Employee Welfare - Hyundai 2014

A STUDY ON EMPLOYEE WELFARE

CHAPTER-1 INTRODUCTION: Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance against disease, accident and unemployment for the workersand their families. Labour welfare entails all those activities of employer which are directed towards providing the employees with certain facilities and services in addition to wages or salaries. Labour welfare has the following objectives: •

To provide better life and health to the workers

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To make the workers happy and satisfied

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To relieve workers from industrial fatigue and to improve intellectual, cultural and material conditions of living of the workers.

The basic features of labour welfare measures are as follows: •

Labour welfare includes various facilities, services and amenities provided to workers for improving their health, efficiency, economic betterment and social status.

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Welfare measures are in addition to regular wages and other economic benefits available to workers due to legal provisions and collective bargaining

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Labour welfare schemes are flexible and ever-changing. New welfare measures are added to the existing ones from time to time.

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Welfare measures may be introduced by the employers, government, employees or by any social or charitable agency.

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The purpose of labour welfare is to bring about the development of the whole personality of the workers to make a better workforce.

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A STUDY ON EMPLOYEE WELFARE

The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labour force for the organization. The purpose of providing such facilities is to make their work life better and also to raise their standard of living. The important benefits of welfare measures can be summarized as follows: •

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

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

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

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Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace.

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The social evils prevalent among the labours such as substance abuse, etc are reduced to a greater extent by the welfare policies. "During the pre-independence period, industrial relations policy of the British Government was one of laissez faire and also of selective intervention. There were hardly any labour welfare schemes. After independence, labor legislations have formed the basis for industrial relations and social security. These legislations have also provided machinery for bipartite and tripartite consultations for settlement of disputes. Soon after independence, the government at a tripartite conference in December 1947 adopted the industrial truce resolution. Several legislations, including the following, were enacted to maintain industrial peace and harmony: Factories Act, 1948, Employees State Insurance Act, 1948 and Minimum Wages Act, 1948. The payment of bonus act was passed in 1965. In the early 1990s, the process of economic reforms was set in motion when the

government introduced a series of measures to reduce control on industries, particularly large industries. The workers have opposed economic liberalization policy for fear of unemployment while entrepreneurs have welcomed it in the hope of new opportunities to improve Indian industries. The new economic policy has directly affected industrial relations in the country, because the government has to play a dual role, one of protecting the interest of the workers, and second to allow a free interplay of the market forces. Economic reforms, by removing barriers to 2

A STUDY ON EMPLOYEE WELFARE

entry, have created competitive markets. Fiscal stabilization has resulted in drastic reduction in budgetary support to the public sector commercial enterprises while exposing these enterprises to increased competition from private sector. Labour and Employee Welfare sub-sector consists of six main programmed viz. Employee Administration, Rehabilitation of bonded Employee, Assistance to Employee Cooperatives, Craftsmen training programmed, Apprenticeship training programmed, Employment Services and Sanjay Gandhi SwavalambanYoja, Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance against disease, accident and unemployment for the workers and their families. Labor welfare entails all those activities of employer which are directed towards providing the employees with certain facilities and services in addition to wages or salaries. In the early 1900s labour unions, social reformers, journalists, and photographers brought to national attention poor working conditions experienced by industrial workers. In the ensuing economic climate of the late 1920s and 1930s, many executives came to believe that the foundation of business and of a democratic society itself rested in part in affirming the role of the worker. To inspire company loyalty, discourage high employee turnover and unionization, and present a good face to the public, corporate managers began to focus on the well-being of the employee through the practice of welfare capitalism

1.2DEFINITION OF EMPLOYEE WELFARE: The concept of “Employee welfare” is flexible and elastic and fifers widely with times, region, industry, social value and customs degree of industrialization the general socio-economic development of the people and political ideologies prevailing at a particular moments. It is also mounded according to the age group, sex, socio-culture background, marital status, economic status and education level of the workers in various industries.

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A STUDY ON EMPLOYEE WELFARE

Employee welfare has been defined in different ways: The oxford dictionary defines employee’s welfare as:

“Efforts make life worth living for workmen ” The encyclopedia of social sciences defines it as: ”The voluntary efforts of the employees to establish,

within the existing industrial system, working and sometimes living and cultural conditions of employee beyond what is required by law, the customs of the country and the conditions of market” The I LO reports refer with Gerard to employee welfare as:

“Such services, facilities and amenities which may be established in or in the

vicinity of undertaking to enable the persons employed in their to

perform their work in healthy, congenial surrounding and provided with amenities conducive to good health and high morale”. According to committee on employee welfare, welfare services should mean

“Such services, facilities adequate canteens, rest and recreation facilities, sanitary and medical facilities, arrangements for travel to and from and services, as contributed to conditions under which workers are employed”.

NEED OF THE STUDY: A common place that we see the need to apply Relations and welfare is in the work place. In the work force, we can see Relations play a key role in leadership success. A person unable to grasp Relations and apply it, will not become or stay a leader. It is critical that anyone seeking to lead or Relations understand "Howletts Hierarchy of Work Motivators." Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and relationships are all externally motivated needs. These are the first three levels of "Howletts Hierarchy" When these needs are achieved; the person moves up to level four and then five. However, if levels one through three are not met, the person becomes dissatisfied with their job. When satisfaction is not found, the person becomes less productive and eventually quits or is fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal 4

A STUDY ON EMPLOYEE WELFARE

motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person motivates themselves (after external motivation needs are met.) An employer or leader that meets the needs on the "Howletts Hierarchy" will see motivated employees and see productivity increase. Understanding the definition of motivation, and then applying it, is one of the most prevalent challenges facing employers and supervisors. Companies often spend thousands of dollars each year hiring outside firms just to give motivation seminars.

OBJECTIVES OF THE STUDY: 1. To find out the present welfare activates and its level of the employees of Hyundai motors limited. 2. To find out the blockages for the Relations in Hyundai motors limited (i.e: welfare). 3. To suggest measures for improvement of the Relations as a discipline Point; 4. To study the hygienic and Relational content factors.

Scope of the study •

The study is confined and relevant only to Hyundai motors limited not applicable to any organization.

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The study covers motivational practices in Hyundai motors limited at various levels of employees.

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The study assists the management in determining the decision regarding the performance of the employee.

METHODOLOGY: The basic principle in the research has been adopted in the overall methodology. The following methodology has been used for meeting the requirements, •

Defining objectives

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Developing the information sources

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Collection of information

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Analysis of information

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Suggestion The methodology followed for collection, analysis under interpretation of data in

explained below.

1. RESEARCH DESIGNS: 5

A STUDY ON EMPLOYEE WELFARE

There are generally three categories of research based on the type of information required, they are 1. Exploratory research 2. Descriptive research 3. Casual research The research category used in this project in descriptive research, which is focused on the accurate description of the variable in the problem model. Consumer profile studies, market potential studies, product usage studies, Attitude surveys, sales analysis, media research and prove survey s are the, Examples of this research. Any source of information can be used in this study although most studies of this nature rely heavily on secondary data sources and survey research.

2. Primary Source: Discussions with plant staff, Interviews, Questionnaire administered. 3. Secondary Source: Journals Magazines and articles from prominent newspapers. Population and Sample: There are 140 Officers & Supervisors and 100 Managerial staff .The questionnaire is administered to 100 Officers, Supervisory staff, and Managerial staff. Sample size is 100.

