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INTRODUCTION:
The study on welfare measures is more relevant in today’s business scenario
characterized by very tough competition. This situation had led to a stage where organizations
are more worried about survival; this led welfare to take a back seat. The employees themselves
are looking for the bare minimum and not making any demands for welfare. In such a situation, a
study on welfare measures and their effectiveness goes a long way in determining how relevant
these concepts are in the changed scenario. Therefore a study is required.
The study was also required because implementation of welfare measures in India has
become nominal. It has been so neglected in the implementation part that there are very few
takers for welfare because of which the basic objective of having welfare measures being
implemented is lost. This study was therefore aimed at telling the management areas where they
need to tighten up to make welfare really meaningful in the organization. Keeping in view the
importance of fertilizers, the following integrated polymers plants with foreign collaborations
were set up.
The real need for welfare arises from the two basic conditions generally known as the
long arm of the job and the ‘social invasion of the factory’. The working environment of any job
in a factory or mine or a workshop imposes some adverse effect on the workers because of the
heat, noise, and order, fumes etc. involved in the manufacturing process.
EMPLOYEE WELFARE
Employee is the important factor of Industrial Production. Management seeks to
cooperation of work force by providing welfare in terms of provisions for better working
conditions, adequate lighting and ventilation etc., Employee Welfare work aim at providing such
service facilities and amenities which enable the Employee employed in industrial to perform
their work in healthy congenial surrounding conducive to good health and high morale.
OBJECTIVES OF THE STUDY
Primary Objective: To study the level of satisfaction of employees regarding welfare measures
at C.I.L.
Secondary Objective: To study the perception of the employees regarding the welfare measures
provided to them.
To analyze if the level of satisfaction is different among the various categories of
employees and departments.
To suggest provision of more welfare measures to improve the performance o f
t he employees
HYPOTHESIS:
Employee welfare measures provided by the plant influences the productivity
Employee welfare measures provided by the plant leads to job satisfaction of the
employees
PROBLEM OF THE STUDY:
A Project titled “A Study On Employee welfares Measure in TAKATA India Pvt Ltd,
Ammanambakkam “.This project is for to know the labour welfare measures provide in the
coromandel international limited, and to study the various dimensions of employee welfare
measures that perceived by the worker and the perception of the respondents regarding the
various labour welfare provided to them and to suggest suitable measures to enhance HRD
intervention used in improve the welfare facilities.
SCOPE OF THE STUDY:
During the World War II certain non-monetary benefits were extended to employee as
means of neutralizing the effect of inflationary condition. These benefits, which include housing,
health, education, recreation, credit, canteen etc., have been increased from time to time as a
result of the demands and pressures from trade union, it has been recognized that these benefits
help employee in meeting some of their life’s contingencies and to meet the social obligation of
employee.
1.Employee demands:
Employees demands more and varied types of welfare measure rather than pay hike
because of reduction in tax burden on their part of employees and in view of the galloping price
index and cost of living:
2. Trade union demands:
Trade union competes with each other for getting more and a new variety of welfare
measure to their members such as life insurance, beauty clinics. If one union succeeds in getting
one benefit, the other union persuades management to provide a new model fringe. Thus, the
competition among trade union within an organization results in more and varied benefits.
3. Employee’s preference:
Employee also prefers welfare measure to pay-hike, as welfare measure motivate the
employee for better contribution to the organization. It improves morale and works as an
effective advertisement.
4. As a social security.
Social security that society furnishes through appropriate organization against certain
risks to which it members are exposed These risks are contingencies of life like accidents and
occupational diseases. Employee has to provide various benefits like safety measure,
compensation in case of involvement of workers in accidents, medical facilities etc
RESEARCH METHODOLOGY:
The information pertaining to various labour welfare philosophies has been collected
mainly from various books however the information pertaining to Coromandel International
Limited has been obtained from the following two sources.
