“A STUDY ON EMPLOYEE’S QUALITY OF WORK LIFE IN MARUTI SUZUKI

KAPICO MOTORS INDIA PVT LTD IN CHENNAI”

Submitted in the partial fulfillment of the requirementsfor the award of the degree in

MASTER OF BUSINESS ADMINISTRATION

By

Dharani Dharan R
Reg No:215062101043

FACULTY OF MANAGEMENT STUDIES

Dr. M.G.R.
Educational and Research Institute (Deemed to be university)

Maduravoyal, Chennai-600 095

(An ISO 9001-2008 certified Institution)
University with Special Autonomy Status

April 2023
“A STUDY ON EMPLOYEE’S QUALITY OF WORK LIFE IN MARUTI
SUZUKIKAPICO MOTORS INDIA PVT LTD IN CHENNAI”

Submitted in the partial fulfillment of the requirementsfor the award of the degree in

MASTER OF BUSINESS ADMINISTRATION

By

Dharani Dharan R

Reg No:215062101043

Under the guidance of

Ms. K. Janani

FACULTY OF MANAGEMENT STUDIES

Dr. M.G.R.
Educational and Research Institute (Deemed to be university)

Maduravoyal, Chennai-600 095

(An ISO 9001-2008 certified Institution)
University with Special Autonomy Status

April 2023
 DECLARATION

I, Dharanidharan.R hereby declare that the Project Report entitled “A STUDY ON

EMPLOYEE’S QUALITY OF WORK LIFE IN MARUTI SUZUKI KAPICO

MOTORS INDIA PVT.LTD.”is done by me under the guidance of Ms. K.Janani is submitted

in partial fulfillment of therequirements for the award of the degree in MASTEROF BUSINESS

ADMINISTRATION.

DATE: SIGNATURE OF THE CANDIDATE

PLACE : (DHARANI DHARAN)

 Dr. M.G.R.
Educational and Research Institute(Deemed to be university)
Maduravoyal, Chennai-600 095
(An ISO 9001-2008 certified Institution)

FACULTY OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that this Project Report is the bonafide work of Mr. Dharani Dharan R who
carriedoutthe project entitled “A STUDY ON EMPLOYEE’S QUALITY OF WORK LIFE IN
MARUTI SUZUKI KAPICO MOTORS INDIA PVT.LTD.” under our supervision from Ms.K.
Janani.

Internal Guide Head of the Department

Submitted for Viva Voce Examination held on

 ACKNOWLEDGEMENT

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

I extremely thankful to our Chancellor Thiru A.C. SHANMUGAM, B.A., B.L., our
President Er. A.C.S. ARUN KUMAR, B.E. I express my sincere thanks to our Secretary Thiru A.
RAVIKUMARand our Vice Chancellor DR. S. GEETHALAKSHMI, I would like to take the
opportunity to express myprofound gratitude to Dr. G BRINDHA, Professor & head, and my
project guide, Faculty of ManagementStudies, for her kind permission to undergo project work
successfully.

I thank Ms.K. Janani guiding me to execute my final year project. I also thank all faculties and batch
mates in Faculty of Management Studies, for their support and guidance throughout the course of
final year project.

I thank Mr. SARAVANAN (MANAGER) for guiding and supporting throughout my project

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

Name of the student

(DHARANI DHARAN R)
CHAPTER TITLE PAGE PAGE NO
ABSTRACT
CHAPTER 1

1.1 Introduction about the topic 1

1.2 Industry Profile 3
Company Profile 5
Objectives of the study 11
1.3
Importance or Need of the study 12
1.4
Scope of the study 13
1.5
Limitation of the study 14
1.6
CHAPTER 2 - Review of Literature (Books and 16
Journals)
CHAPTER 3 – Research Methodology 29
3.1 Research Design 29
Research Hypothesis & Methodology 30
Data Analysis (list the tools used) (Percentage Analysis is 30
tool must
apart from that any two statistical tool must be used)
Sample size 30

Data collection approach 30

CHAPTER 4 - Data Analysis and interpretation 33
CHAPTER – 5
5.1 FINDINGS 59
5.2 SUGGESTION 60
5.3 CONCLUSION 61
REFERENCES
Questionnaire
 Abstract:

Employee welfare refers to ―the efforts which are provided by the employer for the good life worth of its
employees‖. Employees welfare means anything done for the comfort and intellectual, improvement or
social, of the employees over and more than the wages paid which is not a necessity of the industry.
―Organizations providewelfare facilities to their employees to keep their motivation levels high enough.
The employee welfare schemes can be classified into two categories.

Intra-mural and Extra-Mural. The Intra-Mural schemes are those schemes that are compulsory to
provide by an organization as compliance to the laws governing employee health and safety. The Extra-
Mural schemes differ from organization to organization and from industry to industry. The main
purpose of employees‘ welfare is to enricher develop the quality of life of employees and keep them
satisfied and contended. Extra-Mural benefits arethe result of employer‘s generosity, enlightenment and
philanthropic feelings. This paper contributes the in-depthof analysis of both Intra-Mural and Extra-
Mural and its impact on employee satisfaction in Cement Corporation of India units in Rajalakshmi cars
and also focused on layoff benefits, welfare measures providing by the organization to its temporary
employees.

progress depends on a satisfied labor force, and the importance of employee welfare measures. After the
placement of the employees, they should be given proper training and programmers to develop their
efficiency so as to serve the organizations better. Welfare facilities are designed to take care of the well
– being ofthe employees. They do not generally result only in monetary benefit. These welfare measures
are provided by government Non – Government agencies and the employers

Employee welfare aspects can be considered into negative and positive aspects. IN the negative side,
employee welfare is concerned with counteracting the harmful effects of the large scale industrialization
on the personal, family and social life of the worker. In its positive side, it deals with the provision of
opportunities for the workerand his family for a socially and personally good life.

KEYWORDS: Employee Welfare, Employee Satisfaction, temporary employees, layoffs, cement

corporation ofIndia.
CHAPTER 1
1.1 INTRODUCTION

The main purpose of doing this project is to understand the real life situation. It can also becalled as the
on the job training. It is like a win-win situation where Employer also benefits by taking the work, at the
same time student also gets knowledge and exposure towards the company. It is the platform for the
students to demonstrate the skills studied theoretically in the college. Here student will do the project,
where student identifies the problem in the companyand do a research. Finally student give the
recommendations to the company on the problem.
This study helped me to identify the problem at the company, It gives me an opportunity to understand
the nature of industry and its working. Since this is the marketing and sales company it is very important
to understand the role of customer and their satisfaction. For any company Banding is at most priority
forthe sales of the product. The customer awareness and their perception on the brand promotes the
image of the organization and also to acquire the more market share among the competitors.
This company is into basically into car sales and services, where the company has revealed a series of
importantupdates and development regarding its model plan including all new versions.Here I worked as
Assistant Executive. I really got a great exposure working on this project work in this company as an
intern and learning was both academic wise and personal learning also. The study is to understand the
Brand perception towards Maruthi Suzuki .

HUMAN RESOURCE MANAGEMENT:

Ask any employee what an HR department is, and you‘ll get an answer that primarily deals with the
most uncomfortable aspects of work: HR violations, layoffs, and firing. But the truth is that human
resources is there tosupport employees. It‘s quite literally a resource for humans.

HR needs to understand the organization‘s needs and make sure those needs are met when recruiting for
newpositions. It‘s not as simple as just throwing an ad up on Indeed: you‘ll need to analyse the market,
consult stakeholders, and manage budgets.

Then, once the role is advertised, more research needs to be done to make sure that the right candidates
are being attracted and presented. Recruiting is a massive and costly undertaking; the right candidate can
revitalize an entireorganization, but the wrong candidate can upend operations.

EMPLOYEE WELFARE MEASURE

Employee welfare is a term including various services, benefits and facilities offered to
employees by the employers. The welfare measures need not be monetary but in any kind/forms. This
includes items such as allowances, housing, transportation, medical insurance and food. Employee
welfare also includes monitoring of working conditions, creation of industrial harmony through
infrastructure for health, industrial relations and insurance against disease, accident and unemployment
for the workers and their families. Through such generous 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 inkeeping the morale and motivation of the
employees high so as to retain the employees for longer duration. The welfare measures need not be in
monetary terms only but in any kind/forms. Employee welfare includes monitoring of working
conditions, creation of industrial harmony through infrastructure for health, industrial relations and
insurance against disease, accident and unemployment for the workers and their families. The
1
 following are the features of employee welfare:
* Employee welfare is a comprehensive term including various services, facilities and amenities
provided toemployees for their betterment.
* Welfare measures are in addition to regular wages and other economic benefits available to
employees underlegal provisions and collective bargaining
* The basic purpose of employee welfare is to improve the lot of the working class and thereby
make a worker agood employee and a happy citizen.
* Employee welfare is an essential part of social welfare. It involves adjustment of an employee's
work life andfamily life to the community or social life.
* Welfare measures may be both voluntary and statutory.

EMOPLOYEE BENEFITS

* PF only for full time workers for all employers (PF amount will get after Applying 2 to 30 days)

* ESI below 21000 thousand only access its kind of insurance policy also covered family medical
insurance.
* They providing telephone usage bills, incentive, travel allowance given to the employee by
employers fortravel.
* Leave enactment who coming to the company without leave they getting leave enactment of amount.
* Seek levee after 1 year 6 days in years.
* Casual levee 6 days in years

STUDY

To know that whether welfare facilities play an important role on the working of employees,
And to know then the employees are dissatisfied welfare facilities will help them to get motivated.
Employees play an important role in the industrial production of the country. Hence, organizations have
to secure the cooperation of employees in order to increase the production and to earn higher profits.
The cooperation of employees is possible only when they are fully satisfied with their employer and the
working conditions on the job. In the past,industrialists and the employers believed that their only duty
towards their employees was to pay them satisfactory wages and salaries.