3.SAMPLE DESIGN a) Sampling unit: the study is directed towards the executive of managerial level. b) Sample size: sample size of 100 is taken in this study

4)DATA ANALYSES Simple analysis method is followed for analysing the data pertaining to different dimensions of employees. Simple statistical data like percentage are used in the interpretation of data pertaining to the study. The results are illustrated by means of bar charts.

Limitations of the study: 6

A STUDY ON EMPLOYEE WELFARE

There are certain limitations of the concept of empowerment. It may be cost consuming in selecting personnel, training costs and labour costs may be high, it may result in slower or inconsistent services and poor use of the technique of empowerment. At the outset, Managers must also accept the fact that not all employees want to be empowered.

Many workers just work better in jobs that are clearly defined and closely

supervised. Once both employees and managers have received proper training, the next step is go give employee’s control of the resources needed to make the improvements in their job and work processes. By giving employees information, resources and training and by following with measurements and reinforcement, Human Resources can create an empowered environment. But Empowerment should be continuous process like qualityimprovement and it is like a race without a finish line. Those companies that take the first step by creating an environment conductive to empowerment will be at the head of the pack

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A STUDY ON EMPLOYEE WELFARE

CHAPTER-II

INDUSTRY PROFILE & COMPANY PROFILE

Automobile industry in India 8

A STUDY ON EMPLOYEE WELFARE

The automobile industry in India is the ninth largest in the world with an annual production of over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth largest exporter of automobiles, behind Japan, South Korea and Thailand. Following economic liberalization in India in 1991, the Indian automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. Several Indian automobile manufacturers such as TOYOTA Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and international operations. India's robust economic growth led to the further expansion of its domestic automobile market which attracted significant India-specific investment by multinational automobile manufacturers. In February 2009, monthly sales of passenger cars in India exceeded 100,000 units. bryonic automotive industry emerged in India in the 1940s. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to nationalization and the license raj which hampered the Indian private sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment of MarutiUdyog. A number of foreign firms initiated joint ventures with Indian companies. In the 1980s, a number of Japanese manufacturers launched joint-ventures for building motorcycles and light commercial-vehicles. It was at this time that the Indian government chose Suzuki for its joint-venture to manufacture small cars. Following the economic liberalization in 1991 and the gradual weakening of the license raj, a number of Indian and multi-national car companies launched operations. Since then, automotive component and automobile manufacturing growth has accelerated to meet domestic and export demands. The Britannica Encyclopaedia a motorcycle as a bike or tricycle propelled by an internal –combustion engine (or, less often by an electric engine). The automobile was the reply to the 19th –century reams of self-propelling the horse-drawn biker age. Similarly, the invention of the motorcycle created the self –propelling bicycle. The first commercial design was three-wheeler built by Edward Butler in Great Britain in 1884. This employed a horizontal single-cylinder gasoline engine mounted between two steer able front wheels and connected by a drive chain to the rear wheel. The 1900s saw the conversion of many bicycles or pedal cycles by adding small, centrally mounted spark ignition engine engines. There was then felt the need for reliable constructions. This led to road trial tests and competition between manufacturers. Tourist 9

A STUDY ON EMPLOYEE WELFARE

Trophy (TT) races were held on the Isle of main in 1907 as reliability or endurance races. Such were the proving ground for many new ideas from early two-stroke-cycle designs to supercharged multivalent engines mounted on aerodynamic, backbonefibre reinforced bodywork.

The invention of two wheelers is a much-debated issue.

“Who invented the first

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

FURTHER DEVELOPMENTS: Most of the developments during the early phase concentrated on three and four-wheeled design since it was complex enough to get the machines running without having to worry about them falling over. The next notable two-wheeler though was the Hildebrand & Wolf Mueller, patented in Munich in 1894. In 1895, the French firm of Deion-button built and engine that was to make the mass production and common use of motorcycle possible. The first motorcycle with electric start and a fully modem electrical system; the Hence special from the Indian Motorcycle Company astounded the industry in 1931. Before World War 1, IMC was the largest motorcycle manufacturer in the world producing over 20000 bikes per year.

INCREASING POPULARITY:

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A STUDY ON EMPLOYEE WELFARE

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

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

The two –wheelers market was opened were opened to foreign competition in the mid80s. And the then market leaders-Escorts and Enfield – were caught unaware by the onslaught of the 100cc bikes of the four Indo- Japanese joint ventures. With the availability of fuel-efficiency low power bikes, demand swelled, resulting in Hero Honda –then the only producer of four stroke bikes (100cc category), gaining a top slot. The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and Hero Honda brought in the first two-stroke and four-stroke engine motorcycles respectively. These two players initially started with assembly of CKD Kits, and later on progressed to indigenous manufacturing. The industry had a smooth ride in the 50s, 60s and 70s when government prohibited new entries and strictly controlled capacity expansion. The industry saw a sudden growth in the 80s. The industry witnessed a steady of 14% leading to a peak volume of 1.9 mn vehicles in 1990.

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A STUDY ON EMPLOYEE WELFARE

In 1990 the entire automobile industry saw a drastic fall in demand. This resulted in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring Hero Honda, all the major producers suffered from recession in FY93 and FY94. Hero Honda showed a marginal decline in 1992. The reason for recession in the sector were the incessant rise in fuel prices, high input costs and reduced purchasing power due to significant like increased production in 1992, due to new entrants coupled with recession in the industry resulted in companies either reporting losses or a fall in profits. The two-wheelers market has had a perceptible shift from a buyers’ market to a sellers’ market with a variety of choice, players will have compete on various fronts viz. pricing, technology product design, productivity after sale service, marketing and distribution. In the short term, market shares of individual manufacturers are going to be sensitive to capacity, product acceptance, pricing and competitive pressures from other manufacturers. As incomes grow and people grow and people feel the need to own a private means of transport, sales of two-wheelers will rise. Penetration is expected to increase to approximately to more than 25% by 2005. The motorcycle segment will continue to lead the demand for two-wheelers in the coming years. Motorcycle sale is expected to increase by 20% you as compared to 1% growth in the scooter market and 3% by moped sales respectively for the next two years. The four-stroke scooters will add new dimension to the two-wheeler segment in the coming future. The Asian continent is that largest user of the two-wheelers in the world. This is due to poor road infrastructure and low per capita income, restrictive policy on bike industry. This is due to oligopoly between top five players in the segment, compared to thirsty manufacturers in the bike industry.

Exports India has emerged as one of the world's largest manufacturers of small cars. According to New York Times, India's strong engineering base and expertise in the manufacturing of low-cost, fuel-

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A STUDY ON EMPLOYEE WELFARE

efficient cars has resulted in the expansion of manufacturing facilities of several automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki. In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to export 250,000 vehicles manufactured in its India plant by 2011. Similarly, General Motors announced its plans to export about 50,000 cars manufactured in India by 2011. In September 2009, Ford Motors announced its plans to setup a plant in India with an annual capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the Indian market and for export. The company said that the plant was a part of its plan to make India the hub for its global production business. Fiat Motors also announced that it would source more than US$1 billion worth auto components from India. According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth largest exporter of cars.

INDIAN AUTOMOBILE COMPANIES Notable Indian automobile manufacturers •

Ashok Leyland

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Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster, Sailster.