PRIMARY DATA:
This is done by personal discussion with various officials in employee relation
department and human resource development. Questionnaires were prepared by keeping in view
of the objective of the study. The first one is being management questionnaire covering
management data on participation of workers in welfare work. The second one was the canvass
among the sampled employers to find out their opinion on welfare measures.
The questionnaire was distributed to 150 and the response were limited to 110. The study
is confined to a sample of 110 only.
SECONDARY DATA:
The secondary data is from various publications on personal management labour welfare
and annual reports of TAKATA India Pvt Ltd.
LIMITATIONS OF THE STUDY
Every study is conducted under some limitations. Some of the limitations of the study are
as follows.
During the project period most of the staff members are busy with auditing and other
works. So they could not afford give full information.
Some of the information was not available due to the confidential matters.
Since officials, executives and others were busy the study was primarily focused on
secondary data.
Time was a constraint for the study.
REVIEW OF LITERATURE
Human Resource Management is the process of procuring,
developing, maintaining, and controlling human resources for effective
achievement of organizational goals. This project is focused on employee
welfare measure and employee morale.
2.1 EMPLOYEE WELFARE – DEFINITION
Employee welfare means “the effort to make life worth living for
workmen”. When all basic facilities are provided and employees
obtain
satisfaction then the productivity can be increased and development of the
organization will be possible
CONDITIONS OF WORK ENVIRONMENT
1) Working conditions
Temperature
Ventilation Lighting
Dust
Smoke
Fumes and gases
Noise
Humidity
Posture – simple
Hazard and safety complex devices
2) Factory Sanitation and Cleanliness:
Provision of urinals in factories
Provision of spittoons
Provision for the disposal of waste and rubbish
Provision for water disposal (drainage)
Provision of proper bathing and washing facilitiesCleanliness, white- washing and repair of buildings and workshops
Care and maintenance of open spaces, gardens, roads, etc
3) Welfare Amenities
Provision and care of drinking water
Canteen services
Lunch
Rest room
Crèches Cloak
rooms
Other amenities
2.1.1 EMPLOYEES’ HEALTH SERVICES
1) Factory health services
Medical examination of employees Factory
dispensary and clinic treatment First aid
and ambulance room Treatment of
accidents and
Health education and research
2) Recreation
Playgrounds for physical recreation (athletics, games, gymnastics, etc)
Social and cultural recreation (music, singing, dancing, drama, etc)
3) Workers education
Education to improve skills and earning capacity
Literacy
Library, audio visual education, lecture programmes and
Workers educational scheme and its working
4) Economic Services
Employees’ co-operative societies
Grain shops and fair price shops and Housing co-operatives
5) Housing for employees and community services
6) Study of the working of welfare Acts
Factories Act
Employees state insurance act
Minimum wages act
7) Social Work in industrial Setting
Family Planning
Employee counseling
2.1.2 EMPLOYEE SERVICES AND BENEFITS
These are concerned with the process of sustaining and maintaining
the work force in an organization. They include
1) Safety provision inside the workshop
2) Employee counseling
3) The medical services
4) The recreational and other welfare facilities
5) Fringe benefits and supplementary items
2.1.3 EMPLOYEE MORALE - DEFINITION
According to Yoder “morale is a feeling, somewhat related to esprit
de corps, enthusiasm or zeal.Fippo has described morale “As a mental condition
or attitude of individuals and groups which determines their willingness to co-
operate. Good morale is evidenced by employee enthusiasm, voluntary
conformance with regulations and orders, and a willingness to co-operate
with others in the accomplishment of an organization’s objectives.
2.1.4 FACTORS AFFECTING MORALE
According to McFarland, the important factors which have a bearing
on morale are
The attitude of the executives and managers towards their subordinates.
working conditions, including pay, hours of work, and safety rules
effective leadership and an intelligent distribution of authority and
responsibility in the organization
the design of the organization’s structure which facilities the flow of work and
The size of the organization.