2
 INDUSTRY PROFILE

Rajalakshmi cars are dealer of the Maruti Suzuki in India on 13 May 2020, said its board
took a slew of decisions, including acquisition of Delhi-based JJ Impex, and supply of Vitara Brezza to
Toyota KirloskarMotor (TKM). The car major on said its board has approved acquiring 39.13% equity
stake held by Sumitomo Corporation, Japan and 10% held by Sumitomo Corporation India in JJ Impex
(Delhi), a company engaged in automobile service and repair business The cost of acquisition or the
price at which the shares are to be acquired is fixed at Rs 21.73 crore, the company said.

Suzuki Motors Corporation had to recall certain models of vehicles such as the Grand Vitara and XL 7
which were manufactured in the year 2005. A problem was detected in the adjuster pulley for the drive
belt which hasthe outer portion made up of plastic and operates the power steering pump and air
conditioner compressor.
Repeated heat stress caused the outer body made up of plastic to weaken and pieces of the pulley broke
off.
The company found out that the broken pieces of pulley can get caught between the pulley and the drive
belt which can cause the drive belt to come off resulting in increased effort to steer the vehicle by the
driver which in turn increased the risk of a crash or accidents. The company made a plan to resolve the
issues in the vehicles withthis problem and the dealers of Suzuki Motor Corporation replaced the power
steering pump belt tension adjusterfree of charge for the customers whose vehicles had the same defect.
Suzuki subsidiary Maruti Suzuki India Limited faced a great challenge to keep its lead in the small
market segment of automobiles in India. The company was facing severe production issues which
resulted in a long gestation period for some top-selling brands such as Maruti Suzuki Swift, Maruti
Suzuki Swift Desire and a few other models. These production issuescould have lead to loss in the
market share of Maruti Suzuki in India however the company dealt with the situation by working with
their vendors to increase the supply of the materials and the company was able to deal with the backlogs
of its normal sales on many models.

Difficult days, but we will emerge stronger—This was the message India‘s biggest car company gave
out on Wednesday as it came out with its annual integrated report for the 2020 financial year and took
stock of the tollthat the pandemic was inflicting on its bottom line.

EMPLOYEE DEVELOPING

1. Training is a program that helps employees to learn specific knowledge or skills to.
2. Improve performance in their current roles. Development is more expansive and focuses on task.
3. Employee growth and future performance, rather than an immediate job role. Training.
4. development is vital part of the human resource development. It is assuming ever important role.
5. In wake of the advancement of technology which has resulted in ever increasing competition.
6. In customer‘s expectation of quality and service and a subsequent need to lower costs. It is also.
7. Become more important globally in order to prepare workers for new jobs. In the current write up.
8. We will focus more on emerging need of training and development, its implications upon.
9. Individuals and the employers. Noted management author Peter F. Ducker said that the fastest.
10. Growing industry would be training and development because of replacement on industrial
11. workers.
12. With knowledge workers. In United States, for example, according to one estimate technology.
13. De-skilling 75 % of the population. This is true for the developing nations and for those who are.
14. On the threshold of development. In Japan for example, with increasing number of women
3
 15. joining.
16. Traditionally male jobs, training is required not only to impart necessary job skills but also for.
17. Preparing them for the physically demanding jobs. They are trained in everything from
18. sexual harassment policies to the necessary job skills. Every organization is comprised of people.
19. Acquiring their services, developing their skills, motivating them to high levels of performance.
20. Ensuring that they continue maintain their commitment to the organization are essential to.
21. Achieving organization objectives. This is true regardless of the type of organizationGovernment.

4
 COMPANY PROFILE

INTRODUCTION OF THE COMPANY

MARUTI SUZUKI

Establishment
In 1983, the company started manufacturing of automobile industry. The company first car named was
Maruti800 was launched in 1983. From that car, tastes and demand keep on involving with each new
generation of Indians. The company established infusing design and technology to make its cars meet
new age expectationssmoothly. Today, Maruti Suzuki has its eyes set firmly on the possibilities of
tomorrow.

Founder
Maruti Suzuki India Limited founded by Government of India. The Chairman of the company is
Ravindra Chandra Bhargava. He is an Indian businessman and born on 1934. He joined the company
after serving twenty- five years as an Indian Administrative Service officer. Bhargava did education
from The Doon School, AllahabadUniversity and Williams College, Massachusetts. In 2016, he was
awarded Padma Bhushan third highest civilian award in the Republic of India.

Networth
Maruti Suzuki India Limited company is an Indian automobile industry. In 2020, the company revenue
is Rs. 79031.40 million. It is the first company in India to introduce factory fitted CNG vehicles. Its
sales and service network is the largest among car manufacturers in India with over 1300 sales outlets
and over 3000 service centers. The company also exports cars to several countries in Europe, Asia, Latin
America, Africa and Oceania.

Formerly Maruti Udyog Limited

Type Public

BSE:532500 NSE: MARUTI

BSE: SENSEX constituent

ISIN INE585B01010

Industry Automotive
5
Founded 24 February 1981; 41 years ago

Founder Government of India

Headquarters New Delhi, India

Area served India

Key people R.C.Bhargava (chairman)

Hishahi Takeuchi (Managing direction & CEO)Kenichi Ayukawa (Executive vice chairman)

Products Automobiles

Production 1,563,298 units (2021)output

Services Automotive finance, vehicle service

₹73,278.9crore (US$9.2 billion)(2022)

Operating ₹5,159.4 crore (US$650 million)

Income (2022)

Net income ₹4,229.7 crore (US$530 million)

(2022)
₹70,067.4 crore (US$8.8 billion)(2022)

Total equity ₹52,500.6 crore (US$6.6 billion)

(2022)

Number of 16,025 (2022)employees

Parent Suzuki motors corporate (56.37%)

6
Website www.marutisuzuki.com

DEPARTMENT OF WORKERS

In the running a auto mobile company there providing team1st Arul Kumaran head of the business head
2nd sales manager Ramesh Kumar
3rd assistant sales manager Lokesh babu4th five team leaders and
5th 14 sales executive.
Under the other employee are working in the company.

7
 MODELS OF CARS

The top 10 cars sold in January 2023

1. Maruti Alto - 21,411

2. Maruti Wagon R - 20,466
3. Maruti Swift - 16,440
4. Maruti Baleno - 16,357
5. Tata Nexon - 15,567
6. Hyundai Creta - 15,037
7. Maruti Brezza - 14,359
8. Tata Punch - 12,006
9. Maruti Eeco - 11,709
10. Maruti Dzire - 11,317

MARUTHI SHARE PRICE GRAPH

8
 Maruti Suzuki India Limited was established in the time during which India was still following the
doctrine of the mixed economy, the idea of the market-oriented free economy was still far away. In
1981, by the initiative ofGovernment of India Maruti Udyog Limited was incorporated with a view to
manufacturing a modern and cheapcar for the domestic market. Next year a JV (joint venture) with
Suzuki Motor Corporation of Japan was signed with the Indian government for car manufacture and the
company was named Maruti Suzuki India Limited (MSIL). Within a record time, 13 months to be exact,
the first car rolled out. The car was a 796-cc hatchback named Maruti 800. This car revolutionized the
Indian automobile industry Also, the work culture brought change in Indian corporate culture. Many
companies, big and small, tried to follow the way in which a car can be efficiently manufactured from
scratch within 13 months.
Today Maruti Suzuki India Limited (MSIL) has a market share of over 50% of the Indian domestic car
market. Inaddition, it has also acquired a big share in commercial passenger carrier commercial cars
after it started fitting new models with diesel engines. Till date, MSIL has sold over 7.5 million cars and
exported over 500,000 vehicles to countries of Europe, America, and other continents. It has two big
manufacturing plants, one at Gurgaon and the other at Manesar. All of its cars are manufactured at these
two plants and sold world over.
Maruti Suzuki India Limited has received numerous national and international awards of excellence for
itsperformance.