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Force Motors

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Hindustan Motors: Ambassador.

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Mahindra: Major, Xylo, Scorpio.

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

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Premier: Sigma, Roadster, RiO.

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San Motors: Storm

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

Electric car companies in India •

Ajanta Group

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Mahindra 13

A STUDY ON EMPLOYEE WELFARE

•

Hero Electric REVA

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Tara International

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TOYOTA Motors

Multi-national automobile manufacturers Locally manufactured Automobiles of Multi-national Companies •

Audi: A4, A6.

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BMW: 3 Series, 5 Series.

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

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Fiat: Palio, Grande Punto, Linea.

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Ford: Ikon, Fiesta, Fusion, Endeavour, Figo

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Honda: Jazz, City, Civic, Accord.

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

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Mercedes-Benz: C-Class, E-Class

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Mitsubishi: Lancer, Lancer Cedia.

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Nissan: Micra

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Renault: Logan

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Škoda: Fabia, Octavia, Laura.

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Toyota: Corolla, Innova, Fortuner

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Volkswagen: Jetta, Passat, Polo.

Cars sold in India as CBU (Completely Built Units) •

Audi: A8, TT, R8, Q5, Q7.

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Bentley: Arnage, Azure, Brooklands, Continental GT, Continental Flying Spur, Mulsanne.

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•

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

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Chevrolet: Captiva

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Fiat: Nuova 500.

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Honda: Civic Hybrid, CR-V.

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Hyundai: Santa Fe.

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Jaguar: XF, XJ, XK.

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Lamborghini: Gallardo, Murciélago.

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

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Maybach: 57 and 62.

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

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Mitsubishi: Pajero, Montero, Outlander.

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Nissan: Teana, X-Trail, 307Z.

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

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

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Škoda: Superb.

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Suzuki: Grand Vitara.

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

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Volkswagen: Beetle, Touareg.

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Volvo: S80, XC90.

COMPANY PROFILE HISTORY:

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The Company is an authorized Dealer of Hyundai Motors India Limited (HMIL) for sale of its entire range of motor vehicles. It is also authorized to service & repair of all Hyundai cars and also deals in spare parts of Hyundai cars. Lakshmi Hyundai was established in the year 1998 in Himayathnagar with the launch of Hyundai’s first car in India- the evergreen SANTRO. The entire business is managed under the able leadership and guidance of the managing Director Sri K.Rama MohanaRao. Soon after the Himayathnagar showroom, came up the ‘state-of-art service facilities at Kukatpally, Banjarahills and L.B.Nagar. These service canters are well equipped to cater to the needs of valued customers. The management left no stone unturned to review research and implement the latest of technologies and methodologies to improve on the sales, service on the customer satisfaction. Continuous up gradation of the facilities at the sales and service outlets and adding to the service agenda each time, add been sales graph go high by the year. AWARDS: •

Hyundai Elantra Won the 'Car of the Year' Award at 'Car India & Bike India Awards 2013'

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Hyundai Elantra Won the 'Best Design and Styling' Award at 'Bloomberg UTV Auto Car India 2013'

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Hyundai Elantra Won the 'Saloon Car of the Year' Award at 'Bloomberg UTV Auto Car India 2013'

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Hyundai Elantra Won the 'Executive Car of the Year' Award at 'Car India & Bike India Awards 2013'

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Hyundai Elantra Won the 'Design of the Year' Award at 'Car India & Bike India Awards 2013'

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Hyundai Elantra Won the 'Car of the Year' Award at 'CNBC TV18 Overdrive Awards 2013'

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Hyundai Elantra Won the 'Executive Sedan of the Year' Award at 'CNBC TV18 Overdrive Awards 2013'

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Hyundai Elantra won the 'Design of the Year' award at 'NDTV Car & Bike Awards 2013'

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Hyundai Sonata won the 'Full Size Sedan of the Year' award at 'NDTV Car & Bike Awards 2013'

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Hyundai Elantra won the 'Mid Size Sedan of the Year' award at 'NDTV Car & Bike Awards 2013' 16

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•

Hyundai Elantra won the 'CNB Viewers' Choice Car of the Year' award at 'NDTV Car & Bike Awards 2013'

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Hyundai Elantra won the 'Saloon Car of the year 2012' by BBC Top Gear Magazine Awards 2012

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Verna gets the 'Sedan Of The Year 2011' Golden Steering Award

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HMIL gets the 'Automotive Company Of the Year 2011' Golden Steering Award

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Eon gets the 'Entry-Level Hatchback Of The Year' at ET Zigwheels Awards 2011

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HMIL gets the 'Best Car Manufacturer 2012' award by Motor Vikatan magazine

The awards received for “Best in sales” in south region, “Best in finance”, “Top performer” in 2005 and their technicians being awarded with a Gold Medal for standing No.1 in the world at World skill Olympics held at Korea-stand testimony to the recognition that received at the global level. According to the popular belief, a customer walking into LAKSHMI HYUNDAI is treated like an asset. His/her needs are assessed in the first stage and the customer is educated subsequently about the product line, service range, allied services, etc., ample information and time is given to the prospective buyer to make up his/her mind on which car to buy. focused customer centric approach, unparalleled service motto, top-end facilities, bouquet of allied services, solid after sales backup, quality assurance, unconditional warranty promise and desire to excel through service are some of the threads which blend in effectively to give birth to the fabric called LAKSHMI HYUNDAI’s success is just beginning and more to expect spectacular chapters in the preamble “Winning Edges”.

LAKSHMI HYUNDAI MAN POWER: Department Sales

Own 57

Contract 0

Total 57 17

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Service Spaces Finance &

126 15 98

49 0 0

175 15 98

HR/Administration Total

296

49

345

RECRUITMENT PROCESS AT LAKSHMI HYUNDAI: The recruitment process involves both internal and external methods. Internal namely are employee referrals, promotions, intercompany transfers.

methods

Employee referrals; This is the most common method of recruitment used by the organization. Last year the organization recruited 16 employees by employee referrals. Promotions

Posts falling vacant due to be filled will be notified within the division/office, giving educational qualifications and experience laid down for the post and the extent to which these will be relaxed for promotion and inviting applications from eligible employees in lower group, who have rendered the requisite qualifying service and who have requisite higher post. External methods of recruitment followed by the organization are employment exchange, paper advertisements and campus recruitment. .

Employment Exchange: All vacancies are to be notified to the Local Employment Exchange. If employment exchanges are unable to sponsor the suitable candidates within the prescribed time limits, the vacancies may be advertised in the press on a local/regional advertisement the vacancies may be advertised on India Basis. A minimum of two weeks’ notice is to given to the Local Employment Exchange for sponsoring suitable candidates.

Paper advertisements: Of the external methods this method is mostly adopted by the organization. This method of recruitment involves advertising the requirements of personnel in two of the leading newspapers one being in English language and other being in regional language. For recruitments in 18

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Hyderabad, Eenadu and Deccan Chronicle are the two leading newspapers that the requirement of personnel is advertised.

