EPLOYEE WELFARE MEASURES PROJECT REPORT

Employee welfare

Employee welfare work aims at providing such service facilities and Amenities which enable the workers employed in an organization to perform Their work in healthy congenial surrounding conductive to good health and High morale.

Employee welfare is a comprehensive term including various services, Benefits and facilities offered by the employer. Through such generous fringe Benefits the employer makes life worth living for employees. The welfare Amenities are extended in additional to normal wages and other economic Rewards available to employees as per the legal provisions.

MEANING OF EMPLOYEE WELFARE:

The term is derived from the French word “WELFARE”. The of this French word is “well being or happiness or prosperity of individuals’’

Welfare means faring or doing well. It is a comprehensive term and refers The physical, mental, moral and emotional well being of individual

DEFINITION OF EMPLOYEE WELEARE:

Welfare measures may also be provided by the government, trade unions And non-government agencies in addition to the employer. “International Employee Organization efforts to make life worth living for workers” According To the Oxford dictionary “Welfare is fundamentally an attitude of mind on the Part of management influencing the method by which management activities Are undertake

Employee Welfare as a term which is understood to include such services, facilities and amenities as may be established in the vicinity of undertaking to enable the  persons employed in them to perform their work in healthy, congenial surrounding to provide them amenities conductive to good and healthy and high moral.

-INTERNATIONAL -INTERNATIONAL EMPLOYEE ORGANIZATION AT ASIAN RAGIONAL COFERENCE

ARTHUR JAMES TODD {1933} point welfare is “Anything” done for the comfort and improvement, intellectual and social of the employees over and above the wage paid, which is not necessary for the industry.

PROUD E.S. defines the welfare work as voluntary efforts on the part of  employers to improve the existing industrial system the condition of employment in their own factories.

DEFINITION OF EMPLOYEE WELEARE:

Welfare measures may also be provided by the government, trade unions And non-government agencies in addition to the employer. “International Employee Organization efforts to make life worth living for workers” According To the Oxford dictionary “Welfare is fundamentally an attitude of mind on the Part of management influencing the method by which management activities Are undertake

Employee Welfare as a term which is understood to include such services, facilities and amenities as may be established in the vicinity of undertaking to enable the  persons employed in them to perform their work in healthy, congenial surrounding to provide them amenities conductive to good and healthy and high moral.

-INTERNATIONAL -INTERNATIONAL EMPLOYEE ORGANIZATION AT ASIAN RAGIONAL COFERENCE

ARTHUR JAMES TODD {1933} point welfare is “Anything” done for the comfort and improvement, intellectual and social of the employees over and above the wage paid, which is not necessary for the industry.

PROUD E.S. defines the welfare work as voluntary efforts on the part of  employers to improve the existing industrial system the condition of employment in their own factories.

Following are the objectives of the voluntary employee welfare services by Employer-

1) To win over employees loyalty and increase their morale. 2) To develop efficiency and productivity among workers. 3) To reduce of threat of future government intervention. 4) To make recruitment more effective. 5) To earn goodwill and enhance public image. 6) To build up stable Employee force to reduce Employee turnover and absenteeism.

:-

Employee welfare in India has a special significance as the constitution Provides for the promotion of welfare of the employee for human conditions of  Work and securing to all workers.

The various welfare measures provided by the employee will have Immediate impact on the health, physical and mental efficiency, alertness, Morale and overall efficiency of the workers and thereby contributing to the highest productivity. Social security measure provided by employer will act as a protection to The workers.

Employee welfare means activities designed for the promotion of 

The economic, social and cultural well being of the employees. Includes both statutory as well as non-statutory activities undertaken by the Employers, trade unions and both the central and state governments for the Physical and mental development of the workers.

Employee welfare enables workers to have richer and more satisfying life. It raises the standard of living of workers by indirectly reducing the burden on their pocket. Welfare measures improve the physical and physiological health Of the employees, which in turn enhance their efficiency and productivity.

Employee welfare promotes a sense of belongings among the workers, Preventing them from resorting to unhealthy practices like absenteeism, Employee unrest strike, etc. welfare work improves the relations between Employees and employers.

The basic features of employee welfare measures are as follows: 1. Employee welfare includes various facilities, services and amenities

 provided to workers for improving their health, efficiency, economic  betterment and social status. 2. Welfare measures are in addition to regular wages and other economic

 benefits available to workers due to legal provisions and collective  bargaining 3. Employee welfare schemes are flexible and ever-changing. New welfare

measures are added to the existing ones from time to time. 4. Welfare measures may be introduced by the employers, government,

employees or by any social or charitable agency.

BENEFITS OF WELFARE FACILITIES:

DRINKER PAGER, mention the following points and benefits of  welfare facilities

1. Reduction in employee turnover  2. Reduction in absenteeism 3. Create a sense of belongingness 4. Reduction in employee dispute 5. Balanced development of employees 6. Increases the efficiency of the workers 7. Immunity from civil effect of industrialization

CONCEPT OF LABOUR WELFARE:

The National Commission on Labour has observed that the concept of  “welfare” is necessary dynamic bearing a different interpretation from country to country and from time to time and even in the same country according to the value system, social Institution, degree of industrialization and general level of social and economic development. Even with one country its context may be different from region to region.

AIM OF LABOUR WELFARE WORK :

C.B.Memoria (1966) points out the following aims of Labour Welfare Work. 1. It is partly humanistic to enable the workers to enjoy a fuller and richer  life.

2. It is partly economic to improve the efficiency of the workers, to increase its availability where it is scarce and keep him contended so as to minimize the inducement to form or join unions and to resort to strikes.

3. The aim of partly civic develop a sense of responsibility and dignity among the workers and thus to make them worthy citizen of the nation.

In general, welfare measure are aimed at enabled the welfare to lead a more satisfactory life. THE HISTORY OF LABOUR WELFARE :

The history of Labour Welfare in India started with the abolition of slavery system in 1833. Based on the recommendation of the International Labour  Conference in 1870 held in Berlin, the Government of India modified the factories act in 1881.

Considering the suggestions given by the International Labour Organization, which set up in the year 1919, the Government of India enacted the factories act in 1922, the Government of India launched scheme of Labour Welfare in their  ordnance ammunition and other factories in war production, to keep up the moral of workers and also to increase their productivity. After the Independence the amendment of factories act in 1948, the Labour  Welfare movement acquired new dimension, for one thing, the massive investments in industry during various plans increased in number of workmen. It was realized from the beginning that Labour Welfare had a positive role in increasing productivity and reducing industrial tensions. At this State Government enacted various legislations, regarding the welfare of the workers.

1. Workmen compensation Act, 1923. 2. Factories Act, 1948. 3. Employees State Insurance Act, 1948. 4. Coal Mines Labour Welfare Fund Act, 1947. 5. Employee’s Provident Fund and Miscellineous Provision Act, 1952. 6. Plantation Labour Act, 1957.

7. Mines Act, 1952. 8. Maternity benefits Act, 1962. 9. Payment of Bonus Act, 1965. 10.Payment of Gratuity Act, 1972.

The study team study appointment by the Government of India in 1959 to examine Labour Welfare activities then existing divided the entire of these activities in to THREE groups viz.,

1. Welfare measure inside the work place : Condition of the Work 

Environment, Conveniences, Work Health Services, Women and Child Welfare, Worker’s Recreation, Employment Follow-up Economic Services. 2. Welfare measure inside the work place : Housing, Water, Sanitation, Waste

Dioposal, Road, Recreation, Play Grounds, Schools, Markets, Bank, Transport, Communication, Health and Medical Services, Security, Community Leadership Development. 3. Social security measures : Welfare Services are “render to workers and their 

families by an individual enterprise with the proposes of raising their morale, material, social and cultural levels to adjust to better life”.