COMPANY SALES GRAF

9
HISTORY OF THE COMPANY

Maruti Suzuki India Ltd (formerly Maruti Udyog Ltd) is India's largest passenger car
company accounting for over 50% of the domestic car market. The company offers full range of cars
from entry level Maruti Alto to stylish hatchback Ritz A-star Swift Wagon R Estillo and sedans Dzire
SX4 and Sports Utility vehicle Grand Vitara. The company is a subsidiary of Suzuki Motor Corporation
of Japan. The Japanese car major held 56.21% stake in Maruti Suzuki as on 31 December 2017.The
company is engaged in the business of manufacturing purchase and sale of motor vehicles and spare
parts (automobiles). The other activities of the company include facilitation of pre-owned car sales fleet
management and car financing. They have four plants three located at Palam Gurgaon Road Gurgaon
Haryana and one located at Manesar Industrial 25 Town Gurgaon Haryana. The company has nine
subsidiary companies namely Maruti Insurance Business Agency Ltd Maruti Insurance Distribution
Services Ltd Maruti Insurance Agency Solutions Ltd Maruti Insurance Agency Network Ltd Maruti
Insurance Agency Services Ltd Maruti Insurance Agency Logistics Ltd True Value Solutions Ltd
Maruti Insurance Broker Ltd and J J Impex (Delhi) Pvt Ltd. Maruti Suzuki India Ltd was incorporated
on February 24 1981 with the name Maruti Udyog Ltd. The company was formed as a government
company with Suzuki as a minor partner to make a people's car for middle class India. Over the years
the company's product range has widened ownership has changed hands and the customer has evolved.
In October 2 1982 the company signed the license and joint venture agreement with Suzuki Motor
Corporation Japan. In the year 1983 the company started their productions and launched Maruti 800. In
the year 1984 they introduced Maruti Omni and during the next year they launched Maruti Gypsy in the
market. In the year 1987 the company forayed into the foreign market by exporting first lot of 500 cars
to Hungary. In the year 1990 the company launched India's first three-box car Sedan. In the year 1992
Suzuki Motor Corporation Japan increased their stake in the company to 50%. In the year 1993 they
introduced the Maruti Zen and in the next year they launched Maruti Esteem in the market. In the year
1995 the company commenced their second plant. In the year 1997 they started Maruti Service Master
as model workshop in India to look after sales services. In the year 1999 the third plant with new press
paint and assembly shops became operational. In the year 2000 the company launched Maruti Alto in
the market. In the year 2002 Suzuki Motor Corporation increased their stake in the company to 54.2%.
In January 2002 the company introduced 10 finance companies (8 + 2JVs) in Mumbai. Also, they found
one new business segment Maruti True Value for sales purchase and trade of pre-owned cars in India. In
the year 2005 the companylaunched the first world strategic model from Suzuki Motor Corporation 'the
SWIFT' in India. In the year 2006 they launched Wagen Duo with LPG and also the New Zen Estillo.
During the year 2006-07 the company commenced operations in the new car plant and the diesel engine
facility at Manesar Haryana. In November 2006they inaugurated a new institute of Driving Training and
Research (IDTR) which was set up as a collaborative project with Delhi Government at Sarai Kale Khan
in South 26 Delhi. During the year 2007-08 the company signed an agreement with the Adani group for
exporting 200000 units annually through the Mundra port in Gujarat. They launched Swift Diesel and
SX4- Luxury Sedan with Tag line 'MEN ARE BACK' during the year.
In July 2007 the company launched the new Grand Vitara a stylish muscular and 5-seater in the MUV
segment.The company changed its name from Maruti Udyog Ltd to Maruti Suzuki India Ltd with effect
from September17 2007.During the year the company entered into a joint venture agreement with
Magneti Marelli Powertrain Spa and formed Magneti Marelli Powertrain India Pvt Ltd for
manufacturing Electric Control Units. Also, they entered into another joint venture agreement with
Futaba Industrial Co Ltd and formed FMI Automotive Components Ltd for manufacturing Exhaust
Systems Components.

10
 OBJECTIVES OF THE STUDY

It should be pragmatic and consistent with the title of the study and achievable during the
course ofstudy within the prescribed schedule. Students are advised to develop the objectives in
consultation with their respective guides. The objectives must start with action-oriented verbs. A sample
of objectives is given below asexample:
1. To study the employee welfare measures with reference to KAPICO MOTORS INDIA PVT LTD
2. To study the level of participation of workers towards their organization
3. To analyse the satisfaction of employees
4. To study the various welfare measures of the organization
5. To understand the effectiveness of grievance handling system and salary system

11
 NEED OF THE STUDY

 To know that whether welfare facilities play an important role on the working of employees, and to
knowwhen the employees are dissatisfied welfare facilities will help them to get motivated.

 Employees play an important role in the industrial production of the country.

 Hence, organizations have to secure the cooperation of employees in order to increase the production
andto earn higher profits.

 The automobile employees is possible only when they are fully satisfied with their employer and
theworking conditions on the job.

 In the past, industrialists and the employers believed that their only duty towards their employees was
topay them satisfactory wages and salaries.

12
 SCOPE OF STUDY

 Scope of the study elaborate upon the relevancy of the practical implementation of CARS for the benefit
for the organization keeping social aspect in mind.
 Scope for the above research objective may be as follows: In Today's scenario communication has
becomemuch faster day by day with the help of telecom, internet, media, etc.
 A clear project scope of the study allows researchers to provide lucidity on the result ofstudies which are
being researched.
 It clarifies why certain information points were collected and why others were not. In the absence of
this,it can be hard to determine a definitive end time for a project of research as there aren‘t any limits
established for the project work that can be done.
 The scope of the research is the scope of the aspects that will be considered during a project work. It
determines the limits of the study. Determining the scope of the study later in the stages can lead to
confusion regarding the goals of research.

13
 LIMITATION OF THE STUDY

* The response of the employees could be biased.

* Six types of research making inside the company

* Canteen, employee training, latecomers, daily late comer‘s Transport.

* Enhances employee- welfare relation

* Helps in analysis of company

* Helps in Wage and Salary Negotiations

* Evaluates hierarchy of job

14
CHAPTER 2

15
REVIEW OF LITERATURE

Usha.V
27 June 2014

in her study A Study on employee welfare facilities and its impact on employee‘s efficiency at
Ltd conducted the study of Employees welfare schemes and its impact on employee efficiency at
VindhaTelelinks Ltd. The results appeared positive. It increases productivity as well as quality and
quantity. Therefore, there is necessity of making some provision for improving the welfare facility
through that employees will become happy, employee‘s performance level become increase We have to
keep the employee attached to the organization and towards this keep them happy to the extent possible.
The medicine is welfare measures. Welfaremeasures are over and above the wages paid to employees.
These include improved working conditions, health care facilities, insurance for self and family,
recreation facilities, improved industrial relations and so on. These measures may not be in the form of
monetary benefits.

Lalitha.K
4 August 2014

The conducted a study on employee welfare measure with reference `to IT industry. They
concluded that Human resource plays an important role in any organization. employee welfare facilities
are concern to this department, if the employee happy with welfare facilities, then only the productivity
of that organization can be increased. Based on the study of Employee Welfare Facilities in IT industry
it is clear that the companies are verykeen in the promoting all the welfare facilities provided by IT
industries. Welfare measures are provided mainly by the employers. However, government schemes,
social set up and charitable agencies may also extent their helpall aimed at improving employee health,
economic betterment and social status. There are reasonable welfare measures available to employees
through statutory provisions. In most cases collective bargaining helps to improve the degree of welfare
facilities. The welfare measures are not rigid. It will be changing all the time. It reflects the personality
of the Welfare Officer on his vision, creativity and understanding the spirit of his work ethics. The
welfare measures may also help develop the personality of employees to certain extent. Motive behind
providing welfare schemes is to create efficient, healthy, loyal and satisfied labour force for the
organization.

Saravana Kumar.A24 March 2017

In their work- A study on Employees‘ Health, Safety and Welfare measures in a private
industry in Coimbatore city declared that the organisation has provided sufficient health and safety
measures. But certain points have been identified that some employees are satisfied and some are not
satisfied with the present welfare measures Housing schemes, medical benefits, education and recreation
facilities for workers‘ families help in raising their standards of living. Because the welfare of their
families is taken care of workers‘ pay more attentiontowards work increasing their productivity.
Employees become loyal to the employer. They will stick on. They start taking active interest in their
jobs and work with a feeling of involvement and participation. There are statutory and non-statutory
welfare schemes. Under the Factories Act and Rules, Dock worker‘s Act, Mines Act etc there are certain
provisions on Welfare. These are to be complied with failing which legal proceedings will beinitiated
against the employer. Even appointment of Labour Welfare Officer where more than 500 workers are
employed is statutory requirement. Welfare refers to physical.

16
Harikrishnan.G18 July 2014

In his work A Study On Labour Welfare Measures – With Special Reference To Rubber
Board ofIndia, a well-fed, well-clad and satisfied worker is an asset to the organization. He makes no
loss of man hours byabsenteeism, strikes etc. and he feels essence of allegiance to the organization in
which he works. A satisfied worker makes other resources meaningful. It is concluded from this study
that Rubber Board is very much interested in providing welfare facility to their plantation workers.
Workers have good opinion about Group Insurance Cum Deposit Scheme, Medical Attendance Scheme,
Sanitary Subsidy Scheme and Housing and sanitary Subsidy Scheme. Workers are satisfied about
Educational Stipend Scheme. They are less satisfied with Merit Award Scheme, Housing Subsidy
Scheme for north east.

Krishnan.C 14 April 2016

In their work entitled- Employee Welfare Measures- A Study on Cement Corporation of

India Units, in Thandur and Adilabad announced that the employees‘ welfare facilities provided by the
company were satisfactory and it was commendable. Yet there was scope for further improvement in
order to enhance efficiency,effectiveness and productivity of the employees that would help
organisation accomplish the organizational goals. Providing employee welfare benefits acts as a give and
take relationship amongst the employer and the employees. If employees need is taken into
consideration by the employer, it builds a strong bond amongst them and employee also tries to give
his/her best for the development of the organization by showing their involvementin their work and
providing relevant results as achievements.

Aarthi.G
22 February 2018

In conducted The Study on Impact of Employee Welfare Measures in Automobile

Industry. By analysing the summary of the results, it was identified that the welfare and safety activities,
which was followed by organization was satisfied and they wanted some improvements in the system.
As the strength of any organization depends entirely on sincere working of all the employees the
management should take special care toframe certain policies procedures to improve the welfare and
safety measure of the organizations. Recreation facilities are the facilities provided to the employees to
refresh them from the stress and burden of continuous work; the facilities involve gaming, spa and
organizing small get to-gathers. However, the employer is not legallybound to provide such facilities,
but with an increasing stress level now-a-days the big multinational companies provide such facilities to
their employees on their cost, to improve the efficiency of the employees. Education Facility Some
organization facilitates the schooling facilities for the children of the employees working in their
organization; however, it is not a statutory obligation for an employer it totally depends upon the
employer‘s ability and wishes to provide such facility or not.

