Employee Welfare Is A Comprehensive Termincluding Various Services

Emplo
yee
welfar
e is a
compr
ehens
ive
termi
ncludi
ng
variou
s
servic
es,
facilit
ies
anda
meniti
es

provid
ed to
emplo
yees
for
their
better
ment.

The
basic
purpo
se in
to
impro
ve the
lot of
the
worki
ng
class.

Empl
oyee
welfar
e
meas
ures
are
also
know
nas
fringe
benefi
ts and
servic
es.

Welf
are
meas
ures
may
be
both
volunt
aryan
d
statut
ory
ADDownload to read ad-free.

1. Central
government:
-Factories
Act
1948 Mines
Act 1952.

State
government:
-
Government
in different
states and
Union Territ
ories provid
e welfare
facilities to
workers.
State govern
ment
prescribes
rules forthe
welfare of
the workers
and ensures
compliance
with the
provisionsun
der various
labor laws.

Employers: -
Employers
in India in
general
looked upon
welfare
work
asfruitless
and barren
though some
of them
indeed had
done pioneer
ingwork.

Trade
unions: - In
India, trade
unions have
done little
for the

welfare of
workers. But
few sound
and strong
unions have
been
the pioneeri
ng in this
respect.

Other
agencies: -
Some
philanthropi
c, charitable
d social
serviceorgan
izations like:
- Seva
Sadan
society,Y.M.
C.A., etc
Intramu
ral:
-
These
are
provid
ed
within
theorg
anizati
on like:
-1.
Cantee
n,2.
Rest
rooms,
3.
Crèche
s,(day
care
centre)
4.
Unifor
m5.
Recrea
tional
faciliti
es6.
Medica
l aid
xtramur
al:
-
These
are
provid
ed
outsid
e
theorg
anizati
on,
like:
- 1. H
ousing,

2.
Educat
ion,3.
Child
welfar
e,4.
Leave
travel
faciliti
es,5.
Interes
t free
loans,6
.
Worker
s
cooper
ative
stores,
7.
Vocati
onal
guidan
ce

8.
transp
ortatio
n
Factori
es Act
of 1948

Washi
ng
faciliti
es to
male
and
female
separa
tely a
nd fac
ility t
o stor
e and
dry cl
othes

Rest
rooms

First
aid
boxes

Cante
en
where
there
are
more
than
250wo
rkers

Shelte
rs,
rest
room
and
lunch
room
whrer
ethere
are
more
than
150
worke
rs

Crèch
e for
more
than
30
wome
n

Welfar
e
officer
s for
more
than
500
worke
rs
Mines
Act of
1952

Crèch
es for
more
than
50 w
omen

Cante
en for
more
than
250
worke
rs

Shelte
r for
more
than
50 w
orkers

Show
er
baths
and
sanita
ry
latrine
s

Welfar
e offi
cer fo
r mor
e tha
n 500
worke
rs

First
aid
box
and
first
aid ro
om for
more
than1
50
worke
rs
Plantati
on Act
of 1951

Recre
ation
facility
for
worker
s and
their
childre
n

Educat
ional
facility

Housin
g
facility
for all
worker
s

Umbre
llas,
blanke
ts,
rainco
ats
and
othera
meniti
es

Cante
en for
more
than
150
worker
s

Crech
e for
more
than
30
wome
n

Medic
al aid

Welfar
e
officer
form
more
than
300
worker
s
Contra
ct
Labour
Act
1970

A
cante
en for
more
than
100
emplo
yees

Rest
rooms
and a
lterna
tive
acco
mmod
ation

Suffici
ent
supply
of
drinki
ng
water
washi
ngfaci
lities
etc

First
aid
boxes
The
motor
transpo
rt
worker
s act
1961

First
aid
equip
ment
in
each
vehicl
es

Medic
al
facilit
y at
operat
ing
and
haltin
gcent
ers

Cante
en for
more
than
100
worke
rs

Rest
room

Unifor
m,
rainco
at to
all
staff

Prescr
ibed
amou
nt of
washi
ng
allow
ance
Labour
welfar
e
officer-
schedul
e 49
ofFacto
ries Act
Dutie
s