 Welfare Activities of the Government of India :

The directive principles of state policy in the Indian Constitution refer  generally to the promotion of the welfare of people when lay down that 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 institution of natural”.

In its specific application to the working class, “security and human condition of work” has been highlighted with a view to ensure them provision of  a decent standard of life and full employment to leisure and social and culture opportunities (Article 43).

These principles also refer to taking of the steps to secure the participation of workers in the management of industries. Article 45 also deals with provision of free and compulsory education for children, which impliedly includes those of  workers.

Company profile:

GRASIM INDUSTRIES LTD [BIRLA WHITE CEMENT DIVISION]

GRASIM INDUSTRIES LTD [BIRLA WHITE CEMENT DIVISION] Our Vision

To be a premium global conglomerate with a clear focus on each business. Our Mission

To deliver superior value to our customers, shareholders, employees and society at large.

Our Values •

Integrity

•

Commitment

•

Passion

•

Seamlessness

•

Speed

Grasim Industries Limited: Grasim Industries was incorporated on 25 August 1947, exactly 10 days after India

achieved independence Originally a textile manufacturer, Grasim has successfully diversified into VSF, cement and chemicals Aditya Birla Group is the world's largest producer of VSF The

Aditya Birla Group is the 11th largest cement producer in the world and the seventh largest in Asia \Second largest producer of caustic soda in India Grasim and Graviera range of fabrics signify the 'power of fashion. Grasim Industries Limited is the brightest feather in the cap of the Aditya Birla Group which

one of the biggest private sector companies in India.

Grasim Industries was set up with the sole

purpose of textiles manufacturing in the year 

1948 but the company has entered into several commercial activities at a steady rate. Grasim Industries is numero uno in many of the sectors where it operates.

In order to enter the Indian cement industry, Grasim Industries took over a big chunk of the total shares and also the control of the management of the UltraTech Cement Limited, which was merged with the Larsen and Toubro Cement Company in 2004. Within a very short span of time, the company was able to penetrate a big portion of the market in India. Grasim industries, including its subsidiaries, operates 7 split grinding units, 11 composite plants, 4 bulk terminals, and 10 ready mix concrete units.

The divisions of Grasim Industries: •

Viscose staple fiber: This division of the Aditya Birla Group is the biggest p roducer of  viscose staple fiber worldwide. It fulfills the demand of the domestic market for the viscose staple fiber.

•

Cement: This division is ranked 11th in the international arena and 7th in Asia. It is further divided into two grey cement and white cement. ○

White cement products 

Birla White GRC



Birla White Kool N Seal



Birla White Textura



Birla White Wallcare Putty



Birla White Levelplast

○

•

Grey cement products 

Rajashree Cement



Vikram Cement



Grasim Cement



Aditya Cement

Grasim Industries Limited , a flagship company of the Aditya Birla Group, ranks among

India's largest private sector companies, with consolidated net turnover of Rs.184 billion and a consolidated net profit of Rs.22 billion (FY2009).

Starting as a textiles manufacturer in 1948, today Grasim's businesses comprise viscose staple fibre (VSF), cement, chemicals and textiles. Its core businesses are VSF and cement, which contribute to over 90 per cent of its revenues and operating profits.

•

The Aditya Birla Group is the world’s largest producer of VSF, commanding a 23 per  cent global market share. Grasim, with an aggregate capacity of 333,975 tpa has a global market share of 12 per cent. It is also the second largest producer of caustic sod a (which is used in the production of VSF) in India.

•

In cement, Grasim along with its subsidiary UltraTech Cement Ltd. has a capacity of 45.7 million tpa as on 30 June 2009 and is a leading cement player in India. In July 2004, Grasim acquired a majority stake and management control in UltraTech Cement Limited. One of the largest of its kind in the cement sector, this acquisition catapulted the Aditya Birla Group to the top of the league in India.

Viscose staple fibre

Grasim is India's pioneer in viscose staple fibre (VSF).

Cement

Grasim has grown to become a leading cement player in India.

chemicals

Grasim has India's second largest caustic soda unit Textiles

Grasim has strong nation-wide retail network and also caters to international fashion houses in USA and UK. Textile

Aditya Birla Group operates over 40 companies in 12 countries across 4 continents. Grasim is one of its flagship companies and It is the world’s second largest producer of Viscose Rayon Fiber with about 21% market share. Textile and related products contributes to 15% of the group turnover.

Global footsteps

Indo-Thai Synthetics Company Ltd was incorporated in 1969 in Thailand, started operations in 1970; this was Aditya Birla Group’s first foray into international venture. Aditya Birla Group incorporated P.T. Elegant Textiles in 1973 in Indonesia. Thai Rayon incorporated in 1974, this was the second company in Thailand, operating in Viscose Rayon Staple Fiber. Century Textiles Co. Ltd. is taken over by Aditya Birla Group in 1974; this company is a weaving and dyeing  plant manufacturing and exporting variety of synthetic fabrics. PT S unrise Bumi Textiles incorporated in 1979, it produces yarn exported over 30 countries in 6 continents. P.T Indo Bharat Rayon incorporated in 1980 produces Viscose Staple Fiber in Indonesia to become a dominant player in the domestic market as well as export markets. Thai Polyphosphates and Chemicals was started in 1984 in Thailand to produce Sodium Phosphates, presently merged with Thai Epoxy and Allied Products Company Limited (1992), Thai Sulphites and Chemicals Company Limited (1995) to form Aditya Birla Chemicals Ltd. This company supp lies to sectors such as food, textiles, electrical and electronics, composites, leather, plastics and automobiles. PT Indo Liberty Textiles was incorporated in 1995 to manufacture synthetic spun yarn. In 2004, the Staple Fibre Division of Grasim Industries Ltd was presented with the Stockholm Industry Water Award for the company's efforts to reduce water usage and improve their overall environmental impact.[citation needed ]

Focus of Growth Post MFA

In late 1990’s and later, the focus was the textile business because of the end of Multi-Fiber  Arrangement (MFA) which opened a host of opportunities to Indian exporters. In this period, Aditya Birla Group took a three route strategy for growth. •

Rapidly enhance existing capacities

•

Acquire and Build Garment brands for local and international markets

Jayashree textiles was acquired by Aditya Birla Nuvo (formerly Indian Rayon), is a leading  producer and exporter of yarns and fabrics to 50 countries with a turnover of $413 million. It acquired Madura Garments in 2000 to enter the branded garments business. Has brands such as Louis Philippe, Van Heusen, Peter England, Allen Solly, SF Jeans among others and also a global supplier to global buyers such as Marks & Spencer’s, Polo etc. •

Vertical integration to get cost advantage

AV Cell Inc., a joint venture between Aditya Birla Group and Tembec, Canada, established operations in 1998 to produce softwood and hardwood pulp for the purpose of internal consumption among different units of the Group. Together, Aditya Birla Group and Tembec, Canada have acquired AV Nackawic Inc., which  produces dissolving pulp, as a further step to integrate. Grasim industries Ltd. is a leading player  in the Viscose Staple Fiber (VSP). The Aditya Birla Group's VSF manufacturing plants straddle Thailand, Indonesia, India and China. At each of these locations, further capacity expansions are under way — in Thailand by 31 ktpa; in Indonesia by 37 ktpa; in India by 64 ktpa and in China  by 30 ktpa. These brownfield expansions, slated to be completed by the second quarter of 2008, will further notch up the Group's VSF production from 566 ktpa to 727 ktpa and entail an investment close to US$ 260 million. Grasim wants to follow a strategy of backward integration, right from plantation stage to the final VSF stage. The Group's VSF business operates through its three companies — Grasim Industries in India, Thai Rayon Corporation in Thailand and Indo Bharat Rayon in Indonesia, which also oversees its Chinese operations at Birla Jingwei Fibres, China. Joint ventures