Kumar.P
29 September 2012

A titled satisfaction level from employee welfare schemes in sugar factories in Gorakhpur
division,revealed the overall satisfaction level of workers from welfare schemes was low in both the
private and State sugar factories. Further, the workers in both sectors ranked the four employee welfare
schemes according to theirimportance, which fell in the following case scheme, medical scheme,
followed by education and recreation schemes Transport Facility: Organizations which emphasis
concern towards their employees and take care about their safety facilitates the cab facility, especially
17
considering their female employee‘s safety, as working hours may differ and shifts may vary from day
to night. Free Meal Facility: Beverages and snacks provided to the employees during the working hours
are known as a free meal facility provided to the employees. However, an employee cannot claim an
exemption for the free meal coupons received from the employer as per new income tax rule with effect
from (previously it was exempted up to 50/- per meal twice a day), although can still avail theexemption
for free food and non-alcoholic beverages cost provided in working hours in premises.

Robinson.S
11 December 2006

In a study identified the key behaviour, which were found to be associated with employee
engagement. The behaviours included belief in the organization, Employees working in the organization
are precious assets, who need to be motivated from time to time. The company can adopt various
measures to motivate them; one of the measures amongst them is providing welfare facilities as
described above, i.e., Statutory and voluntary services or facilities. Companies which know the value of
the talented and experienced employees provides various facilities to their employees. So that the
employee will remain in the company for a longer period of time as if an employee will not be satisfied
with the organization. Motivated employees always serve better productivity to the organization, which
enhances the companies as well his personal career growth day by day. It is one of the long-term
objectives of providing welfare measures to the employees. Companies triesto create and maintain their
goodwill in the market full of completion by providing relevant employee benefits to their employees. It
also helps them to attract talented employees to join their company.

Joseph.I
30 June 2009

A studied in the article points out that the structure of a welfare state rests on its social
security fabric. Government, employers and trade unions have done a lot to promote the betterment of
worker‘s conditions. studied that the concept of employee welfare has been used by many organizations
as a strategy of improving productivity of employees; especially in the mobile industry since work
related problems can lead to poor quality of life for employees and a decline in performance. It is argued
that, welfare services can be used tosecure the labour force by providing proper human conditions of
work and living through minimizing the hazardous effect on the life of the workers and their family
members.

Madhu.N
21 March 2014

A ideated that 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 healthiness, developed relations and insurance against illness, accident and joblessness
for the workers and their families. in a comparative analysis of welfare measures in public and private
sector found thatan employee‘s welfare facility is the key dimension to smooth employer-employee
association. These welfare facilities improve the employees‟ morale and loyalty towards the
management thereby increasing their pleasure,fulfilment and performance.

18
Chandra Sekhar Patro17 November 2017

Employees' play a key role in the existence and growth of any organisation; therefore, their
welfareis essential. During the past few years, both public sector and private sector organisations have
been contributing towards the employee's benefits and also increase their efficiency. Employees' welfare
facilities include housing facilities, free medical facilities, retirement benefits, children and adult
educational benefits, welfare measures forthe employee's families, loan facilities, etc. If the
organisations do not bother about the employees benefit, but expect efficient and high performance from
them, it is a mere waste. So, there is utmost need for the employee's welfare in any type of organisation.
Organizations have to provide welfare facilities to their employees to keep their motivation levels high.
A comparative study was undertaken to know the satisfaction level of the employees on the
enforceability of various welfare measures in both the public and private sector organizations. The study
also throws light on impact of welfare measures on the employees' performance.

Yu Wei
10 January 2020
A large amount of literature has addressed the significant effects of some internal and
external factors on corporate innovation performance. However, no research in the field of production
economics focuses on the plausible impact of employee welfare on innovation performance of
manufacturing corporations. Using a large sample data from Chinese listed manufacturing corporations
over the period of 2010–2017, this study investigateswhether and how employee welfare affects
corporate innovation performance. We find that manufacturing corporations with higher employee
welfare have better innovation performances measured by three categories of patent applications and
this positive relationship is mainly reflected in the level of quality of innovation but not inthe quantity of
it. Then, various robustness checks further show that our results are not biased by alternative measures
of innovation performance or employee welfare through different regression methods. In addition, the
channel tests show that the positive impacts of employee welfare on innovation performances in China's
manufacturing corporations are mainly achieved by retaining outstanding employees, attracting positive
media reports and increasing inventor (R&D) efficiency. Finally, we test the validity of three impact
channels by using mediating effect analysis and further confirm our conclusions.

Magdalene Peter18 August 2022

The present study was under brought in view of such an assignment and it goes for uncovering
the qualities and shortcoming of the welfare measures in Well Trichy. Since associations exist to
accomplish objectives. The level of accomplishment that individual representatives have in contacting
their people objectivesis vital in deciding authoritative effectiveness. The evaluation of how fruitful
representatives have been at meeting their individual objectives, along these lines, it turns into a basic
piece of Human Resource Management.This leads us to the theme of Employees Welfare measures.
This paper goes for knowing Welfare System. In thispaper the work climate and the welfare measures
gave by the association has examined. It additionally goes for discovering the worker's association with
the administration. The conclusion and proposals are likewise given in this report for the change of this
framework in the association.

Sabri Boubaker23 May 2019

This study examines the effect of employee well-being on the corporate debt maturity structure
of U.S. firms. It hypothesizes that a firm's degree of commitment to employee welfare affects its debt
19
maturity structure. Using a sample of 19,347 firm-year observations over the period 1991–2014, we find
evidence that firms with higher employee welfare scores prefer long-term debt over short-term debt.
This relationship is more pronounced for firms operating in human-capital-intensive industries and firms
with lower labour union-membership rate. Ourfindings are robust to endogeneity concerns and
insensitive to the use of alternative regression methods, variable measurements, and sample
compositions. This paper provides novel evidence on the role of employment policiesand practices in
explaining variations in debt maturity.

Mohamed Ghaly 15 September 2015

This paper examines the relation between employee welfare practices and corporate cash
holdings. We find firms that are strongly committed to employee well-being, measured by ratings on
employee relations, to hold more cash. The effect of employee welfare standards on cash holdings is
stronger for firms in human-capital-intensive, competitive, and high-labour-mobility industries in which
employees are more important to their businesses. These results are consistent with the predictions of
the stakeholder theory. Overall, our paper providesnovel evidence on the role human capital and
employee relations play in a firm's cash management policy.

Duncan Gallie
27 December 2012
There has been a sharp divergence in the literature about the benefits of teamwork. Some have
claimed that it is solely in the interests of management, others that it is beneficial for employees and yet
others that it makes little difference to either productivity or well-being. This article draws upon the
British Skills Survey Series. It shows that while teamwork did expand between the early 1990s and
2006, this was due primarily to thegrowth of the type of teamwork that allowed employees little in the
way of decision-making power. Indeed, therewas a decrease in the prevalence of self-directive
teamwork. At the same time, our evidence shows that the benefits of teamwork, in terms of both
enhancing work motivation and employee welfare, are confined to self- directive teams, while non-self-
directive teams suppress the use of personal initiative and discretion at work.

Yamwamu
8 February 2012
Many organizations in Kenya are increasingly providing employee welfare services as a form
of improving the productivity of employees at the workplace. However, the police department in Kenya
has not beenable to make substantial improvement in the terms and conditions of service, provision of
welfare services and security to police officers and their families. Despite this, the police service has to
promote the welfare of the society by creating the conditions in which people can live and pursue their
own affairs without interference. It was on this basis that the study sought to assess the role of employee
welfare services on the performance of the national police service in Kisii central district. The study was
based on the functional theory of labour welfare which suggests that welfare can be used to secure,
preserve and develop efficiency and productivity of labour.
The study employed a descriptive survey design. The study targeted a population of 382 respondents
consisting of2 top managers, 40 middle-level managers, 40 lower level managers, 200 general duty
officers, 30 clerical officers, 40 special duty officers and 30 drivers. Stratified sampling was used to
select a sample size of 115 respondents consisting of 1 top manager, 12 middle-level managers, 12
lower level managers, 60 general duty officers, 9 clerical officers, special duty officers and 9 drivers in
Kisii Central District. Self-administered structured questionnaires and interviews were used to collect
data. Descriptive statistics such as frequencies, weighted averages and percentages were used to analyze
20
data. The study established that there were no proper systems of employee welfare services in Kisii
central district, and those that exist were not properly implemented although they played a major role on
the performance of the national police service and it therefore posed challenges on service delivery. The
paper therefore recommended for a similar study to be conducted in the national police service in other
districts in Kenya to compare the findings.

S. Reshma, M.J. Basavaraj

1 March 2013

In the economic development of a country, minerals play a significant role. Minerals

constitute thebackbone of the industrial economy of the country and the prosperity of any country is
directly related to its mineral‘s wealth and their judicious utilization. Mining industry is playing a
significant role in the overall economic development of India. Employee or labour welfare is a
comprehensive term including various services,benefits and facilities offered to employees of the
organization. Employee welfare activities are those, which include proper working conditions provided
to the workers by the employer on a voluntary basis. A study on employee welfare measures in mining
industry throws light on statutory welfare measures followed in Donimalai Iron Ore Mine, Bellary
District. This study enlightens the concept of welfare measures; it also highlights the employee's
perception regarding the various statutory welfare measures provided by the organization. The last part
offers suitable suggestions to strengthen the statutory welfare measures in a sample unit.

Mauro Andriotto17 January 2013

Corporate social responsibility studies prove that an employee is increasingly a key stakeholder for
companies. Firms are starting to think about their workforce as a real opportunity to manage and
improve their human and economic capital. Employee welfare and benefit schemes are particularly
important in this perspectiveand top companies are investing significantly in this direction. On the basis
of an empirical cross-analysis, conducted on a questionnaire addressed to its own employees, by one of
the world's biggest multinational groups,and in which the level of satisfaction of benefits and welfare
schemes is investigated, significant results emerged: the utility of benefits is marginally higher in
women than in men; an evident direct linear relationship exists between job standing and benefit
satisfaction, with the exception of factory workers; seniority and age variance ofemployees do not imply
different marginal utility in benefits. Furthermore, the implementation of some limited cost benefits
would generate higher marginal utility in employees than of other, more expensive and exclusive,
benefits.

