of medical bonus of Rs. 250

to the confined woman worker.

The committee on the status of women in India 1974 has, there fore,

recommended the following changes in the Act:

 The administration of the fund should follow the pattern already established by
the ESIC.

 For casual labour a minimum of 3 months of service should be considered as

qualification service for this benefit.

 This will provide greater incentive to women workers to participate in trade union
activities.

1. The Payment of Gratuity Act, 1972

 Coverage. The Act applies to every factory, mine, oilfield, plantation, port and
railway company and to every shop or establishment in which 10 or more persons
are employed, or were employed, on any day of the preceding 12 months.

 Administration. The Act is administered by a controlling authority appointed by

the appropriate Government.

 Benefits. Under the Act gratuity is payable to an employee on the termination of

his employment after he has rendered continuous service for not less than five
years. The completion of continuous service of five years is, how ever, not
necessary where the termination of the employment is due to death or
disablementGratuity is payable at the rate of 15 days' wages based on the rate of
wages last drawn by the employee for every complete year of service or part
thereof in excess of six months. But the amount of gratuity payable to an
employee shall not exceed Rs. 3.5 lakh.
 Source of Funds. Under the Act gratuity is payable entirely by the Employer.
For this purpose is required either (i) to obtain insurance with the Life Insurance
Corporation, or (ii) to establish a gratuity fund. Thus it is his liability to pay the
premium in the first case to make the contribution in the second case.

CHAPTER-IV

DATA ANALYSIS
&
INTREPRETATION
Data analysis has been done by arranging the data in a simple table form and percentages
are calculated. The quantitative data has been represented by drawing out the charts
where ever necessary.

1) Do you think Employee Welfare is needed in a company?

a) YES (b) NO

S.No Options No. of Responses Percentage

1 YES 30 100%
2 NO 0 0

YES
NO

Interpretation:
To above question, almost 30% of the employees thought that the
Employee Welfare programs is needed in a company.

2) In Your Organization Educational assistance provided for children’s education

A) Yes
B) No
 No. of
S.No Options Responses Percentage
1 YES 25 83%
2 NO 5 17%
TOTAL 30 100%

YES
NO

Interpretation:
Most of the employees in the organization said that the organization is providing
assistance for children’s education as a Employee Welfare program.

3) What are the methods used in your organization in order to help the staff in
managing as welfare?

 Rest room
 Yoga and Meditation
 Physical Exercise and indoor games
 Music
 None of the above

Particulars Response (No of percentage

persons)
Rest room 14 47%

Yoga and Meditation 8 27%

Physical Exercise and indoor games 4 13%

Music 2 7%
 All the above 2 6%

Interpretation:
Employees are managing the stress by using rest rooms and , by meditation and yoga by
Physical Exercise and indoor games and using other.

4) When You Feel stress, who will help you to overcome the stress?

 Management
 Family
 Friends
 Colleagues
 None of the above

Particulars Response (No of Percentage

persons)
Management 8 27%
Family 10 33%
Entertainment 4 13%
Colleagues & Friends 3 10%
All of the above 5 17%
 Management
Family
Entertainment
Colleagues & Friends
All of the above

Interpretation:

Maximum number of employees i.e. 10 said that family would help them to
overcome stress while 8 said that management would support them.

5) Does the welfare programs at the organization interface in your work life?
 Yes
 No
 At times

Particulars Response (No of Percentage

persons)
Yes 16 53%

No 9 30%

At times 5 17%
 Yes
No
At times

Interpretation:

16 respondents said that personal welfare programs will interfere in work life and 9 are
said that no impact and 5 are said that at the time of the mind set.

6) Are there any recreational programs/events at your work place?

 Yes
 No

Particulars Response (No of Percentage

persons)
Yes 18 60%

No 12 40%

Yes
No
Interpretation:

18 employees are said that there are recreational programs/events at your work place
And 12 said that there are no such programs.

6) Do you setup reasonable and attainable goals when you have a large project to
compute?
 Yes
 No
Particulars Response (No of Percentage
persons)
Yes 25 83%

No 5 17%

Yes
No

Interpretation:

25 respondent’s setup reasonable and attainable goals when you have a large
project to compute and 5say No.

8) How is the communication among you and the subordinates in an Organization?

 Good
 Bad
  Poor

Particulars Response (No Percentage

of persons)
Good 26 87%

Bad 4 13%

Poor 0 0

Good
Bad
Poor

Interpretation:

26 employees are said that good communication among you and the subordinates in an
organization and 4 said bad communication among you and the subordinates in an
organization and 0 said it is poor.