SELECTION PROCESS AT LAKSHMI HYUNDAI:

After the recruitment process next step is the selection process in employing a suitable candidate into the organization. At Hindustan Aeronautics Limited the selection process mainly includes test/interviews. If a candidate passes through the different rounds of interviews/test then he is employed into the organization. The Personnel Department of each division or the corporate office will screen the applications received and categorize them to those that satisfy prescribed minimum educational qualification and experience and those do not. Personal Manager Interview: This is the first round of interview for the candidate. The Personal manager checks the knowledge of the candidate in the applied field along with his positive attitude, communication skills and so on. On personal dissatisfaction the manager can call the candidate for another round of interview. He prepares an evaluation report on the candidates' performance in the interview.

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

Verification of Date of Birth, Character and Antecedents

The secondary school certificate is the accepted document required for verification of date of birth. However, if this document is not available, the candidate should produce a RESUME. In that he/she mention all study details of them. 19

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APPOINTMENT OF SELECTED CANIDIDATES Candidates who are selected for appointment to post will be issued with a letter proposing to offer the post or offering the post. If they accept appointment offer they are to be reply in the form. SALES TEAM PERFORMANCE BONUS POINTS Universal Factors Job Knowledge &

Sub-Factors Product Information

No. of Points 100

Communication Skills GDMS Up gradation Accessories Selling Skills Finance Dealing Skills

75 100 25 50

Presentation Skills Confidence Level Voice & Body Culture Appearance Selling Skills

50 50 100 50 50

Time Management Obeying Orders Alertness Company Dress Attendance Record

50 100 75 50 75

Total points

Judgment

Sales Personality

+

Code Of Conduct

350

300

350

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor Company (HMC), South Korea and is the largest passenger car exporter and the second largest car manufacturer in India. HMIL presently markets 6 models of passenger cars across segments. The A2 segment includes the Santro, i10 and the i20, the A3 segment includes the Accent and the Verna, the A5 segment includes the Sonata Transform and the SUV segment includesthe Santa Fe. HMIL’s fully integrated state-of-the-art manufacturing plant near Chennai boasts of the most advanced production, quality and testing capabilities in the country. To cater to rising demand, HMIL commissioned its second plant in February 2008, which produces an additional 300,000 units per annum, raising HMIL’s total production capacity to 600,000 units per annum. In continuation with its commitment to providing Indian customers with cutting-edge global technology, HMIL has set up a modern multi-million dollar research and development facility 20

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in the cyber city of Hyderabad. It aims to become a centre of excellence for automobile engineering and ensure quick turnaround time to changing consumer needs. As HMC’s global export hub for compact cars, HMIL is the first automotive company in India to achieve the export of 10 lakh cars in just over a decade. HMIL currently exports cars to more than 110 countries across EU, Africa, Middle East, Latin America, Asia and Australia. It has been the number one exporter of passenger car of the country for the sixth year in a row. To support its growth and expansion plans, HMIL currently has a 315 strong dealer network and 640 strong service points across India, which will see further expansion in 2010. Mr. Han Woo Park joined Hyundai Motor Company in Seoul, South Korea, in 1982 in the finance department and ever since he has been involved with costing, auditing and the financial operations of the company.He joined Hyundai Motor India Limited in 2003 as the Chief Financial Officer and since then he has played a pivotal role in HMIL as he was involved in all aspects of the company in his capacity as a CFO.Mr Park has a vast experience and understanding of Hyundai Motor India Ltd and the Indian culture and has successfully led his team for the last seven years.Mr Park holds a degree in Business Administration from the University of Dan kook in Seoul, South Korea. Prior to his becoming the Managing Director of HMIL he held the position of CFO and Senior Executive Director. Mr Park lives in Chennai with his wife. He has two children, a son and a daughter. The son is studying at University of Texas, Austin and the daughter is studying at SUNY Buffalo. Mr Park was born in South Korea on January 29, 1958. Hyundai Motor India Engineering (HMIE) is a fully owned subsidiary of Hyundai Motor Company, South Korea, which has set up the R&D Centre in Hyderabad. HMIE is a centre with one of the most advanced research and development facilities which focuses on state of the art product and design engineering and rigorous quality enhancement. The new R&D Centre at Hyderabad in India is Hyundai Motor Company’s fourth overseas R&D centre. Set up with an investment of Rs. 184 crores, the new 200,000 square-foot facility R&D Centre, is aimed at further accelerating local content development and enable Hyundai to respond even more quickly to changing customer needs across the world. The R&D Centre will further facilitate the development of India as Hyundai’s global hub for manufacturing and engineering of small cars.

The new R&D Centre in Hyderabad will support all back-end operations like

computer aided engineering (CAE), computer aided design (CAD) and help the R & D work taking place across Hyundai’s car line-up. The R&D Centre will help in developing vehicles which includes their styling, design engineering and vehicle test & evaluation. The R&D Centre will play a pivotal role for cars manufactured in India in order to satisfy the specific needs of the Indian customers. Hyundai Motor Company’s other overseas R&D centres are located in the United States, Germany, Japan & Korea.

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Management Philosophy With the spirit of creative challenge, we will strive to create a more affluent lifestyle for humanity, and contribute to the harmony and co-prosperity with shareholders, customers, employees and other stakeholders in the automobile industry. The spirit of creative challenge has been a driving force in leading HMC to where it is today. It is the permanent key factor for HMC to actively respond to change in the management system and seek creative and self–innovative system. With the spirit of creative challenge, we create profits, the primary objective of a private enterprise. Furthermore, we take responsibility for the environment and society we belong to, and offer sustainable mobility in order to implement our corporate philosophy and provide benefits to all stakeholders including shareholders, customers, executives, employees, suppliers, and communities. Vision

We announced "Innovation for

Customers" as our mid–to long–term vision with five core strategies: global orientation, respect for human values, customer satisfaction, technology innovation, and cultural creation. We desire to create an automobile culture of putting customer first via developing human creativity.

Management Policy

Based on a respect for human dignity, we make efforts to meet the

expectations of all stakeholders including customers and business partners by building a constructive relationship amongst management, labor, executives and employees. Also, we focus on communicating our corporate values both internally and externally, and gaining confidence.

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Mid-and Long-term Strategies

We developed five mid–and long–term strategies: global

management, higher brand values, business innovation, environmental management, and strengthening product competitiveness. Especially, we selected environmental management as one of our strategies to meet the needs of our stakeholders and the society we belong to. We also intend to promote sustainability development and preservation of the environment.

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MOST LIKED SMALL CAR IS SANTROXING

24

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New Arrivals

• EON

• Santro Xing

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• i10

• i20

Accent

Fluidic Verna

28

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The All New Sonata

CHAPTER-III

THEORETICAL BACKGROUND

29

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Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance against disease, accident and unemployment for the workers and their families. Labour welfare entails all those activities of employer which are directed towards providing the employees with certain facilities and services in addition to wages or salaries. Labour welfare has the following objectives: •

To provide better life and health to the workers

•

To make the workers happy and satisfied

•

To relieve workers from industrial fatigue and to improve intellectual, cultural and material conditions of living of the workers.

The basic features of labour welfare measures are as follows: •

Labour welfare includes various facilities, services and amenities provided to workers for improving their health, efficiency, economic betterment and social status.

•

Welfare measures are in addition to regular wages and other economic benefits available to workers due to legal provisions and collective bargaining 30

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•

Labour welfare schemes are flexible and ever-changing. New welfare measures are added to the existing ones from time to time.

•

Welfare measures may be introduced by the employers, government, employees or by any social or charitable agency.