Ann Davis, Lucy GibsonOctober 1994

Describes a process through which organizations might seek to implement interventions relating to
employee wellbeing. Emphasizes the importance of a comprehensive needs assessment both in
obtaining the breadth of information needed to design appropriate interventions and also in providing
baseline information against which to evaluate programme effectiveness. Discusses factors which
influence the type of intervention appropriate for a particular situation and highlights their design
implications. Finally, provides guidance on programme implementation and evaluation, and discusses
some of the advantages and disadvantages of differentapproaches to tertiary welfare provision.

Hatem Ghouma30 May 2017

We examine whether employee welfare practices are associated with future stock price crash
risk. Twocompeting hypotheses were tested: the stakeholder theory hypothesis & the agency theory
hypothesis. According to the stakeholder hypothesis, if strong commitment to employee well-being
21
genuinely aims at strengthening the firm's reputation in the market, enhancing the shareholders'
engagement, avoiding costly strikes, and boosting the employees' productivity, higher level of employee
welfare would be expected to mitigate stock crash risks. On thecontrary, the agency theory predicts that,
if managers attempt to use generous employee welfare plans to reduce the likelihood that the employees
blow the whistle on the management wrongdoings, better employee welfare would likely be associated
with higher crash risk. We find robust evidence supporting the agency theory thesis:high levels of
employee welfare standards contribute to stock price crash risk. This finding is consistent with theview
that employee welfare plans form a powerful strategy that can help managers in their bad-news-hoarding
activities (withholding bad news from investors). Moreover, earnings management and the likelihood of
whistleblowing appear to be the channels through which employee welfare impacts stock price crash
risk. Our evidence further shows that the positive relation between employee welfare and crash risk is
stronger for labour intensive firms and industries, in more regulated labour markets, and in less
competitive product markets.
Furthermore, this positive relationship is more pronounced in poorly governed firms and in countries
with poorinvestors' protection and lower disclosure requirements.

Keitany, Bonice J5 August 2014

Welfare is concerned with the total wellbeing of employees both at work and at home.
Employee welfare entails all those activities of employer, which are directed towards providing the
employees with certain facilities and done towards the comfort and improvement of employees. The
objective of the study was to determine the perceived relationship between of employee welfare
programs and employee performance atKenya Pipeline Company. The research adopted a descriptive
research design. The population comprised of all the employees of Kenya pipeline from which 10%
were sampled using stratified sampling technique. Data was collected by use of questionnaire, which
had both closed, and open-ended questions. Data was analysed using descriptive statistics: frequency,
percentages, mean and standard deviation. Data presentation was in tables, chartsand graphs. The study
findings established that that there are various employee welfare programs provided at KPC which
included provision of sports facilities, provision of pension scheme, rooms for meetings, lenient sick and
maternity leave, canteens for eating ,employees being given days off during exam days, partnering with
health insurance companies or hospitals for healthcare, provision of safety garments and equipment such
as fire extinguishers, gloves, sanitary effects, gas masks, first aid kits, availability of social clubs,
gymnasium, and sportsclubs in the Company; and, commuter allowance subsidies and car loans to
facilitate staff transportation. KPC also allowed staff to work from remote stations.

Asad Ali Rind

14 December 2021

This paper investigates the role of peer effects in the employee welfare policies of
organizations. Using US panel data for a sample of 11,451 firm-year observations from 1996 to 2017,
we find that firms‘ employee welfare decisions are driven by their peers and show that peer firms play a
significant role indefining corporate employee welfare policies. Our findings are robust to various
sensitivity checks, including alternative definitions of employee welfare, alternative peer proxies and
several identification strategies. Our additional analysis shows that herding behaviour is prevalent in
followers, who mimic leaders‘ behaviour, but we do not find any such relationship for industry leaders.
Further, we show evidence suggesting that mimetic and normative isomorphic pressures are driving the

22
peer effects. Finally, we examine the economic consequences of peer mimicking in employee welfare
policies and show that it improves focal firms‘ value and innovation. Our findings on firms‘ peer effects
and herding behaviour have policy implications.

Michael White
19 September 2005
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 consistentwith ‗mutual gains‘ outcomes. The study of the findings also established
that welfare programs have had positiveimpact on the employee performance at Kenya Pipeline
Company by increase of their attributes to performance on their accountability, meeting performance
targets, loyalty to the Company, diligence, proper interpersonal communication, and self-drive to
undertake agreed tasks. The findings also indicated positive linear relationship established between
welfare programs and employee performance. It can be concluded that in order to maintain most
efficient employees they should be mentally and physically satisfied through provision of employee
welfareprograms.

Moshood Ayınde Hassan27 December 2014

This paper shed light on how employee welfare programmes could help to improve
labour productivity in the service sector. It reveals that employee welfare benefits and services have
positive effects on labour productivity. They are capable of attracting and holding employees, assisting
employees in meeting their needs, better helping in lowering unit cost of production, improving morale,
increasing employee security and blunting the sharp edges of managerial autocracy. The paper goes
further to advance suggestions for mending theloopholes discovered in the administration of welfare
programme for workers.

Shima Amini, Sofia Johan16 August 2022

We examine the impact of employee welfare and social capital on the prospect of
firms remaining quoted on a stock exchange. We analyze a panel sample of US-listed firms from 2000
to 2016 and track the outcome to the end of 2021. We find that entrepreneurial firms remain listed
longer when employee welfare is better, and firms are located in a better social capital region. We also
find that employee welfare positively complements the impact of social capital on prolonging the
likelihood of remaining quoted. Our resultsare robust to endogeneity, effects of financial crises and
COVID-19, and various model specifications.

John Nkwoma Inekwe10 January 2016

The study predicts ex-ante financial distress in small and medium-sized

enterprises (SMEs) and examines its significance in entrepreneurial activity. Thus, the study provides
the dynamic characterization ofthe link between financial distress, employment and the growth in the
establishment of SMEs. The study further examines employees‘ welfare and financial distress of SMEs.
23
The results reveal that financial ratios and market variables are significant in predicting financial distress
risks. In the wake of financial distress, the results reveal contractions in the growth of SMEs. In
addition, financial distress in SMEs induces an adverse effect on the level of employment and a
reduction in employees‘ welfare.

Danielsson, Christina Bodin8 January 2016

BACKGROUND: The workplace is important for employees‘ daily life and
well-being. This article investigates exploratory the office design‘s role for employees‘ welfare from
different perspectives. OBJECTIVE: By comparing different studies of the office, type‘s influence on
different factors of employees‘ welfare the aim is to see if any common patterns exist in office design‘s
impact. METHODS: The three included studies investigate office type‘s association with employees‘
welfare by measuring its influence on: a) perception of leadership, b) sick leave, and c) job satisfaction.
The sample consists of office employees from a large, nationalrepresentative work environment survey
that work in one of the seven identified office types in contemporary office design: (1) cell-offices; (2)
shared-room offices; (3) small, (4) medium-sized and (5) large open-plan offices; (6) flex-offices and
(7) combi-offices. Statistical method used is multivariate logistic and linear regression analysis with
adjustment for background factors. RESULTS: Overall results show that shared-room office, traditional
open plan offices and flex-office stand out negatively, but to different degree(s) on the different
outcomes measured. CONCLUSIONS: This explorative comparison of different studies finds a pattern
of office types that repeatedly show indications of negative influence on employees‘ welfare, but further
studies are neededto clarify this.

Yawen Jiao
12 September 2010

Using data from the independent social choice investment advisory firm Kinder,
Lydenberg, Domini (KLD), we construct a stakeholder welfare score measuring the extent to which
firms meet the expectation of their non-shareholder stakeholders (such as employees, customers,
communities, and environment), and find it to be associated with positive valuation effects: an increase
of 1 in the stakeholder welfare score leads to an increase of 0.587 in Tobin‘s Q. Furthermore, the
valuation effects vary across stakeholders and the aforementioned positive effects are driven by firms‘
performance on employee relations andenvironmental issues. These results suggest that stakeholder
welfare (in particular, employee welfare and environmental performance) represents intangibles (such as
reputation or human capital) crucial for shareholder value creation rather than private benefits managers
pursue for their own social or economic needs.

EMPLOYEE SELECTION

Selection is an extremely important aspect in the domain of the organizational effectiveness

and efficiency in order to maintain the space and the quality of the organisational efficiency the right
kind of people will have to be placed at the right place for ensuring a better type of organisational
performance. The different types of discussion of facts that have been above do interpret the fact that
selection is basically the type of processin which an organisation tries to find out the most suitable
candidate from the list of a large number of available candidates present for the evaluation. The
recruitment is a costly process, and so it is generally observed that the organisations do their best to
select the right kind of people from the very beginning of the process so that at the end of the process,
that organisation can have its worth of spending time and money for the selection of the proper
candidate for a better type of business proficiency. In the view of Gamage (2014), the selection process
24
ensures the probability of the selection of the right kind of candidates and it is a general fact that when
the right candidate gets the right kind of job, then the organisational efficiency and productivity is bound
to be enhanced. the selection procedure is basically a firing process in which the employers try to find
out the best types of candidates by gathering the different types of information about them so as to
compare their suitability for the said job from amongst a large pool of eligible contestant
1.Technical2.Aptitude
3.logical reasoning and English4.Psychometric test
Prepare basic concepts of major subjects like SOM, MD, ATD, MT and Material Science. Brush up
aptitudeskills and be aware of the psychometric test.
Basic employee work
It is an All India GET Test by Amcat on 19th August 2018 for all the eligible collegesMaruti visited our
college the first in this season for hiring this year.