9) Are you satisfied with the job and the work environment?
  Yes
 No
Particulars Response (No of Percentage
persons)
Yes 22 73%

No 8 27%

Yes
No

Interpretation:

22 respondents are satisfied with the job at the work environment. And 8 are un satisfied
with the job at the work environment.

10) Do you feel you have enough skills to handle the responsibilities assigned to your
role?
 Yes
 No
Particulars Response (No of persons) Percentage

Yes 23 77%

No 7 23%
 Yes
No

Interpretation:

23 are said that they feel enough skills to handle the responsibilities assigned their role, 7
said they are not feeling.

Employee Benefits

11) Are the physical working conditions taken care by superiors?

A) Yes B) No C) Some time D) Can’t say
PARTICULARS RESPONDENTS Percentage
YES 20 67%
NO 5 17%
SOME TIME 2 6%
CAN’T SAY 3 10%

YES
NO
SOME TIME
CAN’T SAY
Interpretation:
\

More Number of Employees said that the physical working conditions are taken care by
superiors only.

12) Are you accustomed to work under many supervisors for the same nature of
work?
A) Yes B) No C) Some time D) Can’t say

PARTICULARS RESPONDENTS Percentage

YES 5 17%
NO 15 50%
SOME TIME 8 27%
CAN’T SAY 2 6%

YES
NO
SOME TIME
CAN’T SAY

Interpretation:
A few Number of Employees is saying that they accustomed to work under many
supervisors for the same nature of work.

13) Do you feel to do your duty out of your commitment to job because of the fear of
survival?

A) fear B) commitment C) both

PARTICULARS RESPONDENTS Percentage

Fear 3 10%
Commitment 23 77%
both 4 13%
 Fear
Commitment
both

Interpretation:

A few Number of Employees is saying that they feel to do your duty out of your
commitment to job because of the fear of survival

14) Do you feel that working atmosphere is friendly in nature at your work place?

A) Agree B) Disagree C) Agree to some extent D) Can’t say

PARTICULARS RESPONDENTS Percentage

AGREE 26 87%
DISAGREE 2 6%
AGREE TO SOME EXTENT 2 7%
CAN’T SAY 0

AGREE

DISAGREE

AGREE TO SOME
EXTENT
CAN’T SAY
Interpretation:
More number of Number of Employees is saying that there working atmosphere is
friendly in nature at your work place
15) Do you feel that you are having a good rapport with all your peers and
superiors?
A) Very good B) Average C) Below Average D) Low

PARTICULARS RESPONDENTS Percentage

VERY GOOD 20 67%
AVERAGE 7 23%
BELOW AVERAGE 3 10%
LOW 0

VERY GOOD
AVERAGE
BELOW AVERAGE
LOW

Interpretation:

More number of Number of Employees is saying that feel that you are having a good
rapport with all your peers and superiors

16) Does In your department work is distributed in a fair manner?

A) Yes B) No C) Some time D) Can’t say

PARTICULARS RESPONDENTS Percentage

YES 22 73%
NO 3 10%
SOME TIME 2 7%
CAN’T SAY 3 10%
 YES
NO
SOME TIME
CAN’T SAY

Interpretation:

More number of Number of Employees is saying that the department work is distributed
in a fair manner

17) Do you feel that your job is secured?

A) Yes B) No C) Doubtful D) can’t say

PARTICULARS RESPONDENTS Percentage
YES 20 66%
NO 5 17%
DOUBTFUL 5 17%
CAN’T SAY 0

YES
NO
DOUBTFUL
CAN’T SAY

Interpretation:
More number of Number of Employees are saying that their job is secured.
18) Do you feel Discipline helps in individual development?

A) Agree B) Disagree C) Agree to some extent D) Can’t say

PARTICULARS RESPONDENTS Percentage

AGREE 25 83%
DISAGREE 2 7%
AGREE TO SOME EXTENT 3 10%
CAN’T SAY 0

AGREE

DISAGREE

AGREE TO SOME
EXTENT
CAN’T SAY

Interpretation:

More number of Number of Employees is said that Discipline helps in individual

development
CHAPTER-V

FINDINGS
CONCLUSIONS
SUGGESTIONS
BIBLIOGRAPHY
QUESTIONNAIRE
FINDINGS & SUGGESTIONS

1 the welfare facilities, which are organized by the management, are well
known to the workers and the employees at laxmi Hyundai are satisfied with majority
welfare facility except the few mentioned below

2. From the study it was noticed that majority of respondents i.e. most of employees aware
of all the welfare facilities provided by the company it means company always
think of employees. but still it can improve to satisfy the employees.