Advis
ory

Servic
e
orient
ed

Super
visory

Functi
onal

Polici
ng

Media
tion

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Related titles
Challenges of Human Resource Management in global environment - Many
organizations face a volatile environment in which change is nearly constant. If they are to
survive and prosper, they need to adapt to change quickly and effectively. Human resources
are almost always at the heart of an effective response system. Here are a few challenges of
Human Resource Management (HRM) in global environment:
1. Globalization
One of the most dramatic challenges facing as they enter the twenty-first century is how to
compete against foreign firms, both domestically and abroad. Many companies are already
being compelled to think globally, something that doesn't come easily to firms long
accustomed to doing business in a large and expanding domestic market with minimal
foreign competition.
Growing internationalization of business has its impact on HRM in terms of problems of

unfamiliar laws, languages, practices, competitions, attitudes, management styles, work
ethics and more. HR managers have a challenge to deal with more function s, more
heterogeneous functions and more involvement in employee’s personal life.
2. New Organizational forms
The basic challenge to HRM comes from the changing character of competitions. The
competition is not between individual firms but between constellations of firm. Major
companies are operating through a complex web of strategic alliances, forgings with local
suppliers, etc. These relationships give birth to completely new forms of organizational
structure, which highly depend upon a regular exchange of people and information. The
challenge for HRM is to cope with the implications of these newly networked relations more
and more, in place of more comfortable hierarchical relationships that existed within the
organizations for ages in the past.
3. Corporate Re-organizations
Reorganization relates to mergers and acquisitions, joint ventures, take over, internal
restructuring of organizations. In these situations, it is difficult to imagine circumstances that
pose a greater challenge for HRM than reorganizations itself. It is a challenge to manage
employees’ anxiety, uncertainties, insecurities and fears during these dynamic trends.
4. Changing Demographics of Workforce
Changes in workforce are largely reflected by dual career couples, large chunk of young
blood between age old superannuating employees, working mothers, more educated and
aware workers etc. These dynamic workforces have their own implications for HR managers
and from HRM point of view is a true challenge to handle.
5. Changed employee expectations
With the changes in workforce demographics, employee expectations and attitudes have also
transformed. Traditional allurements like job security, house, and remunerations are not much
attractive today; rather employees are demanding empowerment and equality with
management. Hence it is a challenge for HRM to redesign the profile of workers, and
discover new methods of hiring, training, remunerating and motivating employees.
6. New Industrial Relations Approach
In today’s dynamic world, even unions have understood that strikes and militancy have lost
their relevance and unions are greatly affected by it. The trade union membership has fallen
drastically worldwide and the future of labor movement is in danger. The challenge before
HRM is to adopt a proactive industrial relations approach which should enable HR specialist
to look into challenges unfolding in the future and to be prepared to convert them into
opportunities.
7. Renewed People Focus
The need of today’s world and business is the people’s approach. The structure, strategy,
systems approach which worked in post war era is no more relevant in today’s economic
environment which is characterized by over capacities and intense competition. The
challenge of HR manager is to focus on people and make them justifiable and sustainable.
8. Managing the Managers
Managers are unique tribe in any society, they believe they are class apart. They demand
decision-making, bossism, and operational freedom. However in the post liberalization era,
freedom given to managers is grossly misused to get rid of talented and hard working juniors.
The challenge of HRM is how to manage this tribe? How to make them realize that the
freedom given to them is to enable them make quick decisions in the interest of the
organization and not to resort to witch-hunting.
9. Weaker Society interests
Another challenge for HRM is to protect the interest of weaker sections of society. The
dramatic increase of women workers, minorities and other backward communities in the
workforce has resulted in the need for organizations to reexamine their policies, practices and
values. In the name of global competition, productivity and quality the interests of the society
around should not be sacrificed. It is a challenge of today’s HR managers to see that these
weaker sections are neither denied their rightful jobs nor are discriminated against while in
service.
10. Contribution to the success of organizations
The biggest challenge to an HR manager is to make all employees contribute to the success of
the organization in an ethical and socially responsible way. Because society’s well being to a
large extent depends on its organizations.

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