2.1.5 CRITERIA THAT DETERMINES MORALE
Several criteria seem important in the determination of levels of workers
morale, such as
The organization itself
The nature of the work
The level of satisfaction
The supervision received
The perception of the self
Workers perception of the past awards and future opportunities for rewards
The employees age
The employee’s educational level and occupational level.
2.1.6 TYPES OF MORALE
Morale is generally referred to as high morale. According to McFarland,
“high morale exists when employee attitudes are favorable to the total situation of a
group and to the attainment of its objectives low morale exists when
attitudes inhibit the willingness and ability of an organization to attain its objectives
High morale is represented by the use of such term spirit, zest,
enthusiasm, loyalty, dependability and resistance to frustration. Low morale, on
the other hand, is described by such words and phrases as apathy, bickering,
jealously, pessimism, fighting, disloyalty to the organization, disobedience of the
orders of the leaders, dislike of, or lack of interest in, one’s job, and laziness.
2.1.7 MORALE AND PERFORMANCE
It has been pointed that “there is a little evidence in the
available literature that employee attitudes bear any relationship to performance on
the job.
First, there are some who assert that high satisfaction leads to
high performance. The “Hawthorne” studies of 1930s seem to support this view,
as do findings of other studies.
Second, others take an opposite view. For example, Lyman Porter and
Lawler say that satisfaction results from high performance, because most
people experience satisfaction by accomplishing more tasks, like building a
radio, or clinching a sale.
Third, still others claim that there is no consistent relationship between
morale and performance. Vroom found significant relationship between morale and
performance in only 5 out of 22 studies undertaken by him.
2.1.8 WARNING SIGNS OF LOW MORALE
Among the more significant of the warning signals of low morale are
High rate absenteeism
Tardiness
High Labour turnover
Strike and sabotage
Lack of pride in work and
Wastage and spoilage.
2.1.9 IMPROVING MORALE
A three-fold action may be initiated. In the first place, it is essential to
change the policy or to correct it immediately. Employees do not lose their
respect for the boss who admits his mistakes but they cannot respect one who
makes too many, and they may have contempt for one who refuses to admit his
mistakes.
Second, misconceptions should be removed, and the correct position
should be explained to the employees.
Third, a reasonable attempt should be made to educate and convince the
employees.
2.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES
Preserving Employee Morale during DownsizingKaren E. Mishra, Gretchen M. Spreitzer and Aneil K. Mishra
Topic: Human Resource Management and Industrial Relations
Reprint 3927; winter 1998, Vol. 39, No. 2, pp. 83–95
Mishra propose a four-stage approach to downsizing, gleaned from interviews
and surveys that will retain workers' trust and sense of empowerment. The
company should consider all stakeholders' needs — survivors, laid-off employees,
the community, local and national press, and any affected government agencies.
The implementation of all the above, is the most important. Management
should communicate frequently and be open and honest.
How to Boost Employee Morale
By Betsy GallupApril 9, 2006
The following are the ways to boost the employee morale.
Treat employees with respect
Show interest in your employees' personal lives
Allow your employees to gain ownership of their jobs by being part of the
decision-making process
Create a pleasant work environment
Establish an employee recognition program
Give clear direction and set priorities.
Stand behind your employees. Be their greatest advocate.
Boost Employee Morale with an Employee Incentive Program
By: Trevor Marshall
Good managers know from their own observations that employee attitude
affects their work and eventually the company’s output.
It is essential that your incentive program will actually inspire and
motivate them to work efficiently and not just be competitive with each other.
Healthy competition among the company’s employees is good but too much of it
may also cause the company to disintegrate.
The company should still be very much hands-on with the whole employee
incentive program to ensure that the outcome of the employee incentive
program will be good.
Employee Welfare
By Regina Barr
Employee Welfare program is based on the management policy which is
aimed shaping perfect employees. Therefore the concept of employee
welfare includes to aspects namely physical and mental welfares
1. Applications of merit system or work performance system as the basis
for employee rewarding.