Thai Rayon

Promoted in 1974 by the Aditya Birla Group, Thai Rayon is the sole manufacturer of Viscose Rayon Staple Fibre (VSF) in Thailand. More than 50 per cent of Thai Rayon's VSF throughput is directly exported to more than 20 countries worldwide. The VSF meets the stringent quality expectations of customers in USA, Mexico, Europe, Turkey, Canada, Israel, Australia, South Korea, Philippines, Indonesia, Pakistan, Bangladesh and Sri Lanka. PT Indo Bharat Rayon Marketed under the brand name of 'Birla Cellulose', the company produces a wide range of VSF in engineered specifications for textiles and non-woven applications. The company's strong focus on environmental protection is reflected through its investments in a sophisticated state-of-the-art waste-water treatment plant and scientific waste disposal systems

Grasim Cement

Grasim Cement was set up as a greenfield cement plant at Raipur, Chhatisgarh, in 1995. Based on the most advanced technologies, this plant has an annual installed capacity of 2.06 million tpa. The plant’s unique features include: :: Asia’s first gamma ray belt analyser from Gamma Matrix (USA) ensuring the highest

standards in online quality control. :: India’s first polycom (blast furnace slag grinder) with a dynamic air separator from Krupp Polysius Germany, which helps to generate the desired homogeneous particle size distribution. :: One of the few single kiln cement plants producing more than eight varieties of cement. :: Its captive power generation ensures a reliable power supply. The plant is also an ISO 14001, ISO 9001, and IQRS L-5 certified unit. Aditya Cement

Commissioned in a record time of 22 months as a Greenfield 1.0 mtpa plant in 1995 in Shambupura, Rajasthan, its current capacity is about 1 .50 million tpa.

Some of the prestigious awards won by this unit include: :: Aditya Limestone Mines wins the following awards at the Mines Safety Week 2004,

Udaipur: •

Mines machinery and maintenance: first

•

Safety, occupational health and VTC: first

•

Mine working: second

•

Environment protection, publicity, propaganda and housekeeping: second

•

Overall performance: second

:: Best Productivity Award by National Productivity Council for 1999 :: The National Energy Conservation Award by Ministry of Power, Government o f India, and

Best Energy Efficient Unit Award by CII for the year 2000 :: IQRS level rating from DNV, Netherlands, in the year 2000 :: First in India to achieve Certification ISO 9001:2000 by DNV, Netherlands, 2001 :: TPM Excellence Award – first category by JIPM, Tokyo 2001 Rajashree and Birla Super cement

Commissioned in 1984, Rajashree Cement has a capacity of 4.20 million tpa. The salient facts about Rajashree Cement are: :: Coal-based thermal power plant with a 38.5 MW capacity :: Modern dry process technology from KhD, Germany, with a state-of-the-art process control

system :: The only cement plant in India with a captive coal washery :: First in India to achieve Certification ISO 9001:2000 by DNV, Netherlands, 2001 :: Cement varieties catering to different segments: Rajashree Cement for residential and commercial construction; Birla Super Cement for multi-storeyed buildings, dams and  bridges; UltraTech Cement (formerly Birla Plus) for mass concrete laying and nonstructural applications, Birla Coastal for foundation work and for use in coastal areas as well as sugar and fertiliser plants, and OPC 53 - S (sleeper grade cement)

Some of the awards won by this unit are:

::  National Award for ‘Quality Excellence in the Indian Cement Industry’ by the National

Council for Cement and Building Materials, for the year 2000-01 :: IMC Ramakrishna Bajaj National Quality Award (certificate of merit) in 1999 :: Jamnalal Bajaj Uchit Vyavahar Puraskar for Fair Business Practices in 1995 :: Rajiv Gandhi National Quality Award in 1993 Grasim South

Grasim acquired Dharani Cements (since merged with the co mpany) in April 1998. The company has a cement plant at Ariyalur, Tamil Nadu. In April 2000, a state-of-the-art cement  plant, among the most modern in Asia, was commissioned at Reddipalayam, Tamil Nadu. This unit now has a capacity of 1.16 million tpa.

Grasim ventured into cement production in the mid 1980s, setting up its first cement cement  player in India.

Grasim’s cement operations today span the length and breadth of India, with 11 composite  plants, 11 split grinding units, four bulk terminals and 6 4 ready-mix concrete plants as on 30 June 2009. All the plants are located close to sizeable limestone mines and are fully automated to ensure consistent quality. All units use state-of-the-art equipment and technology and are certified with ISO 9001 for quality systems and ISO 14001 for environment management systems. Leveraging the strong equity and goodwill of the house mark, the company has a strong national  brand UltraTech cement under the Aditya Birla Group logo. Grasim is also nurturing some regional brands like Vikram Cement and Rajashree Cement. Grasim is one of the largest ready mix concrete (RMC) players in India. RMC business is in a rapid growth phase. The company has consolidated capacity of 11.31 million cubic meters with the network of 64 plants as on 30 June 2009. Grasim is also the largest producer of white cement in India, with a capacity of 560,000 tpa as on 30 June 2009. Branded as "Birla White", white cement division manufactures world-class white cement in a variety of textures and finishes. It has applications in floorings and exterior  wall finishes, apart from other innovative uses. The d ivision also manufactures value added

 products like putty, GRC etc. which are used in wall finishing and various architectural applications. Location of units Grey cement: Grasim

Capacity (as on 30 June 2009)

Composite plants: Jawad, Rawan, Shambhupura, Malkhed, Reddipalayam Ready-mix concrete (35 plants) UltraTech Cement Ltd. Composite plants: Pipava, Awarpur, Tadpatri, Hirmi, Jafrabad Ready-mix concrete (29 plants) White cement Kharia, Khangar 

GRASIM INDUSTRIES MILESTONES:

Grasim, Harihar Polyfibres 2007 : IMC Ramakrishna Bajaj National Quality Special : Award for performance excellence 2007 in the

manufacturing category Grasim, Nagda 2006 : Greentech Environmental Excellence Award by Greentech : Foundation : Distinguished Achiever Award to Mr. Ravi Uppal from the : Aditya Birla Group : Young Achiever Award to Mr. Rakesh Jha from the Aditya : Birla Group 2005

22.55 million tpa 6.7 million cubic metres 23.10 million tpa 4.6 million cubic metres 560,000

: Environmental and Ecological Gold Award by Greenland : Society : Golden Peacock Eco-Innovation Award by IOD : : Safety awards for longest accident-free period (Membrane : Cell) and lowest average frequency rate (CSA plant) by the

Government of India : CII National Energy Management Award for the most : energy efficient unit : Certificate for Strong Commitment to Excel CII-Exim : Bank Award for business excellence : Rajiv Ratna National Award — Best Chief Executive Gold : Award by Greenland Society : Greentech Environment Excellence Award by the : Greentech Foundation : Rajiv Ratna National Award – Best Pollution Control : Implementation Gold Award by Greenland Society : Greentech Safety Gold Award by the Greentech : Foundation :  National Safety Award by the Government of India : : Indira Gandhi Memorial National Award by the Greenland : Society : Vishkarma National Award by the Government of India : 2004 : Grasim, Nagda received the FICCI Annual Award 2003: 2004 in recognition of corporate initiative in rural

development

Vikram Cement : The first Indian unit to win the coveted TPM award from

: the Japan Institute of Plant Maintenance, Tokyo, in 1995 : The Ramakrishna Bajaj National Quality award in 1998 : : The first cement unit in the world to receive IQRS level 5 : rating from DNV, The Netherlands : The first cement unit in India to be certified ISO 14001 : (1997) and OHSA 18001 (certifications from DNV,

Rotterdam, The Netherlands, in 2001) : SA 8000 certification achieved : Aditya Cement 2004 : Aditya Limestone Mines wins the following awards at the : Mines Safety Week 2004, Udaipur: •