PRESENTATION ROUND

This year 2018 they have reduced the slides to just 2 slides and we need to complete the
presentationin not more than 5 mins, for us the presentation round was clubbed with the interview, and I
think they reduced the slides just so that not to make the presentation round as Elimination round but
part of your interview.
Use the opportunity in the presentation round to speak confidently and show them why you deserve the
role andwhy should they hire you.

INTERVIEW

In the interview they picking the people from quicker app they ask you question about
your internships. It is a stress interview mind it, they will try to confuse you. Develop pressure on you
so, be calm andtry to convince them. Then they come to the technical part and ask basic questions from
the subjects related to your cluster preference, and your favourite subjects.
There was no HR interview for us, so this was the only interview and at the end of the day results were
declared 4were selected = 2 from mechanical, 1 from metallurgy and 1 from the production branch.

E- INTERVIEW

The COVID-19 Pandemic has also made the electronic interviews a common practice,
and companies actively use it to select individuals. With social distancing measures in place, businesses
could not invite candidates for face-to-face interviews. The survey report on the remote interviews
conducted during the COVID-19 Pandemic crisis highlighted the important use of the process (Temsah
et al., 2021). The online interviews were actively applied even in the healthcare sector, which is
generally seen as a sensitive sector andrequires careful and close examination to hire the best candidates
(AL-A brow et al., 2021).

RECENT DEVELOPMENT

Maruti Suzuki sales rise 11.8% to 1,64,469 units in February March 01,
2021; The country‘s largest carmaker Maruti Suzuki India (MSI) on Monday reported a 11.8 percent
25
increase in wholesalesto 1,64,469 units in February.
The company had sold 1,47,110 units in February last year, Maruti Suzuki India (MSI) said in a
statement.
Domestic sales increased 11.8 percent to 1,52,983 units last month, as against 1,36,849 units in February
2020, itadded.
Sales of mini cars, comprising Alto and S- Presso, declined by 12.9 percent to 23,959 units, as compared
to27,499 in the same month last year.
Sales of compact segment vehicles, including models Swift, Celerio, Ignis, Baleno and Dzire, increased
by 15.3percent to 80,517 units, as against 69,828 cars in February last year. Sales of mid-sized sedan
Ciaz, however, declined by 40.6 per cent to 1,510 units, as compared to 2,544 units in February 2020.
Utility vehicle sales, including Vitara Brezza, S-Cross and Ertiga, rose 18.9 percent to 26,884 units, as
comparedto 22,604 units in the year-ago month, MSI said.
Exports in February were up 11.9 percent at 11,486 units, as against 10,261 units in the corresponding
month lastyear, the company said.

26
MARUTI SUZUKI CROSSES 20 LAKH CUMULATION EXPORTS MARK

February 27, 2021; The country's largest carmaker Maruti Suzuki India (MSI) on
Saturday said ithas achieved the milestone of 20 lakh cumulative exports.
The auto major achieved the milestone as a batch of products comprising S-Presso,
Swift andVitara Brezza left for South Africa from the Mundra Port in Gujarat.
"The company has been exporting vehicles for past 34 years much before India became
a prominent player in the global automobile business. This early global exposure helped the company
enhance itsquality and attain global benchmarks," MSI MD and CEO Kenichi Ayukawa said in a
statement.
The automaker currently exports 14 models comprising nearly 150 variants, to over 100 countries,
he noted.
"Vehicles manufactured at its facilities in India have found high acceptance owing to global
standards of quality, safety, design and technology," Ayukawa said.
Going forward, the company has aligned itself with the evolving needs of customers in African and Latin
Americannations, he noted.
"With a flurry of new models in pipeline, Maruti Suzuki will attract customers in new
segmentsto enable the company to accomplish bigger milestones at a much faster pace," Ayukawa said.
MSI commenced export of vehicles way back in 1986-87 and the first large
consignment of 500cars was shipped to Hungary in September 1987.
In 2012-13, the company achieved the milestone of one-million exports with more
than 50 percent of the shipments going to the developed markets in Europe.
The company achieved the subsequent million in over eight years with special focus on emerging
markets in LatinAmerica, Africa and Asia regions.
"With concerted efforts, the company has been able to gain sizeable share in markets
like Chile,Indonesia, South Africa and Sri Lanka," the automaker said.
Models such as Alto, Baleno, Dzire and Swift have emerged as popular choices in these markets,
it added.
In January this year, the company started production and export of Suzuki' s celebrated compact
off-roader Jimny from India.
With India as a production base for Jimny, Suzuki aims to leverage MSI''s global
productionstature, the company said.

27
CHAPTER 3

28
RESERCH METHODOLOGY

Research includes procedures of collecting data, analysis the data and finding the conclusion or truth.
Research Methodology is a way to systematically solve the problem by applying various
researchtechniques along with the logic behind the problem.

RESEARCH DESIGN:

Research design is the arrangement of condition for collection and analysis of data in a
manner thataims to combine relevance to the research purpose. The research design adopted for this
study is descriptive research design descriptive research includes survey and facts – finding enquiries of
different kinds. The major purpose of descriptive research is description of the state of affairs, as it
exists as present. The main characteristics of this method is that the researcher has no control over the
variable, he can only report what has happened or what is happening.

DESCRIPTIVE RESEARCH DESIGN:

The researcher has followed the description research by using primary and secondary data collection.
Descriptive studies try to discover answer to the questions who, what, where, when, and
sometimeshow the researcher attempts to describe or define a subject, often by creating profile of a
group of problems.
People or events such studies my involve the collection of data and the creation of distribution of the
number of times the researcher observes a single event or characteristics or they may involve relating
the interaction of twoor more variables.

SAMPLING:

Once the Researcher has clearly specified the problems and developed an appropriate design
and datacollection instruments, the next step in research process is to select those elements from which
the information will be collected. Following sampling methods my collect the required information in
any scientific enquiry.
SAMPLE SIZE
Sample size of sixty (60) employees of the kapico motors India pvt ltd is the sample for the study

SAMPLING TECHNIQUE:

The sampling technique used for this study convenience sampling. This method of sampling
involvesselecting the sample element using some convenient method without going through the rigors of
sampling method. The researcher may make use of any convenient base to select the required number
samples.

29
 DATA COLLECTION METHOD

1) PRIMARY DATA

Primary data were collected through survey from the employees using the questionnaire helps to
recognize the employee‘s perception regarding their jobs and to find out the job performance in the
company aswell as the job.

2) SECONDARY DATA:

Secondary data needed for conducting this research work were collected from brochures of the
companyand employee profile books internet and various journals etc.

OBSERVATION:

In descriptive psychology experiment, the observation method has played an important role. It
is the most prominent and frequently used data collection method. The objective of questionnaire
response analysis is tofind out what people think and do depending on what they note down. What
people are saying in conversation with the researcher reflects the responses in the interview.
Observation is a method of one or more individuals watching what is happening in a real-life situation
andcategorizing and capturing relevant events according to some predefined scheme. It is used to
evaluate an individual‘s behaviour in a controlled or uncontrolled situation. It is a research method that
focuses on theexternal behaviour of people in appropriate situations.

SURVEYS AND QUESTIONNAIRE:

Survey questions are the most efficient and simple method of gathering information about
large number of individuals spread across a wide area. This method entails delivering a questionnaire
form to thepeople in question, including a request that individuals answer the questions and return the
questionnaire.
After survey of questions and return of the questionnaire, the collected data‘s are stored in a
method ofsystematic table, descriptive analysis and percentage type to be in the visual of chart view.
Number of Respondents
Percentage = X 100
Total No. of
Respondents
30
DOCUMENTS AND RECORDS

You can sometimes collect a significant quantity of information without answering someone
a single question. Data gathered is often used in document and records-based research. This type of
research could includeattendance records, meeting notes, and financial records, to mention a few
examples.
Because you‘re using mostly work that‘s already been completed, utilizing records and
documents can be time-saving and cost-effective. Documents and records, but at the other hand, can be
an incomplete data sourceso because research does have control over the results.

31
CHAPTER-4

32
 DATA ANALYSIS

Data has been analysis with help of simple statistical tools and also graphical representation. TOOLS

FOR ANALYSIS

CHI-SQUARE TEST:

Chi-square is a very versatile test used both as a non-parametric and a parametric measure. As a non-
parametric itis used as a test of goodness to fit and as a test ofindependence, as a parametric measure it
is used to establish confidence interval for the variance of population.
The value of X2 is given by the formula.X2 = ∑ (Oi –Ei) 2/EiWhere as

Oi = observed frequencyEi = expected frequencyPERCENTAGE ANALYSIS:

Percentage analysis refers to a special kind of ration. Percentage is used making comparisons between
two ormore series of data. Percentage is used to describe relationships.
Percentage = No. of Respondents / Total No. of Respondents � 100PERCENTAGE ANALYSIS

S. No Particulars No. of Percentage

Respondents

1 highly satisfied 10 16
%
2 Satisfied 22 36
%
3 Neutral 25 41
%
4 Dissatisfied 3 5%

highly 0 0%
Dissatisfied
TOTAL 60 100
%

SOURCE: PRIMARY DATA

33
INFERENCE:

Majority (41%) of respondents have opted for neutral, Few (36%) of respondent have opted for
satisfied, Few (16%) of respondents have opted for highly satisfied with current job and very few (5%) of
respondents have opted for dissatisfied

CHART. 3.1
3.1.1 SATISFACTION OF CURRENT JOB

45%
41%

40%
36%

35%

30%

25%
Percentage of respondents

20%
16%

15%

10%

5%
5%

0%
0%
highly Satisfied N eutral D issatisfied highly
satisfied Dissatisfied

particulars
34
 JOB SECURITY

SI. No Particulars No. of Percentage

Respondents

1 highly satisfied 8 13%

2 Satisfied 32 53%

3 Neutral 12 20%

4 Dissatisfied 8 13%

5 highly Dissatisfied 0 0%

Total 60 100%

SOURCE: PRIMARY DATA

INFERENCE:

Majority (53%) of respondents have opted for satisfied, Few (20%) of respondents areneutral, Few (13%) of
respondents have opted for highly satisfied with the job security and Few (13%) of respondents have opted
fordissatisfied with the job security.