•

The purpose of labour welfare is to bring about the development of the whole personality of the workers to make a better workforce.

The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labour force for the organization. The purpose of providing such facilities is to make their work life better and also to raise their standard of living. The important benefits of welfare measures can be summarized as follows: •

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

•

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

•

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

•

Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace.

•

The social evils prevalent among the labours such as substance abuse, etc. are reduced to a greater extent by the welfare policies.

31

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

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STATUTORY WELFARE SCHEMES The statutory welfare schemes include the following provisions: •

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

•

Facilities for sitting: In every organization, especially factories, suitable seating arrangements are to be provided.

•

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

•

Latrines and Urinals: A sufficient number of latrines and urinals are to be provided in the office and factory premises and are also to be maintained in a neat and clean condition.

•

Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to provide hygienic and nutritious food to the employees.

•

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

•

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

•

Washing places: Adequate washing places such as bathrooms, wash basins with tap and tap on the stand pipe are provided in the port area in the vicinity of the work places.

•

Changing rooms: Adequate changing rooms are to be provided for workers to change their cloth in the factory area and office premises. Adequate lockers are also provided to the workers to keep their clothes and belongings.

•

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

NON STATUTORY SCHEMES Many non statutory welfare schemes may include the following schemes:

33

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•

Personal Health Care (Regular medical check-ups): Some of the companies provide the facility for extensive health check-up

•

Flexi-time: The main objective of the flex time policy is to provide opportunity to employees to work with flexible working schedules. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs

•

Employee Assistance Programs: Various assistant programs are arranged like external counselling service so that employees or members of their immediate family can get counselling on various matters.

•

Harassment Policy: To protect an employee from harassments of any kind, guidelines are provided for proper action and also for protecting the aggrieved employee.

•

Maternity & Adoption Leave – Employees can avail maternity or adoption leaves. Paternity leave policies have also been introduced by various companies.

•

Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance coverage of employees for expenses related to hospitalization due to illness, disease or injury or pregnancy.

•

Employee Referral Scheme: In several companies employee referral scheme is implemented to encourage employees to refer friends and relatives for employment in the organization.

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

To give expression to philanthropic and paternalistic feelings.

•

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

•

To combat trade unionism and socialist ideas.

•

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

•

To develop efficiency and productivity among workers.

•

To save oneself from heavy taxes on surplus profits.

•

To earn goodwill and enhance public image. 35

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•

To reduce the threat of further government intervention.

•

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

Principles of Employee Welfare Service Following are generally given as the principles to be followed in setting up a employee welfare service: •

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

•

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

•

The employer should not assume a benevolent posture.

•

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

•

There should be periodical assessment or evaluation of the service and necessary timely on the basis of feedback.

Types of Employee Welfare Services ¯

Safety Services

Prevention of accidents is an objective which requires o explanation. The costs of accidents are enormous in suffering to the injured, in reduction or loss of earnings, in disabilities and incapacities which afflict those involved and in compensation, insurance and legal costs, in lost time, filling in reports and attending to enquiries, and in spoilage of materials, equipment and tools to management. Accidents are the consequence of two basic factors: technical and human. Technical factors include all engineering deficiencies, related to plant, tools material and general work environment. Thus, for example, improper lighting, inadequate ventilation, poor machine guarding and careless housekeeping are some hazards which may cause accidents. Human factors include all unsafe acts on the part of employees. An unsafe act is usually the result of carelessness. 36

A STUDY ON EMPLOYEE WELFARE

Young and new employees, because of their difficulty in adjusting to the work situation and to life in general, also have many more accidents than do old and nature workers. The Phenomenon of Accident Proneness. Some persons believe wrongly in the theory that certain individuals are accident prone, that is , they have some personality trait as opposed to some characteristic of the environment which predisposes them to have more accidents than others in work condition where the risk of hazards is equal to all. Components of a Safety Service Among the many components of a safety service the following have proved effective when applied in combination: •

Appointment of safety officer

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

Support by line management

The head of the safety department, whether enjoying a staff or a functional position, by him, cannot make a plan safe. His appointment lulls line management into assuming that all its safety problems have been solved. •

Elimination of hazards

Although complete elimination of all hazards is virtually Impossibility but following steps can be taken to help reduce them: •

Job safety analysis

All job procedures and practices should be analysed by an expert to discover hazards. He should then suggest changes in their motion patterns, sequence and the like.

•

Placement

A poorly placed employee is more apt to incur injury than a properly placed employee. Employees should be placed on jobs only after carefully estimating and considering the job requirements with those which the individual apparently possesses.

37

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Personal protective equipment

Endless variety of personal safety equipment is available nowadays which can be used to prevent inju •

Safeguarding machinery

Guards must be securely fixed to all power-driven machinery. •

Materials handling

Though often ignored, the careless handling of heavy and inflammable materials is an important source of several injuries and fire. •

Hand tools

Minor injuries often result from improperly using a good tool or using a poorly designed tool. Therefore, close supervision and instruction should be given to the employees on the proper tool to use a proper use of the tool. •

Safety training, education and publicity

Safety training is concerned with developing safety skills, whereas safety education is concerned with increasing contest programmes, safety campaigns, suggestion awards, and various audiovisual aids can be considered as different forms of employee education. •

Safety inspection

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

Health Services The prevention of accident constitutes only on segment of the function of employee maintenance. Another equally important segment is the employee's general health, both physical and mental. There are two aspects of industrial health services •

Preventive

•

Curative, the former consists of

•

pre-employment and periodic medical examination, 38

A STUDY ON EMPLOYEE WELFARE

•

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

•

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

Counselling Services An employee very often comes across problems which have emotional content. For example, he may be nearing retirement and feeling insecure or he may be getting promotion and feeling hesitant to shoulder increased responsibility or he may be worried due to some family problem. Employee Welfare in India The chapter on the Directive Principles of State Policy in our Constitution expresses the need for labour welfare thus: •

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

•

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

•

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

•

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

•

The State shall make provision for securing just and humane conditions of work and

maternity relief. Factories Act, 1948 The principal Act to provide for various labour welfare measures in India is the Factories Act, 1948. The Act applies to all establishments employing 10 or more workers where power is used and 20 or more workers where power is not used, and where a manufacturing process is being carried on. Employee Welfare Officer Section 49 of the factories act provides that in every factory wherein 500 or more workers are ordinarily employed the employer shall appoint at least one welfare officer.

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

Supervision

¯

Counselling workers

¯

Advising management

¯

Establishing liaison with workers

¯

working with management and workers to improve productivity.

¯

working with outside public to secure proper enforcement of various acts.

Health of Employees •

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

•

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

•

Ventilation and temperature. Effective arrangements shall be made for ventilation and temperature so as to provide comfort to the workers and prevent injury to their health.

•

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

•

Artificial humidification. The State Government shall make rules prescribing standard of humidification and methods to be adopted for this purpose.

•

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

•

Lighting. The State Government may prescribe standards of sufficient and suitable lighting.

•

Drinking Water. There shall be effective arrangement for wholesome drinking water for workers at convenient points.

40

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•

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

•

Spittoons. There shall be sufficient number of spittoons placed at convenient places in the factory.

Safety of Employees •

Fencing of machinery. All dangerous and moving parts of machinery shall be securely fenced. Screws, bolts and teeth shall be completely encased to prevent danger.