Mines machinery and maintenance: first

•

Safety, occupational health and VTC: first

•

Mine working: second

•

Environment protection, publicity, propaganda and housekeeping: second

•

Overall performance: second

1999 : Best productivity award by the National Productivity : Council 2000 :  National energy conservation award by Ministry of Power, : Government of India : Best energy efficient unit award by CII : : IQRS level 6 rating from DNV, The Netherlands : 2001

: First in India to be certified ISO 9001:2000, by DNV, The :  Netherlands (2001) : TPM Excellence award, first category, by JIPM, Tokyo : Rajashree Cement 2004 : Birla Super Cement received the Environment Excellence : Award under the silver category by GreenTech Foundation : Birla Super Cement certified with the OHSAS 18001:1999 : for their occupational health and safety management

system by Det Norske Veritas (DNV) 2001 :  National award for 'Quality excellence in the Indian : Cement Industry' from the National Council for Cement

and Building Materials 1999 : IMC Ramakrishna Bajaj National Quality award : (certificates of merit) 1995 : Jamnalal Bajaj Uchit Vyavahar Puraskar for fair business :  practices 1993 : Rajiv Gandhi National Quality award :

Viscose Staple Fibre 2004 : The 2004 Stockholm Industry Water award : 2003 : Deming Quality Control award

: : IMC Ramkrishna Bajaj National Quality award : : IMC Ramkrishna Bajaj National Quality award —  : commendation certificate for Grasilene Division : CII Exim Bank award — commendation for business : excellence : Greentech Gold award for environmental excellence : 2002 : Chairman's Gold award for manufacturing excellence : : CII Exim Bank award — commendation for commitment : of TQM : Rajiv Gandhi National Quality award — best of all : : ISO - 9001 certification : : ISO - 14001 certification : 2001 : Rajiv Gandhi National Quality award — commendation : certificate : Corporate Citizen award for excellent contribution in the : area of social development 2000 : Chairman's Silver award for manufacturing excellence : : Rajiv Gandhi National Quality award — commendation : certificate

Board of Directors of Grasim Industries: •

Mr. Kumar Mangalam Birla, Chairman

•

Mrs. Rajashree Birla

•

Mr. M. L. Apte

•

Mr. S. G. Subhrahmanyan

•

Mr. R. C. Bhargava

•

Mr. Cyril Shroff 

•

Mr. S. B. Mathur 

•

Mr. B. V. Bhargava

•

Mr. Shailendra K. Jain

•

Mr. D. D. Rathi

Business Heads at Grasim Industries: •

Mr. Shailendra K. Jain, Viscose Staple Fiber 

•

Mr. Vikram Rao, Textiles

•

Mr. Ravi Kastia, Sponge iron

•

Mr. Saurabh Misra, Cement

•

Mr. K. K. Maheshwari, Chemicals

•

Mr. D. D. Rathi, Chief Financial Officer 

•

Mr. Ashok Malu, Company Secretary

Community services by Grasim Industries: •

•

Adult education  Non-formal education

•

Medical camps

•

Mobile clinics

•

Health training and awareness

•

Irrigation

•

Check dam

•

Land developmen

REVIEW OF LITERATURE



 The OXFORD dictionary defines labour welfare an effort to make life worth living for work man.



CHANDRA and SING (1983) found that the condition under which brick kiln

workers live subhuman. There were no rest hours and workman in klin was made to work even in the advanced stage of pregnancy.



PRASAD (1984) pointed out that in many mines in Bihar workers were

provided with facilities for drinking water, toilets and other facilities.



A series of study carried out by the labour bureau of India in a variety of  industries showed a large of women working in Menes did not have separate arrangements, latrines and rest rooms shelters and crèches were in neglected condition (1979).



NATIONAL COMMISSION (1969) The report of this commission was

appointed in 1966 had reviewed many aspects of labour welfare in India such as existing conditions of labour. Legislative measures available to protect their interest level of workers earnings, standard of living and various welfare facilities, canteens, crèches, housing, transportation, recreational facilities, provisions.



NATIONAL COMMISSION (1972) In conjunction with the passage of 1970

of the occupational Safety and Health Act Congress established a National Commission undertake a compensation laws in order to determine if such provide an adequate, prompt, equitable system of compensation.



MANTRA has undertake research on such areas as pollution control,

mechanical and wet processing. Some of the on-going projects and effluent treatment and cleanliness of drinking water.



PETER ROGERS Chairman, The strategic forum for construction has taken

up research in industries and have concluded that unsafe, disorganized and dirty organizations lead to poor standards and se ttling for a compromise in the needs mean risking of lives.

EMPLOYEE WELFARE IN INDIA :

 The chapter on the directive principles of state policy first our constitution expresses the need for labour welfare thus : Article 38. 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 institution of  the national life. Article 39. The state shall, in particular, direct its policy towards security.

a). That the citizen, men and women equally, have the rights to an adequate means of livelihood. b). That the ownership and control of the material resource are so distributed so as to sub serve the common good. c). That the operation of the economic system does not result in the concentration of wealth and means of protection to the common determine.

d). That there is equal work for both men and women, and Article 42. The State shall make provision for securing just and human condition for work and for maternity relief.

OBJECTIVES OF STUDY:

•

To study the welfare facilities provided to employees by GRASIM INDUSTRIES.LTD Chennai.

•

To study how the organization motivate the employees by identifying and satisfying their unsatisfied needs.

•

To find out the expectations of workers with regard to welfare facilities.

•

To analyze the extent of utilizations of welfare facilities.

•

To make constructive suggestion to improve the welfare.

SCOPE OF THE STUDY:

 The study mainly focused on Employee welfare measures at Grasim Industries Ltd, Chennai and the researcher analyze this topic on the following criteria’s; •

Relationship between blue color and white color employees.

•

•

•

Relationship between employer’s and employee’s  The statutory welfare facilities Provided to the employees, Motivation level of the workers with respect to welfare facilities.

LIMITATION OF THE STUDY:  The

sample size was limited to BIRLA WHITE.

•

 Time factor is a major limitation

•

 The result depends on the answers received from respondent which may be biased

RESEARCH METHODOLOGY

INTRODUCTION:

Research is the process of systematic and in-depth study or search for any Particular topic, subject or area of investigation, backed by collection, Compilation, presentation and interpretation of relevant details or data. Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done Scientifically.

Research may develop hypothesis and test it. In it we study the various Steps that are generally adopted by the researcher in studying his research Problem along with the logic behind them.

Research must be based on fact observable data forms a sound basis for  Research inductive investigation lead better support to research finding for  Analyzing facts a scientific methodology of analysis must be developed and Result interpreted logically.

It is necessary for the researcher to know not only the research method or techniques but also the methodology. Thus, when we talk of research Methodology we not only talk of the research methods but also consider the Logic behind the methods we use in the context of our research study and Explain why we are using a particular method or technique and why we are Not using others so that research results are capable of being evaluated Either by the researcher himself or by others.

Research problems would result in certain conclusions by means of logical

Analysis which the decision-maker may use for his action or solution.

RESEARCH DESIGN:

After formulating the problem the research design has to be Prepared. Preparation of research design involves selection of means of Obtaining information, time available for research and selection of Method of tabulation & presentation of data.

The research of my project is descriptive study. I have obtained Information by the HODof the HR Department and some of the Employees of the organization & also from annual reports of  company, Newspapers, magazines and websites. The way of selecting a sample is known as the sample design. Here the researcher used Simple Random Sampling.

SAMPLING DESIGN: Sampling is the process of selecting a sufficient number of elements from the  population, so that a study of the sample and an understanding of its properties or characteristics would make it possible for us to generalize such properties or characteristics to the population elements.

Descriptive research design: It provides description of something. It is undertaken in order to ascertain and describe the characteristics of variables of interest in a particular situation. It is a preplanned and structure design ‘Descriptive research design is used in this project’

SAMPLING TECHNIQUES: The sampling technique used for carrying out this study is RANDOM Sampling technique.