35
 CHART 3.13.1.2 SATISFACTION OF JOB SECURITY

0.6

53%

0.5
Percentage of respondents

0.4

0.3

20%
0.2

13%

0.1

0%
0

particulars

36
 TABLE: 3.3
3.1.3 QUALITY OF WORK LIFE

SI. No particulars No. of Percentage

Respondents

1 Very good 15 25%

2 Good 30 50%

3 Neutral 10 16%

4 Bad 5 8%

5 Very bad 0 0%

TOTAL 60 100%

SOURCE: PRIMARY DATAINFERENCE:

Majority of respondents( 50%) of respondents have opted for ― good‖ option in relation to Quality of Wok
Life, % ofrespondents have opted for ―Good‖ option, 16% of respondents have opted for ―Bad‖ option and
8% of respondents have opted for ‖Very bad‖ option.

CHART 3.3
QUALITY OF WORK LIFE

50

25

16

U 0
TABLE: 3.4
MAJORE ISS E OF QWL

37
 SI.No Particulars No. of Percentage
Respondents

1 Pay 8 1%

2 Benefits 12 20%

3 Job security 16 35%

4 Job nature 14 23%

5 All the above 12 20%

TOTAL 60 100%

SOURCE: PRIMARY DATA

INFERENCE:
Few level of respondents (13%) have opted for ―pay‖ option with reference to themajor issue of Quality of
work life, 20% of respondents have opted for ―Benefits‖ option, 35% of respondents have opted for ―Job
nature‖ option and 20%of respondents have optedfor ―All the above‖ option.

TABLE.3.6
THE WORK ENVIRONMENT

35%

23
20% 20%

13%

Pay Benefits Job Job All the

security

38
 S.No particulars No. of Percentage
Percentage of respondents Respondents

1 Excellent 22 36%

2 Good 23 38%

3 Neutral 13 21%

4 Satisfactory 2 3%

5 Un satisfactory 0 0%

TOTAL 60 100%

SOURCE: PRIMARY DATAINFERENCE:

Majority(38)% of respondents have opted for Excellent option ,36% of respondents have opted for Good,
21% ofrespondents have opted for Satisfactory, 4% of respondents have opted for Un satisfactory with the
s
work environment.

CHART.3.6
THE WORK ENVIRONMENT
38
40 36

35

30
21
25

20

15

10 3

0
5

0
Excelle Goo Neutr Satisfactory Un

particul

39
 TABLE.3.7
HEALTHY & SAFETY WORKING CONDITIONS

SI. No Particulars No. of Percentage

Respondents

1 highly 17 28
satisfied %
2 Satisfied 30 50
%
3 Neutral 10 16
%
4 Dissatisfie 3 5%
d
highly 0 0%
Dissatisfie
d
TOTAL 60 100
%
SOURCE: PRIMARY DATA

INFERENCE:
Majority(50)% of respondents have opted for highly satisfied with the healthy and safety working
conditions, 28% of respondents have opted for satisfied, 16.5% of respondents have opted for neutral, 5% of
respondents have opted fordissatisfied with the healthy and safety working conditions.

40
 CHART 3.7
HEALTHY & SAFETY WORKING CONDITIONS

45% 41%

40%

35%

30%
25%
25%
20%
20%

15% 13%

10%

5%
0%
0%
highly Satisfied Neutral Dissatisfied highly
satisfied Dissatisfied

particulars

41
 TABLE.3.8
SATISFACTION OF REMUNERATION

SI. No Particulars No. of percentage

Respondents

1 highly 15 25
satisfied %
2 Satisfied 25 41
% %
3 Neutral 12 20
%
4 Dissatisfie 8 13
d %
5 highly 0 0%
Dissatisfie
d
TOTAL 60 100
%
SOURCE: PRIMARY DATA

INFERENCE:
majority25% of respondents have opted for highly satisfied with the salary package and41% of respondents
have opted for satisfied, 20% of respondents have opted for neutral,13% of respondents have opted for
dissatisfied, and 6.3% of respondents have opted forhighly dissatisfied with the salary package.

CHART 3.8
42
 SATISFACTION OF REMUNERATION

45.00%
41.50%
u
40.00%

35.00%
30
30.00%

25.00% 23.50%

20.00%

15.00%

10.00%
5%
5.00%
0%
0.00%
highly Satisfie Neutral Dissatisfied highly

partic

43
 TABLE. 3.9
PF GIVEN BY THE ORGANISATION
Percentage of respondents

SI. No Particulars No. of Percentage

Respondents

1 highly satisfied 14 24
%
2 Satisfied 18 30
%
3 Neutral 25 41
%
4 Dissatisfied 3 5%

5 highly 0 0%
Dissatisfied
60 100
%
SOURCE: PRIMARY DATA

INFERENCE:
Majority(24)% of respondents have opted for highly satisfied and 30% of respondents have opted for
satisfied, 41% of respondents have opted for neutral, 5% of respondents have opted for dissatisfied with the
pf given by organization.
n

44
 CHART 3.9
c
PF GIVEN BY THE ORGANISATION

45
41
40

35

30
25
25

20 17 17

15

10

0
Ye N Some No
training

parti

45
 TABLE .3.10
TRAINING PROVIDED BY ORGANIZATION

I.No particulars No. of Percentage

Respondents

1 highly 20 33
satisfied %
2 Satisfied 20 33
%
3 Neutral 15 25
%
4 Dissatisfied 5 8%

5 highly 0 0%
Dissatisfied
TOTAL 60 100
%

SOURCE: PRIMARY DATA

INFERENCE:
Majority33% of respondents have opted for highly satisfied with training and 33% ofrespondents have opted
for satisfied, 25% of respondents have opted for neutral, 8% of respondents have opted for dissatisfied with
training givenby the organization.

CHART 3.10
TRAINING PROVIDED BY ORGANIZATIO

60
53
50

20
20

10

0
0
Strong Stron

particul
46
DOES TRAINING OPPORNITIES REALLY PLAY ONIMPORTANT ROLE IN IMPROVING
THEQWL
SI. No Particulars No. of Percentage
Respondents

1 Yes 25 41%

2 No 10 17%

3 Sometime useful 15 25%

4 No training 10 17%
conducted
in relation QWL

60 100%
TOTAL

SOURCE: PRIMARY DATA

INFERENCE:
Few 16% of respondents are strongly agreeing with reference to the company‘s transparency to respondents,
20% of respondents only agree, 53% of employee‘s views are moderateu and 10% of respondents disagree
with reference to the
company‘s transparency to respondents.

CHART 3.11

DOES TRAINING OPPORNITIES REALLY PLAY ONIMPORTANT

ROLE IN IMPROVING THE QWL

45% 41.50%
Percentage of respondents

40%

35%

30%
25%
25%
20%
20%
13.50%
15%

10%

5%
0%
0% 47
highly Satisfied Neutral Dissatisfied highly
satisfied Dissatisfied
 TABLE. 3.12
COMPANY‘S TRANSPARENCY TO EMPLOYEES

SI. No Particulars No. of Percentage

Respondents

1 Strongly agree 10 16
%
2 Agree 12 20
%
3 Moderate 32 53
%
4 Disagree 6 10
%
5 Strongly disagree 0 0%

TOTAL 60 100
%
SOURCE: PRIMARY DATA

INFERENCE:
Few (16%) of respondents have opted for strongly agree and 20% of respondents have optedfor agree, 53%
ofrespondents have opted for agree, 10% of respondents are disagree.

CHART 3.12
COMPANY’S TRANSPARENCY TO EMPLOYEES

45
41
40

35

30
25
25

20 17 17

15

10

5
0
0 TABLE. 3.1 3
SATISFACTI ONAgre
Strongl IN P RFOR MANCE
Moderat A PPRAIS
Disagre Strongl L
y y
E A
48
articula
 I. No Particulars No. of Percentage
Respondents

1 highly satisfied 15 25%

2 Satisfied 25 41%

3 Neutral 12 20%

4 Dissatisfied 8 13%

5 highly Dissatisfied 0 0%

60 100%

SOURCE: PRIMARY DATA

INFERENCE:
Majority(25%) of respondents have opted for highly satisfied performance appraisal and 41.5% of
respondents haveopted for satisfied, 20% of respondents have opted for neutral, 13.5% of respondents have
opted for dissatisfied performance appraisal method.