•

Work on or near machinery in motion. Lubrication or other adjusting operation on moving machinery shall be done only by a specially trained adult male worker.

•

Employment of young persons on dangerous machines. No young person shall be allowed to work on any dangerous machine (so prescribed by the state government) unless he is sufficiently trained or is working under the supervision of knowledgeable person.

•

Device for cutting off power. Suitable device for cutting of power in emergencies shall be provided.

•

Hoists and lifts. These shall be made of good material and strength, thoroughly examined at least once in every six months and suitably protected to prevent any person or thing from being trapped.

Welfare of Employees Chapter V of the factories Act contains provisions about the welfare of employees. These are as follows: •

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

•

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

•

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

41

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•

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

•

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

•

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

Restrictions in the Factories Act on the employment of young persons: 1.

Prohibition as to employment of children (Section 67)

No child who has not completed his fourteenth year shall be required or allowed to work in any factory. 2.

Employment of Children and Adolescent (Section 68)

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

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

•

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

3.

Certificate of fitness (Section 69)

Before a young person is employed in the factory, a certifying surgeon has to certify that such person is fit for that work in the factory. Welfare Funds In order to provide welfare facilities to the workers employed in mica, iron, ore, manganese ore and chrome ore, limestone and dolomite mines and in the beedi industry, the welfare funds have been established to supplement the efforts of the employers and the State Government under respective enactments. The welfare measures financed out of the funds relate to development of medical facilities, housing, supply of drinking water, support for education of dependents and recreation, etc.

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Voluntary Benefits: Benefits are also given voluntarily to workers by some progressive employers. These include loans for purchasing houses and for educating children, leave travel concession, fair price shops for essential commodities and loans to buy personal conveyance. Machinery Connected with Employee Welfare Work 1.

Chief inspector of Factories

It is the duty of the Chief inspector of factories (who generally works under the administrative control of the labour commissioner in each state) to ensure enforcement of various provisions of Factories Act i8n respect of safety, health and welfare of workers. 2.

Central Labour Institute

The institute was set up in Bombay in 1966 to facilitate the proper implementation of the Factories Act, 1948; to provide a centre of information for inspectors, employers, workers and others concerned with the wellbeing of industrial labour and to stimulate interest in the application of the principles of industrial safety, health and welfare. 3.

National Safety Council

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

Director General of Mines Safety

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

Appraisal of Welfare Services •

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

•

at present, a labour welfare officer is not able to enforce laws independently because he has to work under the pressure of management.

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•

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

National Commission on Employee Recommendations •

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

•

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

•

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

•

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

•

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

SOCIAL SECURITY The connotation of the term "Social Security" varies form country to country with different political ideologies. In socialist countries, the avowed goal is complete protection to every citizen form the cradle to the grave. There are some components of Social Security: •

Medical care

•

Sickness benefit

•

Unemployment benefit

•

Old-age benefit

•

Employment injury benefit

•

Family benefit

•

Maternity benefit

•

Invalidity benefit and

•

Survivor's benefit

44

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Social Securities may be of two types •

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

•

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

Social Security in India At present both types of social security schemes are in vogue in our country. Among the social assistance schemes are the most important. The social insurance method, which has gained much wider acceptance than the social assistance method, consists of the following enactments. The workmen's Compensation Act, 1961. The Employee's State Insurance Act, 1948. The employees' State Insurance Act, 1948. The Maternity Benefit Act, 1961. Employees' compensation Act, 1923 a. Coverage. This Act covers all workers employed in factories, mines, plantations, transport undertakings, construction works, railways, ships, circus and other hazardous occupations specified in schedule II of the Act. The Act empowers the State Government to extend the coverage of the Act by adding any hazardous occupation to the list of such occupations is schedule II. •

Administration. The Act is administered by the State Government which appoints Commissioners for this purpose under sec. 20 of the Act.

•

Benefits. Under the Act, compensation is payable by the employer to a workman for all personal injuries caused to him by accident arising out of and in the course of his employment which disable him for more than 3 days.

2.

Employees' State Insurance Act, 1948 •

Other than seasonal factories, run with power and employing 20 or more workers.

•

Administration. The Act is administered by the ESI Corporation, an autonomous body consisting of representatives of the Central and State Governments, employers, employees, medical profession and parliament. 45

A STUDY ON EMPLOYEE WELFARE

•

Benefits. The Act, which provides for a system of compulsory insurance, is a landmark in the history of social security legislation in India. •

Medical Benefit. An insured person or (where medical benefit bas been extended to his family) a member of his family who requires medical treatment is entitled to receive medical benefit free of charge.

•

Sickness Benefit. An insured person, when he is sick, is also entitled to get sickness benefit at the standard benefit rate corresponding to his average daily wage.

•

An insured woman is entitled to receive maternity benefit (which is twice the sickness benefit rate) for all days on which she does not work for remaining during a period of 12 weeks of which not more than 6 weeks shall precede the expected date of confinement.

•

The Act makes a three-fold classification of injuries in the same way as is done in the workmen's compensation Act.

•

Dependant's Benefit. If an insured person meets with an accident in the course of his employment an dies as a result thereof, his dependants, i.e. his widow, legitimate or adopted sons and legitimate unmarried daughters get this benefit.

3.

The Maternity Benefit Act, 1961

Maternity benefit is one of the important benefits provided under theEmployees State Insurance Act, 1948. Another important legislation in this respect is the Maternity Benefit Act, 1961. The Act covers only those persons who are not covered by the Employees State Insurance Act. The Act entitles a woman employee to claim maternity leave from her employer if she has actually worked for a period of at least 160 days in the 12 months immediately preceding the day of her expected delivery. The act further provides for the payment of medical bonus of Rs. 250 to the confined woman worker. The committee on the status of women in India 1974 has, therefore, Recommended the following changes in the Act: •

The administration of the fund should follow the pattern already established by the ESIC. 46

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•

For casual labour a minimum of 3 months of service should be considered as qualification service for this benefit.

•

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

1.

The Payment of Gratuity Act, 1972 •

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

•

Administration. The Act is administered by a controlling authority appointed by the appropriate Government.

•

Benefits. Under the Act gratuity is payable to an employee on the termination of his employment after he has rendered continuous service for not less than five years. The completion of continuous service of five years is, however, not necessary where the termination of the employment is due to death or disablement Gratuity is payable at the rate of 15 days' wages based on the rate of wages last drawn by the employee for every complete year of service or part thereof in excess of six months. But the amount of gratuity payable to an employee shall not exceed Rs. 3.5 lakh.

•

Source of Funds. Under the Act gratuity is payable entirely by the Employer. For this purpose is required either (i) to obtain insurance with the Life Insurance Corporation, or (ii) to establish a gratuity fund. Thus it is his liability to pay the premium in the first case to make the contribution in the second case.

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CHAPTER-IV

DATA ANALYSIS & INTREPRITATION

Data analysis has been done by arranging the data in a simple table form and percentages are calculated. The quantitative data has been represented by drawing out the charts where ever necessary. 48

A STUDY ON EMPLOYEE WELFARE

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

(b) NO s.no

Options 1 YES 2 NO TOTAL

No. of Responses 100 0 100

Percentage 100 0 100

Interpretation: To above question, almost 100% of the employees thought that the Employee Welfare programs is needed in a company.