SIMPLE RANDOM SAMPLING :{ meaning]: Simple Random Sampling is the foundation of probability sampling. It’s a special case of   probability sampling in which every unit in the population has an equal chance of being included in a sample. Simple random sampling also makes the selection of every possible combination of  the desired number of units likesly.sampling may be done with or without replacement

SAMPLE UNIT: Worker in GRASIM INDUSTRIES .LTD at Chennai. A smallest non-divisible part of the population is called a unit. A unit should be well defined and should not be ambiguous.

 TARGET POPULATION: The total population is 200 in GRASIM INDUSTRIES.LTD in Chennai.

SAMPLE SIZE: A Sample of 100 was taken from the workers. A finite subset of a population is a sample and the number of units in a sample is called its sample size.

HYPOTHESIS: Employees of GRASIM INDUSTRIES.LTD are found to be satisfied with the Welfare facilities provided by their organization.

SAMPLING METHOD: The statistical tools used such percentage; diagrams, Chi-square test& one way ANOVA ‘F’ test have been used.

CHI – SQUARE TEST :

The Chi – square test amongst the several tests of significance developed by statisticians. A very powerful testing the significance of the discrepancy between theory and experiment is given by Prof. Karl Pearson in the year 1990 and is known as “Chi-square test of goodness

of fit ”. It enables us to find it the deviation of the experiment from theory is just by chance (or) is it really due to inadequacy of the theory to fit the observed data. If Oi (I = 1,2,3…n) is a set of  observed [experimental / frequencies] and E (I = 1,2,3…) is the corresponding set of expected [theoretical or hypothetical] frequencies then Karl Pearson’s Chi – square given by

X2=i=0n[Oi-EiEi]

The Chi – square is applicable in large number of problems. The test is in fact a technique through the use of researchers to test the goodness of fit, test the significance of association  between two attributes and test the homogeneity or the significance of popular varience.

One-Way ANOVA’F’Test:

The t test is commonly used to test the equality of two population means when the data are composed of two random samples. We wish to extend this procedure so that the equality of  population means can be tested using r independent samples. Thus the hypothesis and the r  ≥

2

alternative are

 H 0

:

µ   1 = µ 2 = ... = µ r 

 H 1

: at least two means are not equal

Where  µ   j , j

=

th

1,2,..., r  is the mean of the j population.

In designing an experiment for a one-way classification, units are assigned at random to any one of the r treatments under investigation. For this reason, the one-way classification is sometimes referred to as a completely randomized design. Table No – 4.1.1 Distribution of the respondents and their age

Sl.no

No. of respondents

Percentage

(n=100)

(100%)

Age

1

18 to 25yrs

33

33

2

26 to 32yrs

34

34

3

33 to 40yrs

21

21

4

41 to 50yrs

12

12

The above table shows that one third (34percent) of the respondents were in 26 to 32yrs age, 33  percent of the respondents were in 18 to 25yrs, 21 percent of the respondents were in 33 to 40yrs and remaining 12 percent of the respondents were in 41 to 50yrs.

Frequency Age of the respondents

Table No – 4.1.2 Distribution of the respondents and their educational qualification

Sl.no

1

Educational

No.of respondents

Percentage

qualification

(n=100)

(100%)

UG

51

51

2

PG

49

49

The above table indicates that half (51 percent) of the respondents were in under graduates and remaining 49percent of the respondents were in PG.

Frequency Educational qualification of respondents

Table No – 4.1.3 Distribution of the respondents and their salary

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

Salary

1

Rs.10000

43

43

2

Above Rs.10000

57

57

The above table indicates that more than half (57 percent) of the respondents were in above Rs.10000 and remaining 43 percent of the respondents were in Rs.10000.

Frequency Income of the respondents

Table No – 4.1.4 Distribution of the respondents and their experience

Sl.no

1

No.of respondents

Percentage

(n=100)

(100%)

54

54

Experience

Below 5yrs

2

Above 5yrs

46

46

The above table indicates that more than half (54 percent) of the respondents were in below 5yrs experience and remaining 46 percent of the respondents were in above 5yrs.

Frequency

Experience of the respondents

Table No – 4.1.5 Distribution of the respondents and their level of job satisfaction

 Job

No.of respondents

Percentage

satisfaction

(n=100)

(100%)

1

Highly satisfied

47

47

2

Satisfied

32

32

3

Neutral

11

11

4

Dissatisfied

5

5

5

5

Sl.no

Strongly

5

dissatisfied

The above table reveals that nearly half (47 percent) of the respondents were in highly satisfy for  the job satisfaction, 32 percent of the respondents were in satisfied, 11 percent of the respondents were in neutral and remaining equally 5 percent of the respondents were in dissatisfied and highly dissatisfied.

Frequency Job satisfaction of the respondents Table No – 4.1.6 Distribution of the respondents and their satisfaction with regard to company

Sl.no

1

No.of respondents

Percentage

(n=100)

(100%)

17

17

Company sa satisfaction

Highly satisfied

2

Satisfied

50

50

3

Neutral

23

23

4

Dissatisfied

8

8

5

Strongly dissatisfied

2

2

The above table reveals that half (50 percent) of the respondents were in satisfy for the company satisfaction, 23 percent of the respondents were in neutral, 17 percent of the respondents were in highly satisfied, 8 percent of the respondents were in dissatisfied and remaining 2 percent of the respondents were in strongly dissatisfied.

Frequency

Company satisfaction of the respondents Table No – 4.1.7 Distribution of the respondents and their relevancy of job for graduation

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

Relevant job

1

Highly satisfied

30

30

2

Satisfied

37

37

3

Neutral

15

15

4

Dissatisfied

13

13

5

Strongly dissatisfied

5

5

The above table reveals that one third (37 percent) of the respondents were in satisfy for the relevant job, 30 percent of the respondents were in highly satisfied, 15 percent of the respondents

were in neutral, 13 percent of the respondents were in dissatisfied and remaining 5 percent of the respondents were in strongly dissatisfied.

Frequency Job Relevant of the respondents

Table No – 4.1.8 Distribution of the respondents about salary

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

Good salary

1

Highly satisfied

20

20

2

Satisfied

33

33

3

Neutral

25

25

4

Dissatisfied

13

13

5

Strongly dissatisfied

9

9

The above table reveals that one third (33 percent) of the respondents were in satisfy for the offer  good salary, 25 percent of the respondents were in neutral, 20 percent of the respondents were in highly satisfied, 13 percent of the respondents were in dissatisfied and remaining 9 percent of the respondents were in strongly dissatisfied.

Frequency Company offer good salary to respondents

Table No – 4.1.9 Distribution of the respondents and their convenient duty time

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

Convenient duty time

1

Highly satisfied

16

16

2

Satisfied

43

43

3

Neutral

27

27

4

Dissatisfied

9

9

5

Strongly dissatisfied

5

5

The above table shows that nearly half (43 percent) of the respondents were in satisfy for the convenient duty time, 27 percent of the respondents were in neutral, 16 percent of the respondents were in highly satisfied, 9 percent of the respondents were in dissatisfied and remaining 5 percent of the respondents were in strongly dissatisfied.

Frequency Convenient duty time of the respondents Table No – 4.1.10 Distribution of the respondents and their allowances

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

Allowances

1

Bonus

24

24

2

Vehicle

32

32

3

Mobile

13

13

4

Medical

14

14

5

Loans

17

17

The above table shows that one third (32 percent) of the respondents were in vehicle allowances, 24 percent of the respondents were in bonus, 17 percent of the respondents were in loan, 14  percent of the respondents were in medical and remaining 13 percent of the respondents were in. Mobile

Frequency Allowances of the respondents

Table No – 4.1.11 Distribution of the respondents and their promotional policy

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

Promotion policy

1

Highly satisfied

19

19

2

Satisfied

38

38

3

Neutral

19

19

4

Dissatisfied

17

17

5

Strongly dissatisfied

7

7

The above table shows that one third (38 percent) of the respondents were in satisfied  promotional policy, equally 19 percent of the respondents were in highly satisfied and neutral, 17

 percent of the respondents were in dissatisfied and remaining 7 percent of the respondents were in strongly dissatisfied.