CHART.3.13 3.1.13SATISFACTION IN PERFORMANCE APPRAISAL

60

53

50

40

30

20
20
16

10
10

0%
0%
Strongly Agre Moderat Disagre Strongl
y

particular
49
 TABLE .3.14
CORDIAL RELATIONSHIP AMONG EMPLOYEES

SI. Particulars No. of Percentage

No Respondents

1 Strongly agree 25 41%

2 Agree 10 17%

3 Moderate 15 25%
%
4 Disagree 10 17%

5 Strongly disagree 0 0%

TOTAL 60 100%
e
SOURCE: PRIMARY DATA r

INFERENCE:
Majority (41%) of respondents have opted for strongly agree cordial relationship among respondents and
17% of respondents have opted for agree, 25% of respondents have optedfor Moderate, 17% of respondents
have opted forDisagree option

CHART 3.14
CORDIAL RELATIONSHIP AMONG EMPLOYEES

45% 41%

40%

35%
28%
30%

25%
20%
20%

15%
10
10%

5%
0%
0%
Strongly Agree Moderate Disagr e Strongly
agree disag ee

particulars
50
 TABLE. 3.15
SUPERIOR’S GUIDANCE IN COMPLETION OF TASK

SI. No Level of satisfaction No. of Percentage

Respondents

1 Strongly agree 12 20%

2 Agree 17 28%

3 Moderate 25 41%

4 Disagree 6 10%

5 Strongly disagree 0 0%

TOTAL 60 100%

SOURCE: PRIMARY DATA

INFERENCE:
20% of respondents have opted for Strongly agree and 28% of respondents have opted for agree, 41% of
respondentshave opted for moderate, 10% of respondents have opted for disagree.

CHART 3.15
SUPERIOR’S GUIDANCE IN COMPLETION OF TASK

40% 38.50%

35%
31.50

30%

25%
25%

20%

15%

10%

5%
5%

0
0%
Very high High Moderate Low Very l w

Particula
51
 TABLE .3.16
SCOPE OF CAREER DEVELOPMENT

No Particulars No. of Percentage

Respondents
%

1 Very high 15 25%

2 High 23 39%

3 Moderate 19 32%

4 Low 3 5%

5 Very low 0 0%

TOTAL 60 100%

SOURCE: PRIMARY DATA

INFERENCE:
25% of respondents have opted for very high option with the career development and 38%.5% of respondents
have opted for high option, 31% of respondents have opted for Moderate, 5% of respondents have opted for
low with the career
development program. o

CHART 3.16
3.1.16 SCOPE OF CAREER DEVELOPMENT

45
41
40

35

30 28

25
20
20

15
10
10

5%
%
0%
Strongl Agre Moderat Disagre Stro
y gly
52
particular
 CHI SQUARE ANALYSIS
Quality of work life vs genderHYPOTHESIS

Null hypothesis- h0 – There is no significant relationship between quality of work life that gender.

Alternative hypothesis Ha- There is significant relationship between major quality of work life and
gender.

Quality of work life

Gender Total
Very Go Neut B Very
good od ral a bad
d

Male 6 10 5 3 1 25

Female 9 15 4 5 2 35

Total 15 25 9 8 3 60

Table of Observed Frequency – O

Quality of work life Total

Gender
Very good Good Neutral Bad Very bad

Male 6 10 5 3 1 25

Female 9 15 4 5 2 35

Total 15 25 9 8 3 60

53
 Table of Expected Frequency – E
Expected Frequency = (Row Total x Column Total) / Grand Total

Quality of work life

Gender Good Bad Very bad Total

Very good Neutral

Male 6 10 5 3 1 25

Female 9 15 4 5 2 35

Total 15 25 9 8 3 60

Estimation of Chi- Square

Observed Value(O) Expected Value(E) O-E (O-E)2 (O-E)2E

6 6.25 0.25 0.0625 0.01

10 10.417 0.41 0.17388 0.01669
7 9 3
5 3.75 - 1.25 1.5625 0.41666
7
3 3.33 0.33 0.1089 0.03270
3
1 1.25 0.25 0.0625 0.05
9 8.75 - 0.25 0.0625 0.00714
3
15 14.58 - 0.42 0.1764 0.01209
9
4 5.25 1.25 1.5625 0.29761
9
5 4.67 - 0.33 0.1089 0.02331
9
2 1.75 - 0.25 0.0625 0.03571
4

54
 Calculated Value = 0.090919 DegreeOf Freedom = (r—1) (c -1)
= (2- 1) (5-1)
=4

Tabulated Chi-Square value at 5%

Significant Level = 9.49

1 Particulars 5 4 3 2 1 Average
2 Factors 1 2 3 4 5 % Rank

INFERENCE
Since the calculated value is less than the Tabulated Value therefore Null Hypothesisisaccepted.
There is no significant relationship between Quality of work life and Gender.

career development 10 15 12 18 5 12.47 V

employeemorale 8 20 13 9 10 12.47 IV

job security 21 14 15 7 3 11.87 VI

workingcondition 18 20 12 8 2 14.93 I

work load 15 18 11 9 7 13.67 II

job training 11 25 9 5 10 13.47 III

Net score = weighted average for column *No of

respondentsTotal weight

55
 10*5+15*4+12*3+8*2+5*15+4+3+2+1

12.47 %

= *2+10*15+4+3+2+1 8*5+20*4+13*3+9

12.47%

Job security =
21*5+14*4+15*3+
7*2+3*15+4+3+2+1
= 11.87 %

Working condition = 18*5+20*4+12*3+8*2+2*1

5+4+3+2+1

= 14.93 %

= 15*5+18*4+11*3+9*2+7*15+4+3+2+1

13.67 %

56
 = 11*5+25*4+9*3+5*2+10*15+4+3+2+1

13.47 %

INFERENCE
Majority of respondents infers that working condition is the major concerned in the
quality of work life

57
CHAPTER – 5

58
 FINDINGS
 From the data collected from employees working under accounting field shows that majorities of
employeesare satisfied with their organization and the facility and other benefits as a monitory and
non-monetary and advantages provided by the organization. The organization is keeping the quality,
promises etc. The findingsare as follows:
 The employees are highly satisfied with the organization due to the facilities and other benefits
provided bytheir organization.
 Most employees are satisfied with working environment because of the organization have suitable
workingenvironment.
 The majority of employees feel good about the infrastructure of the organization due to the good
infrastructure facility provided by their organization to its employees.
 Majority of employees feel job security in their work place.
Employees are highly satisfied with the cleanliness in their working environment.
 Employees are highly satisfied with remuneration paid by their organization. This reveals that their
organization are providing reasonable remuneration to the employees without any discrimination.
 There may be high target or stress situations to the employees; they rarely feel stress in the working
place.
 Most of the employees are satisfied with the ongoing employer employee relationship in their
organization.
 Majority of employees are working under organization where formal communication is taken place.
 Most of the organization try to participate their employees in taking managerial decisions. That will
makeemployees a feel of worthiness.
 Employees are provided by family allowance provided by their
organization.
 Most of the employees are receiving monetary and non-monetary benefits.
 The organization is providing training and development programs to employees to enhance their skill.
 Majority of organization are providing tour and recreational programs to its employees.
 Most of the employees feel that there is scope for growth. 16.Organizations are providing insurance
policiesto employees. 17.Most of the employees are satisfied with their leave structure.
 Majority of employees are expecting an increase in their income during this pandemic.
 Employees feel good on the health and safety measures taken by their organization.
 The majority of employees are provided by recreational activities during working hours.

59
 SUGGESTIONS:

1. Organization should provide the employees with attractive remuneration tokeepthem

satisfied still there is some dissatisfaction in the employees.
2. Organization should take some steps to reduce the stress of the employees.
3. Organization need to improve welfare facilities.
4. Organization had to reduce risk of employees.
5. Organization has to improve growth opportunity.
6. Recreation facility, cultural program, tour program can be improved.Organization should
provide some more safety measures

60
 CONCLUSIONS:

The study was focused on the quality of work life of employees working under human resource field. The
quality of work life of employees is related with the job satisfaction and employee satisfaction of the
employees. It is clearly revealed that employees are highly satisfied with the organization due to the
facilitiesand other benefits provided by the organization. The most valuable asset of any organization is
its employees. An assured good quality of work life not only attracts young and new talent but also retain
the existing experienced talent. In order to have a greater and effective quality of work life organization
must fulfill the needs of its employees. The success of any organization depends on the efficiency of
employees.
The overall performance of an organization depends completely on the performance of its people, in
spite of the organizations size, purpose or other characteristics. Quality work life are linked with the
effective outcomes like increased job satisfaction, Improved employee performance, involvement
andresponsibility.

61
 QUESTIONARRIE
1. Name:

2. Place:

3. Are you satisfied with the organization you are working?

o Highly satisfied
o Satisfied
o Not much satisfied
o Dissatisfied

4. Are you satisfied with the working environment of the organization?

o Highly satisfied
o Satisfied
o Not much satisfied
o Dissatisfied

5. What is your opinion about the infrastructure of the company?

o Excellent
o Good
o Fair
o Bad

6. Do you feel there is job security in the organization?

o Yes
o No

7. Do you feel any stress or pressure while working in the organization?

o Always

62
o Sometime
o Never

8. Are you satisfied with the family allowance provided by the organization?

o Yes
o No

9. Are you satisfied with your remuneration?

o Highly satisfied
o Satisfied
o Not much satisfied
o Dissatisfied

10. Does your organization facilitate any tour or recreational programmes?

o Yes
o No

11. What kind of communication takes place in the organization?

o Formal
o Informal

12. Rate the cleanliness of your working environment?

o 1
o 2
o 3
o 4
o 5

13. How is the employer-employee relation in your organization?

o Excellent
o Good
o Fair
o Poor

63
14. Does your organization provide training and development programs?

o Yes
o No

15. What is the level of participation of employees in the managerial decision ofthe
organization?

o Below 50%
o 50%
o Above 50%

16. Do you feel that your organization provide scope for growth?

o Yes
o No

17. Does your organization provide monetary and non-monetary benefits?

o Yes
o No

18. Does your company provides insurance policy to employees?

o Yes
o No
19. Are you satisfied with the leave structure provided by the company?

o Highly satisfied
o Satisfied
o Not much satisfied
o Dissatisfied

20. Are you expecting increase in your income during this pandemic?

o Yes
o No

64
21. Does your company provide family policies and other welfare activities?

o Yes
o No

22.Does your company followed protocols given by govt during thispandemic?

o Yes
o No

65