2. In Your Organization Educational assistance provided for children’s education A) Yes 49

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B) No S.No Options YES 1 NO 2

TOTAL

No. of Responses 45 55 100

Percentage 45 55 100

No. of Responses 60 50 40 No. of Responses 30 20 10 0 YES

NO

Interpretation: 45%of the employees in the organization are saying that the organization is bearing the children’s education as a Employee Welfare program.

3) Rate the Welfare program, you are getting in the organization Particulars Canteen Subsidy

% Rating 100% 50

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Festival Allowance Night Shift Allowance Heat Treatment Allowance Rest Room Facility shift timings Safety practices death in harness HRA Uniform Allowance

50% 65% 75% 15% 10% 55% 95% 100% 50%

Analysis 65%

agreed with Night Shift Allowance

75%

agreed with Heat Treatment Allowance

15%

agreed with Rest Room Facility

10%

agreed with shift timings

55%

agreed with Safety practices

95%

agreed with death in harness

100% agreed with HRA 50%

agreed with Uniform Allowance

Interpretation: From the above table we can find the employees in the organization are getting benefits from the organization as an employee welfare programs Most of the employee given the rating for the facility of canteen for their food and refreshment facilities in the organization, the organization is allowing the house rent allowances also.

4. What are the methods used in your organization in order to help the staff in managing as welfare? • Rest room • Yoga and Meditation • Physical Exercise and indoor games • Music • None of the above Particulars

Response (No of persons) 51

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Rest room

45

Yoga and Meditation

14

Physical Exercise and indoor games

20

Music

20

None of the above

1

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

5.Is it necessary that the organization should take up the programmers for welfare programs? • Yes • No Particulars Response (No of persons) Yes

90

No

10 52

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Respondents 100 90 80 70 60

Respondents

50 40 30 20 10 0 Yes

No

Interpretation: 90 respondents said that the organization should take up the programmers for welfare and 10 are said that no need to do.

6.When You Feel stress, who will help you to overcome the stress? • Management • Family • Friends • Colleagues • None of the above Particulars Response (No of persons)

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Management

13

Family

45

Friends

10

Colleagues

25

None of the above

7

Interpretation: 13 respondents said that management will help and 45 said that family and 10 respondents said that friends,25 respondents said that Colleagues and remaining 7 respondents said none of the above.

7. To increase the welfare programs? • • • • •

I will work very fast I’ should decide when to relax I will work very intensively I will plan my job schedules I should maintain good relations 54

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• Other Particulars

Response (No of persons)

I will work very fast

5

I’ should decide when to relax

5

I will work very intensively

-

I will plan my job schedules

75

I should maintain good relations

15

Other

-

Interpretation: 5 respondents said that I will work very fast ,5 are I should decide when to relax,75 respondents said that they will plan my job schedules, 15 are said that maintain good relations.

8. Do your welfare programs interface in your work life? • Yes • No • At times Particulars Response (No of persons)

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Yes

45

No

50

At times

5

Response 60 50 40 Response 30 20 10 0 Yes

No

At times

Interpretation: 45 respondents said that personal welfare programs will interfere in work life and 50 are said no impact and 5 are said that at the time of the mind set.

9. Are there any recreational programs/events at your work place? • Yes • No Particulars Response (No of persons) Yes

35 56

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No

65

Respondents 70 60 50 Respondents

40 30 20 10 0 Yes

No

Interpretation: 35 employees are said that there are recreational programs/events at work place and 65 said that there are no such programs.

10.Do you setup reasonable and attainable goals when you have a large project to computer? • Yes • No Particulars Response (No of persons) 57

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Yes

85

No

15

Respondents 90 80 70 60 Respondents

50 40 30 20 10 0 Yes

No

Interpretation: 85 respondent’s setup reasonable and attainable goals when you have a large project to computer and 15say No.

11. Are you satisfied with the job at the work environment? • Yes 58

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•

No Particulars

Response (No of persons) Yes

90

No

10

Respondents 100 90 80 70 60

Respondents

50 40 30 20 10 0 Yes

No

Interpretation: 90 respondents are satisfied with the job at the work environment and 10 are unsatisfied with the job at the work environment.

12. How is the communication among you and the subordinates in an Organization? 59

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• • •

Good Bad Poor Particulars

Response (No of persons) Good

95

Bad

5

Poor

0

Respondents 100 90 80 70 60

Respondents

50 40 30 20 10 0 Good

Bad

Poor

Interpretation: 95 employees are said that good communication among you and the subordinates in an organization and 5 said bad communication among you and the subordinates in an organization and 0 said it is poor.

13. Does organization provides you any assistance for non welfare related problems? • Yes 60

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•

No Particulars

Response (No of persons) Yes

95

No

5

Respondents 100 90 80 70 60

Respondents

50 40 30 20 10 0 Yes

No

Interpretation: 95 respondents said that organization provides assistance for non welfare related problems And 5 said than not doing.

14.Do you feel you have enough skills to handle the responsibilities assigned to your role? 61

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• •

Yes No

Particulars

Response (No of persons) Yes

75

No

25

Respondents 80 70 60 50

Respondents

40 30 20 10 0 Yes

No

Interpretation: 75 are said that they feel enough skills to handle the responsibilities assigned their role, 25 said they are not feeling.

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15.Do you feel introduction of stress management and its preventive actions in every organization mandatory? • Yes • No If yes please comment Particulars Response (No of persons) Yes

80

No

20

90 80 70 60 50

Respondents

40 30 20 10 0 Yes

No

Interpretation: 80 feel that introduction of stress management and its preventive actions in every organization mandatory and 20 say no

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Employee Benefits 1). Is the physical working conditions are taken care by superiors? A) Yes

B) No

C) Sometime

D) Can’t say

PARTICULARS YES NO SOME TIME CAN’T SAY

RESPONDENTS 40 25 25 10

Respondents 45 40 35 30 Respondents

25 20 15 10 5 0 Yes

No

Some Time

Can't Say

Interpretation: More Number of Employees is saying that the physical working conditions are taken care by superiors only.

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2. Are you accustomed to work under many supervisors for the same nature of work? A) Yes

B) No

C) Sometime

D) Can’t say

PARTICULARS YES NO SOME TIME CAN’T SAY

RESPONDENTS 25 50 25 0

Respondents 60 50 40 Respondents 30 20 10 0 Yes

No

Some Time

Can't say

Interpretation: 25% of Employees is saying that they accustomed to work under many supervisors for the same nature of work, 50% are no,25% are some time and 0% respondents can’t say anything.

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3. Do you feel to do your duty out of your commitment to job because of the fear of survival? A) Yes

B) No

C) Some times PARTICULARS YES NO SOME TIME

RESPONDENTS 30 70 0

responds

yes no

Interpretation: 30% of Employees is saying that they feel to do your duty out of your commitment to job because of the fear of survival, 70% of employees said no.

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4. Do you feel that working atmosphere is friendly in nature at your work place? A) Agree

B) Disagree

C) Agree to some extent D) Can’t say

PARTICULARS AGREE DISAGREE AGREE TO SOME EXTENT CAN’T SAY

RESPONDENTS 80 20 0 0

Respondents 90 80 70 60 Respondents

50 40 30 20 10 0 Agree

Disagree Agree to some extent Can't Say

Interpretation: 67

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80% of Employees are saying that there working atmosphere is friendly in nature at your work place and 20% are disagreed.