Frequency Promotional policy of the respondents

Table No – 4.1.12 Distribution of the respondents and their welfare facility duration of prescribed time

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

Sanction time

1

1-2weeks

24

24

2

2-3weeks

31

31

3

3-4weeks

19

19

4

4-5weeks

17

17

5

5-6weeks

9

9

The above table reveals that one third (31 percent) of the respondents were in 2 to 3 weeks take time for sanction welfare facility, 24 percent of the respondents were in 1to2 weeks, 19 percent of the respondents were in 3 to 4 weeks, 17 percent of the respondents were in 4 to 5 weeks and remaining 9 percent of the respondents were in 5 to 6 weeks.

Frequency Sanction time of the respondent

Table No – 4.1.13 Distribution of the respondents and their ventilation.

Ventilation for good

No.of respondents

Percentage

environment

(n=100)

(100%)

1

Highly satisfied

17

17

2

Satisfied

40

40

3

Neutral

29

29

4

Dissatisfied

4

4

5

Strongly dissatisfied

10

10

Sl.no

The above table shows that one third (40 percent) of the respondents were in satisfied for good environment, 29 percent of the respondents were in neutral, 17 percent of the respondents were in highly satisfied, 10 percent of the respondents were in strongly dissatisfied and remaining 4  percent of the respondents were in dissatisfied.

Frequency Ventilation good environment

Table No – 4.1.14 Distribution of the respondents and their work place cleanliness

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

Work place cleanliness

1

Highly satisfied

26

26

2

Satisfied

38

38

3

Neutral

23

23

4

Dissatisfied

8

8

5

Strongly dissatisfied

5

5

The above table shows that one third (38 percent) of the respondents were in satisfied for work   place cleanliness, 26 percent of the respondents were in highly satisfied, 23 percent of the respondents were in neutral, 8 percent of the respondents were in dissatisfied and remaining 5  percent of the respondents were in strongly dissatisfied.

Frequency Cleanliness facility

Table No – 4.1.15 Distribution of the respondents and their welfare facility

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

Provide welfare facility

1

Highly satisfied

18

18

2

Satisfied

42

42

3

Neutral

20

20

4

Dissatisfied

11

11

5

Strongly dissatisfied

9

9

The above table reveals that more than half (42 percent) of the respondents were in satisfied for   provision for welfare facilities, 20 percent of the respondents were in neutral, 18 percent of the respondents were in highly satisfied, 11 percent of the respondents were in dissatisfied and remaining 9 percent of the respondents were in strongly dissatisfied.

Frequency Welfare facility

Table No – 4.1.16 Distribution of the respondents and their job security

Sl.no

1

No.of respondents

Percentage

(n=100)

(100%)

20

20

Job security

Highly satisfied

2

Satisfied

43

43

3

Neutral

25

25

4

Dissatisfied

12

12

5

Strongly dissatisfied

0

0

The above table reveals that more than half (43 percent) of the respondents were in satisfied for  our job security, 25 percent of the respondents were in neutral, 20 percent of the respondents were in highly satisfied and remaining 12 percent of the respondents were in dissatisfied.

Frequency Job security of the respondents

Table No – 4.1.17 Distribution of the respondents and their top management relationship

Sl.no

Top management relationship

No.of respondents

Percentage

(n=100)

(100%)

1

Highly satisfied

20

20

2

Satisfied

40

40

3

Neutral

23

23

4

Dissatisfied

16

16

5

Strongly dissatisfied

1

1

The above table reveals that more than half (40 percent) of the respondents were in satisfied for  the top level management relationship, 23 percent of the respondents were in neutral, 20 percent of the respondents were in highly satisfied, 16 percent of the respondents were in dissatisfied and remaining 1 percent of the respondents were in highly dissatisfied.

Frequency Top management relationship

Table No – 4.1.18 Distribution of the respondents and their assured insurance

Sl.no

1

No.of respondents

Percentage

(n=100)

(100%)

24

24

Assured insurance

Highly satisfied

2

Satisfied

37

37

3

Neutral

28

28

4

Dissatisfied

7

7

5

Strongly dissatisfied

4

4

The above table reveals that one third (37 percent) of the respondents were in satisfied for the assured insurance, 28 percent of the respondents were in neutral, 24 percent of the respondents were in highly satisfied, 7 percent of the respondents were in dissatisfied and remaining 4  percent of the respondents were in highly dissatisfied.

Frequency Insurance assured of the respondents

Table No – 4.1.19 Distribution of the respondents and their time to spend with their family

Gives time to spent

No.of respondents

Percentage

family

(n=100)

(100%)

1

Highly satisfied

26

26

2

Satisfied

35

35

3

Neutral

30

30

4

Dissatisfied

8

8

5

Strongly dissatisfied

1

1

Sl.no

The above table reveals that one third (35 percent) of the respondents were in satisfied for  company provide time to spent your family, 30 percent of the respondents were in neutral, 26   percent of the respondents were in highly satisfied, 8 percent of the respondents were in dissatisfied and remaining 1 percent of the respondents were in highly dissatisfied.

Frequency Time to spent family

Table No – 4.1.20 Distribution of the respondents and their PF withdrawal facility

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

PF withdrawal facility

1

Highly satisfied

19

19

2

Satisfied

44

44

3

Neutral

23

23

4

Dissatisfied

10

10

5

Strongly dissatisfied

4

4

The above table reveals that nearly half (44 percent) of the respondents were in satisfied for   provident fund with drawl facility, 23 percent of the respondents were in neutral, 19 percent of  the respondents were in highly satisfied, 10 percent of the respondents were in dissatisfied and remaining 4 percent of the respondents were in highly dissatisfied.

Frequency PF withdrawal facility

Table No – 4.1.21 Distribution of the respondents and top management commitment to solve the problems.

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

Help to problem solving

1

Always

21

21

2

Sometimes

34

34

3

Never

31

31

4

No opinion

14

14

The above table reveals that one third (34 percent) of the respondents were in sometimes to help their help to problem solving, 31 percent of the respondents were in never, 21 percent of the respondents were in always and remaining 14 percent of the respondents were in no opinion.

Frequency Problem solving of the respondents

Table No – 4.1.22 Distribution of the respondents and their leave facility

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

Leave facility

1

Highly satisfied

31

31

2

Satisfied

38

38

3

Neutral

20

20

4

Dissatisfied

7

7

5

Strongly dissatisfied

4

4

The above table reveals that one third (38 percent) of the respondents were in satisfied for leave facility for festival and family functions, 31 percent of the respondents were in highly satisfied, 20 percent of the respondents were in neutral, 7 percent of the respondents were in dissatisfied and remaining 4 percent of the respondents were in highly dissatisfied.

Frequency

Leave facility Table No – 4.1.23 Distribution of the respondents and their time to spent BIRLA WHITE

Time to spent BIRLA

No.of respondents

Percentage

WHITE

(n=100)

(100%)

1

Highly satisfied

25

25

2

Satisfied

42

42

3

Neutral

16

16

4

Dissatisfied

13

13

5

Strongly dissatisfied

4

4

Sl.no

The above table reveals that nearly half (42 percent) of the respondents were in satisfied for time to spent Birla white, 25 percent of the respondents were in highly satisfied, 16 percent of the respondents were in neutral, 13 percent of the respondents were in dissatisfied and remaining 4  percent of the respondents were in highly dissatisfied.