2. Providing the retired employees with the old age allowance.
3. Employee insurance program to provide the employee with better security.
4. Improvement in health security for the employees and their families so that
they can work confidently and productively.
5. Increase in basic salaries and pension as adjustment to the needs providing
all work units and their officials with vehicles to help support smooth mobility.
INDUSTRY PROFILE
Takata has been engineering the precision of our products to the millisecond for over 70 years. We have been driven by our dedication to save human life while embracing a pioneering spirit in developing innovative products. Takata has spread this same thought process to all of our locations worldwide. “Somewhere on earth, Takata products have saved the preciousness of human life today”. We continue to challenge ourselves and our affiliates all over the world to develop new technologies so that people will be able to experience the joy of life. Our dream is that some day there will be zero victims due to traffic accidents. And we hope the day will come when the word “TAKATA” becomes synonymous with “safety”.
1933 Takezo Takada establishes Takata Company, a textile manufacturer in Shiga Prefecture. The firm uses its weaving technology to manufacture lifelines.
1952 Stimulated by American research on equipping cars with seat belts, Takata begins its own research on using parachute technology to manufacture seat belts. (At the time, the total annual production of automobiles in Japan is 39,000 units.)
1956 The company incorporates as Takata Kojo Corporation.
1960 Production and sales of the first two-point seat belts begins.
1962 Public disclosure of Japan’s first seat belt crash tests conducted in cooperation with the Ministry of Transport’s Technical Research Institute and the National Research Institute of Police Science, ignites huge public response due to extensive media coverage.
1963 Japan Installs the first dynamic test facility to test our seat belt protection systems under real-world conditions in Hikone.Takata embarks on mass production of seat belts as standard options.
1965 Begins a series of crash tests with dummies which receives nationwide media coverage.
1971 Takata develops a passive restraint system.
1973 Participates voluntarily in U.S. National Highway Traffic Safety Administration (NHTSA) crash tests. Takata is the only company out of six to clear the 32.3 mph standard.
1976 Takata starts developing child restraint systems.
1977 Begins production of the “Guardian®” child restraint systems.
1979 Supports International Seat Belt Symposium.
1983 The company name changes to Takata Corporation.Supplied 800 airbags to various U.S. institutions, including police agencies, for use in an airbag fleet test program as part of a safety campaign sponsored by the U.S. Department of Transportation (DOT).
1984 Establishes Takata Fisher Corporation, a joint venture, in the State of Michigan, U.S.A., to assemble and sell seat belts.
1985 “Guardian®” child safety seat receives the 1985 Product of the Year award from the U.S. National Independent Nursery Furniture Retailers Association.
1987 Begins production of driver side airbag modules.Begins production of child-restraint seats in Colorado, U.S.A.
1988 Establishes Highland Industries Inc. in the State of North Carolina, U.S.A. as a production base for textiles, airbags, and other automobile interior components.Establishes production base in Europe in Northern Ireland. European Component Company (ECC) begins production and sale of seat belts in Europe.
1989 Acquires two U.S. companies, Gateway Industries, Inc. and Irvin Industries, Inc. and begins assembly and manufacturing of seat belts and interior trim.Establishes TK Holdings Inc. in North Carolina, U.S.A.
1990 Begins production and sale of passenger seat airbags.
1991
Establishes Automotive Systems Laboratory, Inc. as research and development center in Michigan, U.S.A.
Establishes Takata (Europe) Vehicle Safety Technology GmbH as research and development center in Germany.Establishes Inflation Systems Inc. (formerly Takata Moses Lake Inc.) in the State of Washington, U.S.A. and begins manufacturing inflators.Establishes Takata (Europe) GmbH in Germany.
1992 Establishes Takata Asia Pte Ltd (formerly Automotive Safety Systems Worldwide Pte
Ltd) in Singapore.