3. It was noticed that most of employees feel good about present welfare facilities it shows the
welfare facilities are good.

4. Maximum number of employees is saying that their job in the organization is secured

5. Most of the employees said that they feel they possess enough skills to handle the
responsibilities assigned to their role. But few employees don’t think so. So the
management can help them by providing training

6. Employees are managing the stress by using rest rooms and , by meditation and yoga
by Physical Exercise and indoor games and using other.

7. Most of the employees in the organization said that the organization is bearing the
children’s education as a Employee Welfare program.
CONCLUSIONS

In the above perspective, the present chapter makes an attempt to draw some conclusions.
It should be confessed here that the investigator is conscious of the limitations of the
study and the conclusion drawn on the basis of the sample from a single unit cannot be
generalized about the entire manufacturing sector.

With regard to value of people, the analysis leads to the conclusion that the Executives
give a reasonable value to the Human Resources in the Organization. However, in
respect of concept about power, they are somewhat agreed to share the power. As far as
information sharing with lower rungs is concerned, they are very positive.

As far as clarity is concerned, the executives are somewhat agreed i.e., neutral. The
aspect wise percentage analysis leads to the conclusion that the organization is somewhat
ready for employee empowerment because the majority of the Executives in almost all
aspects are concentrated in somewhat ready group
 BIBLIOGRAPHY

 P. Subba Rao, Personneland Human Resources Management, Himalaya

Publishing House, 2001.
 Biswajet Patnayak, Human Resources management, Pentice-Hall Of India-2002.
 Arun Monappa, Mirza. S. Saiyadain, Personnel Management, Tata Mc Graw-Hill
Publishing Company Ltd, 1998.
 Annual Reports and Magazines of ultra tech cements.
 William. B. Werther, Jr. Keith Davis, Human Resources And Personnel,1999
 Management, Tata Mc Graw –Hill Publishing Company Ltd, 1998.
 C.R.Kothari, Research Methodology, Vikas Publishing House,2000
 K. Aswathappa, Human Resource & Personnel Management. The Mc Graw-Hill
companies, 2004.

Websites:
www.themanagementor.com
www.hyundaiindia.com
www.hr.com
www.autoindia.com
 QUESTIONNAIRE

General profile of The Employee

Project Title :
Employee Name :
Designation :
Department :
Educational Qualification :
Experience :

1) Do you think Employee Welfare is needed in a company?

a) YES
b) No

2) In Your Organization Educational assistance provided for children’s education

a) Yes
b) No
3) Rate the Welfare program, you are getting in the organization

Particulars % Rating
Canteen Subsidy
Festival Allowance
Night Shift Allowance
Heat Treatment Allowance
Rest Room Facility
shift timings
Safety practices
death in harness
HRA

4)What are the methods used in your organization in order to help the staff in
managing as welfare?
a)Rest room
b) Yoga and Meditation
c) Physical Exercise and indoor games
d) Music
e) None of the above

 Is it necessary that the organization should take up the programmers for welfare
programs?
a)Yes
b) No
 When You Feel stress, who will help you to overcome the stress?
a) Management
b) Family
c) Friends
d) Colleagues
 e)None of the above

6)What do you do to increase welfare programs at organization?

a)I will work very fast
b)I’ should decide when to relax
c)I will work very intensively
d)I will plan my job schedules
e)I should maintain good relations
f)Other
 Do your welfare programs interface in your work life?
a)Yes
b)No
c)At times
 Are there any recreational programs/events at your work place?
a)Yes
b)No

 Do you setup reasonable and attainable goals when you have a large project to
compute?
a)Yes
b)No
 Do you feel introduction of stress management act as a welfare program?
a)Yes
b)No

12)Are the physical working conditions are taken care by superiors?

a)Yes
b) No
 c) Some time
d) Can’t say
13) Are you accustomed to work under many supervisors for the same nature of work?
a) Yes
b) No
c) Some time
d) Can’t say

14) Do you feel you do your duty out of your commitment to job or because of the
fear of survival?
a) Commitment
b) Fear
c) None

15). Do you feel Discipline helps in individual development?

A) Agree B) Disagree C) Agree to some extent D) Can’t say