Frequency Respondents Time to spent BIRLA WHITE

Table No – 4.1.24 Distribution of the respondents and their gratuity present method of calculation

Gratuity present

Sl.no

No.of respondents

Percentage

(n=100)

(100%)

method

1

Highly satisfied

23

23

2

Satisfied

32

32

3

Neutral

28

28

4

Dissatisfied

15

15

5

Strongly dissatisfied

2

2

The above table reveals that on third (32 percent) of the respondents were in satisfied for present gratuity method, 28 percent of the respondents were in neutral, 23 percent of the respondents were in highly satisfied, 15 percent of the respondents were in dissatisfied and remaining 2  percent of the respondents were in highly dissatisfied.

Frequency Method of calculation

Table No – 4.1.25 Association between age of the respondents and their job satisfaction

Sl.n

Age

Job satisfaction

Statistic

Highly o

al Satisfie

Neutra

d

l

(n=32)

(n=11)

16

9

3

(48.5%)

(27.3%)

(9.1%)

satisfie d (n=47)

18 to 1

25yr s

32yr s

17

11

3

(50%)

(32.4%)

(8.8%)

40yr s

8

7

4

(38.1%)

(33.3%)

(19%)

50yr

e

ed (n=5)

3 (9.1%) X2 =

2 (5.9%)

1 (2.9%)

Df = 12

1 (4.8%)

1 (4.8%)

Not Significan

41 to 4

2 (6.1%)

inferenc

P > 0.05

33 to 3

ed (n=5)

dissatisfi

5.346

26 to 2

Dissatisfi

Strongly

6 (50%)

s

5

1

(41.7%)

(8.3%)

t 0

0

The above table shows that there is no significant association between age of the respondents and their   job satisfaction. Hence, the calculated value greater than table value. (Table value = 21.026) Research hypothesis

There is a significant association between age of the respondents and their job satisfaction. Null hypothesis

There is no significant association between age of the respondents and their job satisfaction. Statistical test

Chi-square test was used the above hypothesis Findings

The above table shows that there is no significant association between age of the respondents and their   job satisfaction. Hence, the calculated value greater than table value. So the research hypothesis rejected and the null hypothesis accepted.

Table No – 4.1.26 Association between gender of the respondents and their welfare measures help to solve the problem

Welfare measures help to solve the problem Sl.n

Gende

o

r

1

2

Male

Female

Always

Sometimes

Never

(n=21)

(n=34)

(n=31)

8 (16.3%)

13 (25.5%)

15 (30.6%)

19 (37.3%)

20 (40.8%)

11 (21.6%)

No

Statistical

opinion

inference

(n=14)

6 (12.2%)

X2=4.521 Df = 3 P > 0.05

8 (15.7%) Not Significant

The above table shows that there is no significant association between gender of the respondents and their  welfare measures help to solve the problem. Hence, the calculated value greater than table value. (Table value = 7.815) Research hypothesis

There is a significant association between gender of the respondents and their welfare measures help to solve the problem. Null hypothesis

There is no significant association between gender of the respondents and their welfare measures help to solve the problem. Statistical test

Chi-square test was used the above hypothesis Findings

The above table shows that there is no significant association between gender of the respondents and their  welfare measures help to solve the problem. Hence, the calculated value greater than table value. So the research hypothesis rejected and the null hypothesis accepted.

Table No – 4.1.26 Association between educational qualification of the respondents and their relevant job

Relevant job

Sl.n o

Education qualificati on

Statistic

Highly satisfi

Satisfi

ed

ed

(n=30

(n=37)

)

19 1

UG

(37.3% )

17 (33.3%)

Neutr al (n=15 )

Dissatisfi

Strongly

al

ed

dissatisfi

inferenc

(n=13)

ed (n=5)

e

X2=2.681

7 (13.7

6 (11.8%)

2 (3.9%)

%)

Df = 4 P > 0.05

11 2

PG

(22.4% )

20 (40.8%)

8 (16.3 %)

7 (14.3%)

3 (6.1%)

Not Significa nt

The above table shows that there is no significant association between educational qualification of the respondents and their relevant job. Hence, the calculated value greater than table value. (Table value = 9.488) Research hypothesis

There is a significant association between educational qualification of the respondents and their relevant  job. Null hypothesis

There is no significant association between educational qualification of the respondents and their relevant  job. Statistical test

Chi-square test was used the above hypothesis Findings

The above table shows that there is no significant association between educational qualification of the respondents and their relevant job. Hence, the calculated value greater than table value. So the research hypothesis rejected and the null hypothesis accepted.

Table No – 4.1.27 Association between salary of the respondents and their company offering good salary

Company offering good salary Statistic Sl. no

Highly Salary

satisfi ed (n=20)

1

Rs.1000 0

6 (14%)

Satisfi ed (n=33)

14 (32.6%)

Neutr al (n=25 )

Dissatisf 

Strongly

al

ied

dissatisfi

inferenc

(n=13)

ed (n=9)

e

X2=2.270

13 (30.2%

6 (14%)

4 (9.3%)

)

Df = 4 P > 0.05

Above 2

Rs.1000 0

14

19

(24.6%)

(33.3%)

12 (21.1% )

7 (12.3%)

5 (8.8%)

Not Significa nt

The above table shows that there is no significant association between salary of the respondents and their  company offering good salary. Hence, the calculated value greater than table value. (Table value = 9.488) Research hypothesis

There is a significant association between salary of the respondents and their company offering good salary. Null hypothesis

There is no significant association between salary of the respondents and their company offering good salary. Statistical test

Chi-square test was used the above hypothesis Findings

The above table shows that there is no significant association between salary of the respondents and their  company offering good salary. Hence, the calculated value greater than table value. So the research hypothesis rejected and the null hypothesis accepted.

Table No – 4.1.28 Association between salary of the respondents and their job security

 Job security Statistic Sl. no

Highly Salary

satisfi ed (n=20)

1

Satisfi ed (n=43)

Rs.1000

7

23

0

(16.3%)

(53.5%)

Neutr al (n=25 )

Dissatisf 

Strongly

al

ied

dissatisfi

inferenc

(n=12)

ed (n=0)

e

X2=4.987

7 (16.3%

6 (14%)

0

)

Df = 3 P > 0.05

Above 2

Rs.1000 0

13

20

(22.8%)

(35.1%)

18 (31.6%

6 (10.5%)

0

)

Not Significa nt

The above table shows that there is no significant association between salary of the respondents and their   job security. Hence, the calculated value greater than table value. (Table value = 7.815) Research hypothesis

There is a significant association between salary of the respondents and their job security. Null hypothesis

There is no significant association between salary of the respondents and their job security. Statistical test

Chi-square test was used the above hypothesis Findings

The above table shows that there is no significant association between salary of the respondents and their   job security. Hence, the calculated value greater than table value. So the research hypothesis rejected and the null hypothesis accepted.

Table No – 4.1.29 Association between experience of the respondents and their time to spent BIRLA WHITE

Time to spent BIRLA WHITE Statistic Sl. no

Experie nce

Highly satisfie d (n=25)

1

Satisfi ed (n=42)

Below

18

24

5yrs

(33.3%)

(44.4%)

Neutr al (n=16 )

Dissatisf 

Strongly

al

ied

dissatisfi

inferenc

(n=13)

ed (n=4)

e

X2=7.799

6 (11.1%

5 (9.3%)

1 (1.9%)

)

Df = 4 P > 0.05

2

Above

7

18

5yrs

(15.2%)

(39.1%)

10 (21.7% )

8 (17.4%)

3 (6.5%)

Not Significa nt

The above table shows that there is no significant association between experience of the respondents and their time to spent BIRLA WHITE. Hence, the calculated value greater than table value. (Table value = 7.815) Research hypothesis

There is a significant association between experience of the respondents and their time to spent BIRLA WHITE. Null hypothesis

There is no significant association between experience of the respondents and their time to spent BIRLA WHITE. Statistical test

Chi-square test was used the above hypothesis Findings

The above table shows that there is no significant association between experience of the respondents and their time to spent BIRLA WHITE. Hence, the calculated value greater than table value. So the research hypothesis rejected and the null hypothesis accepted.