5. Do you feel that you are having a good report with all your peers and superiors? •

Very good B) Average C) Below Average D) Low PARTICULARS VERY GOOD AVERAGE BELOW AVERAGE LOW

RESPONDENTS 50 30 20 0

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

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6. Does In your department work is distributed in a fair manner? A) Yes

B) No

C) Sometime

PARTICULARS YES NO SOME TIME CAN’T SAY

D) Can’t say RESPONDENTS 60 30 20 10

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

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7. Do you feel that your job is secured? •

Yes B) No C) Doubtful D) can’t say PARTICULARS YES NO DOUBTFUL CAN’T SAY

RESPONDENTS 75 15 10 0

Interpretation: More number of Number of Employees is saying that their job is secured.

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8. Do you feel Discipline helps in individual development? A) Agree

B) Disagree

C) Agree to some extent D) Can’t say

PARTICULARS AGREE DISAGREE AGREE TO SOME EXTENT CAN’T SAY

RESPONDENTS 75 15 10 0

Respondents 80 70 60 50

Respondents

40 30 20 10 0 Agree

Disagree Agree to some extent Can't Say

Interpretation: More number of Number of Employees is saying that Discipline helps in individual development

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CHAPTER-V

FINDINGS, SUGGESTIONS & CONCLUSION

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FINDINGS 1. It is found that 100% of the employees thought that the Employee Welfare programs are needed in a company. 2. 45% of the employees in the organization are saying that the organization is bearing the children’s education as a Employee Welfare program. 3. Employees are managing the stress by using rest rooms (45%) , by meditation and yoga (14%) , by Physical Exercise(20%),by music(20% )and using other(%). 4. 90 respondents said that the organization should take up the programmers for welfare and 10 are said that no need to do. 5. 13% respondents said that management will help and 45% said that family and 10% respondents said that friends, 25% respondents said that Colleagues and remaining 7% respondents said none of the above. 6. 5% respondents said that I will work very fast, 5% are I should decide when to 75% relax;respondents said that they will plan my job schedules, 15% are said that maintain good relations. 7. 45% respondents said that personal welfare programs will interfere in work life and 50%are said no impact and 5% are said that at the time of the mind set. 8. 35% employees are said that there are recreational programs at work place and 65% said that there are no such programs. 9. 85% respondent’s setup reasonable and attainable goals when you have a large project to computer and 15% say No. 10. 90% respondents are satisfied with the job at the work environment and 10 % are unsatisfied with the job at the work environment. 11. 95% employees are said that good communication among you and the subordinates in an organization and 5% said bad communication among you and the subordinates in an organization and 0% said it is poor. 12. 95% respondents said that organization provides assistance for non welfare related problems and 5% said than not doing. 13. 75% are said that they feel enough skills to handle the responsibilities assigned their role, 25% said they are not feeling. 14. 80% feel that introduction of stress management and its preventive actions in every organization mandatory and 20% say no.

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15. 40% of Employees is saying that the physical working conditions are taken care by superiors 25% are no, 25% are some time 10% are can’t say anything. 16. 25% of Employees is saying that they accustomed to work under many supervisors for the same nature of work, 50% are said no,25% are said some time and 0% respondents can’t say anything. 17. 30% of Employees is saying that they feel to do your duty out of your commitment to job because of the fear of survival, 70% of employees said no. 18. 80% of Employees are saying that there working atmosphere is friendly in nature at your work placeand 20% are disagreed.

SUGGESTIONS The conclusions so far drawn from the study tempts to offer the following suggestions for making the organization ready for empowerment.

The conclusions drawn above convince 74

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anybody to identify the following areas to chart out training programs for the executives to make them completely ready for empowerment 

The organization should provide the welfare schemes according to the needs of the employees.



The organization has to concentrate on providing educational loans to the children of the employees



The organization has to concentrate welfare programs interface in the employees work life.



The organization has to concentrate the physical working conditions are takencare by superiors.



Rest room physical exercise room should be cleaned with disinfectants daily.



Provide first-Aid appliances near work spots.

CONCLUSION It is pertinent for every company to motivate the workers. So welfare measures play an important role and this is forming the responses given by the workers. The welfare measures will 75

A STUDY ON EMPLOYEE WELFARE

help more self-review and realization of the workmen. The welfare activities, which are present in the memorandum of settlement, is only monologue. So the company policies and procedures with regard to welfare activities should be implemented in a professional manner not leading to the base. The welfare schemes provided by theare very Sujala pipes beneficial to the employees in the organization. The organization has given high priority towards the living standards, health and security of the employees. Beneficial schemes like issuing loans, bonus, quality of food etc., are provided to the employees of the organization. Conducting welfare meetings periodically is appreciable.

QUESTIONNAIRE

1. Do you think Employee Welfare is needed in a company? 76

A STUDY ON EMPLOYEE WELFARE

(a ) YES

(b) NO

2. In Your Organization Educational assistance provided for children’s education A) Yes B) No 3) Rate the Welfare program, you are getting in the organization Particulars Canteen Subsidy Festival Allowance Night Shift Allowance Heat Treatment Allowance Rest Room Facility shift timings Safety practices death in harness HRA Uniform Allowance

% Rating

4. What are the methods used in your organization in order to help the staff in managing as welfare? •

Rest room

•

Yoga and Meditation

•

Physical Exercise and indoor games

•

Music

•

None of the above

5. Is it necessary that the organization should take up the programmers for welfare programs? •

Yes

•

No

6.When You Feel stress, who will help you to overcome the stress? •

Management

•

Family

•

Friends

•

Colleagues

•

None of the above

7.To increase the welfare programs? •

I will work very fast 77

A STUDY ON EMPLOYEE WELFARE

•

I’ should decide when to relax

•

I will work very intensively

•

I will plan my job schedules

•

I should maintain good relations

•

Other

8.Do your welfare programs interface in your work life? •

Yes

•

No

•

At times

9.Are there any recreational programs/events at your work place? •

Yes

•

No

10.Do you setup reasonable and attainable goals when you have a large project to computer? •

Yes

•

No

11.Are you satisfied with the job at the work environment? •

Yes

•

No

12.How is the communication among you and the subordinates in an Organization? •

Good

•

Bad

•

Poor

13.Does organization provides you any assistance for non welfare related problems? •

Yes

•

No

14.Do you feel you have enough skills to handle the responsibilities assigned to your role? •

Yes

•

No

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15.Do you feel introduction of stress management and its preventive actions in every organization mandatory? •

Yes

•

No

BIBLIOGRAPHY •

P. SubbaRao, Personneland Human Resources Management, Himalaya Publishing House, 2001.

•

BiswajetPatnayak, Human Resources management, Pentice-Hall Of India-2002.

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•

ArunMonappa, Mirza. S. Saiyadain, Personnel Management, Tata Mc Graw-Hill Publishing Company Ltd, 1998.

•

Annual Reports and Magazines of ultra tech cements.

•

William. B. Werther, Jr. Keith Davis, Human Resources And Personnel,1999.

•

Management, Tata Mc Graw –Hill Publishing Company Ltd, 1998.

•

C.R.Kothari, Research Methodology, Vikas Publishing House,2000.

•

K. Aswathappa, Human Resource & Personnel Management. The Mc Graw-Hill companies, 2004.

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

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