1994 Establishes TAKATA DE MEXICO, S.A. DE C.V. in Mexico to serve the Mexican
seat belt and airbag cushion markets.Establishes TAKATA-TOA CO., LTD. in Thailand and begins manufacturing seat belts and airbag cushions.
1995
Establishes TAKATA-PETRI (Sachsen) GmbH (formerly Takata (Sachsen) GmbH).
1997
Establishes Takata (Philippines) Corporation in the Philippines and begins manufacturing seat belts and airbag cushions.
Establishes Takata Petri S.A. (formerly Takata do Brasil Autopecas Ltda.) to serve the South American seat belt market.
1999 Establishes TAKATA CPI Singapore Pte Ltd in Singapore.
Begins manufacture and sale of the “MiLiB®” and “ISO-FIX” child restraint systems.
2000 Acquires PETRI AG, a major German steering wheel manufacturer, and establishes
TAKATA-PETRI AG.
2002
Establishes Takata (Shanghai) Automotive Components Co., Ltd. (formerly Takata (Shanghai) Safety Systems Co., Ltd.) in China and begins manufacture and sale of seat belts, airbags, and steering wheels.
Begins full-scale production of steering wheels at TAKATA-PETRI Romania S.R.L. in Romania.
2003
Establishes Takata (Shanghai) Automotive Component Co., Ltd. and begins
manufacturing airbags and steering wheels.
2004
Begins production of seat belts at TAKATA-PETRI Romania S.R.L. in Romania.Begins production of airbag fabric at TAKATA-PETRI Sibiu S.R.L. in Romania.
2005
Begins mass production of the world’s first TWIN BAG, an advanced design of airbag.Establishes Takata (Changxing) Safety Systems Co., Ltd. as inflator base in China.
2006
Listed in the First Section of the Tokyo Stock Exchange.
Establishes TAKATA-PETRI PlasTec GmbH in Germany.Begins manufacturing of the world’s first mass-produced motorcycle airbags.
2007
Japan’s NHK public TV covers Takata’s airbags that protect the head of pedestrians. These airbags were shown in the 2007 Tokyo Motor Show and attracted considerable attention from the public.
Establishes Takata Kyushu Corporation’s Arita Plant in Japan.Establishes TAKATA INDIA PVT. LTD. in India.
2008
Receives Innovation Partnership PACE Award from Automotive News.
TAKATA R&D Center Berlin established in Germany to serve as R&D base for Europe.Also, established R&D centers in South Korea and ChinaEstablishes Takata Automotive Electronics (Shanghai) Co., Ltd.in China.
2010 Establishes TAKATA-PETRI MAROC SARL in Morroco. Begins production of streering wheels.
Objectives of the study
Primary Objective: To study the level of satisfaction of employees regarding welfare
measures at TAKATA India pvt ltd.
Secondary Objective: To study the perception of the employees regarding the welfare
measures provided to them.
To analyze if the level of satisfaction is different among the
various categories of employees and departments.
To suggest provision of more welfare measures to
improve the performance of the employees.
Scope of the study
This study would give an overview of the welfare measures existing at
TAKATA India pvt ltd. Since safety and welfare are two important elements essential for
improving the productivity of an organization, a study on the existing welfare measures
would help the organization perform better. This study would throw light on the
perception of the employees regarding safety and welfare. TAKATA India pvt ltd can
identify the areas where it can improve so as to improve the performance of the
employees. This study would also help to analyze if there is dependence between
Limitations of the study
The study was restricted to the class III and class IV non
ministerial staff of TAKATA India pvt ltd.
Due to time constraints the sample size had to be confirmed to 100.
The respondents have replied to the queries recalling from their
memory. Therefore recall bias and personal bias are possible.
Since the data was collected using a schedule, the interviewer’s
inability to understand and record the responses correctly is
possible.
The respondents were unable or unwilling to give a complete and
accurate response to certain questions.