Table No – 4.1.30 Difference between age of the respondents and their promotional policy

Sl.n

Promotional

Mea

o

policy

n

1

Between

S.D

SS

1.258

2.61

G2 (n=34)

2.62

MS

Statistical inference

Groups G1 (n=33)

Df

3

.419

1.32 1 1.12

F = .293

9 P > 0.05

2

G3 (n=21)

2.33

G4 (n=12)

2.58

Within Groups

1.15 Not Significant

5 1.08 4 137.49 2

96

1.43 2

G1 = 18 to 25yrs/ G2 = 26 to 32yrs/ G3 = 33 to 40yrs/ G4 = 41 to 50yrs

The above table shows that there is no significant difference between age of the respondents and their   promotional policy. Hence, the calculated value greater than table value. Research hypothesis

There is a significant difference between age of the respondents and their promotional policy. Null hypothesis

There is no significant difference between age of the respondents and their promotional policy. Statistical test

One way ANOVA ‘f’ test was used the above hypothesis Findings

The above table shows that there is no significant difference between age of the respondents and their    promotional policy. Hence, the calculated value greater than table value. So the research hypothesis rejected and the null hypothesis accepted.

I.

FINDING RELATED TO MAJOR SOCIO – DEMOGRAPHIC FACTORS :

1. 32% of the respondents are in the age group of 26%32 yrs (Table 4.1) 2. 51% of the respondents are in the under graduates (Table 4.2) 3. 57% of the respondents are in the Income group of Rs. 10,000 (Table 4.3) 4. 54% of the respondents are in the 5 yrs experience (Table 4.4)

I. FINDING RELATED TO HYPOTHESIS :

FINDINGS: 1. The finding reveals that there is no significant between respondents age

and job satisfactions. Hence the null hypothesis is to be accepted. 2. The finding reveals that there is no significant between respondents gender  and welfare measure help to solve the problem. Hence the null hypothesis is to be accepted. 3. The finding reveals that there is no significant between

respondent

educational qualification and relevant job. Hence the null hypothesis is to  be accepted. 4. The finding reveals that there is no significant between re3spondent experience and job security. Hence the null hypothesis is to be accepted. 5. The finding reveals that there is no significant between respondents age

and promotional policy. Hence the null hypothesis is to be accepted. 6. The finding reveals that there is no significant between respondent salary and company offering good salary. Hence the null hypothesis is to be accepted.

I. GENERAL FINDINGS :

1. Majority of the respondents are extremely satisfied with the welfare facilities (42%).

2. Majority of the respondents are satisfied with Provident Fund withdrawal facility (44%). 3. Majority of the respondents are satisfied with spend time to Birla

White (42%). 4. Majority of the respondents are satisfied relationship with top management (40%).

Suggestion:

  Need





to provide more welfare facilities, environment with cleanliness

Sanctioning time of special welfare facility should be reduced.

New facilities should be added to the existing ones by early action taken by management.

CONCLUSION:

Grasim Industries Ltd is the largest cement manufacturing company in India. It is located at Chennai.

The researcher has found after visiting the spots and places related with welfare facilities the statutory conditions. According to the factories act 1948, are fulfilled in welfare activities.

Most of the employees are satisfied with the welfare facilities and most of the

employee are well aware with the measures activity. The company takes good care of its employees.

With available information the researcher suggest that the company should further, to reduce the bad opinion’s about the facilities provided. Welfare facilities to employees not only to increase productivity but also increase the standard of the living of the employees.

The researcher hope that the company must considered the suggestion and pay more attention for further improvement.

BIBLIOGRAPHY

MAMORIA.MAMORIA.MAMORIA, (2004) “DYNAMICS OF INDUSTRIAL RELATIONS” 14th EDITION

.

SEWA SINGH CHAUHAN, (1993) “LABOUR WELFARE ADMINISTRATION IN INDIA” FIRST EDITION. AJAY GARG, (1995) “LABOUR LAWS” 8th REVISED EDITION. C.R.KOTHARI, (1997), “RESEARCH METHODOLOGY- METHODS AND TECHNIQUES” 2nd EDITION. ARUN MONAPPA, (1994), “INDUSTRIAL RELATIONS” 8th EDITION. UMA SEKAREN, (2009),”RESEARCH METHODS FOR BUSINESS”4thEDITION

 A STUDY ON EMPLOYEE WELFARE MEASURE   IN  GRASIM INDSUTRIES.LTD, CHENNAI  QUESTIONNAIRE 

I introduce myself as SRINATH.V.R.S, II M.B.A student from JJ College of  Engineering&Technology affiliated to ANNA UNIVERSITY. I’m intend to do the project in HUMAN RESOURSE MANEGEMENT. My project area is EMPLOYEE WELFARE MEASURES. I wish you free and frank answer to exhibit the views to help in getting useful results and ensure that the project for academic purpose and identify will be strictly confidential.  I. PERSONAL INFORMATION:

•

Name [optional ]

:

•

Age

: 18-25 [ ] 26-32 [ ] 33-40 [ ] 41-50[ ]

•

Education

: UG[ ]

•

Sex

: MALE [ ]

•

Salary

: 10,000 [ ] above10,000 [ ]

•

Work Experience

PG[ ] FEMALE [ ]

: below 5yrs [ ] above 5yrs [ ]

I. WELFARE: 1. Are you satisfied with the job Highly satisfied [ ] Dissatisfied [ ]

Satisfied [ ]

Neutral [ ]

Highly Dissatisfied [ ]

2. Are you satisfied with the company Highly satisfied [ ]

Satisfied [ ]

Dissatisfied [ ]

Neutral [ ]

Highly Dissatisfied [ ]

3. Is the job relevant to your graduation Highly satisfied [ ]

Satisfied [ ]

Dissatisfied [ ]

Neutral [ ]

Highly Dissatisfied [ ]

4. Is the company offering you good salary Highly satisfied [ ] Dissatisfied [ ]

Satisfied [ ]

Neutral [ ]

Highly Dissatisfied [ ]

5. The duty time in BIRLA WHITE is very convenient Strongly Agree [ ] Disagree Highly [ ]

Agree [ ]

No opinion [ ]

Dissatisfied [ ]

6. What are the allowances paid by your company? Bonus [ ]

Vehicle [ ]

Medical [ ]

Mobile [ ]

Loans [ ]

7. Are you satisfied with the promotion policy in your organization Highly satisfied [ ]

Satisfied [ ]

Dissatisfied [ ]

Neutral [ ]

Highly Dissatisfied [ ]

8. How much time it will take for sanctioning special welfare facility? 1-2 week [ ] 4-5week [ ]

2-3 week [ ]

3-4 week [ ]

5-6 week [ ]

9. Is there suitable ventilation and good environment in the work place? Highly satisfied [ ] Dissatisfied [ ]

Satisfied [ ]

Neutral [ ]

Highly Dissatisfied [ ]

10.Is the work place regularly cleaned? Highly satisfied [ ] Dissatisfied [ ]

Satisfied [ ]

Neutral [ ]

Highly Dissatisfied [ ]

11.Does welfare benefits provided by the organization plays a Motivational factor?

Highly satisfied [ ]

Satisfied [ ]

Dissatisfied [ ]

Neutral [ ]

Highly Dissatisfied [ ]

12.Are you satisfied with the job security in BIRLA WHITE Highly satisfied [ ]

Satisfied [ ]

Neutral [ ]

Dissatisfied [ ]

Highly Dissatisfied [ ]

13.The top management interest with you Highly satisfied [ ]

Satisfied [ ]

Neutral [ ]

Dissatisfied [ ]

Highly Dissatisfied [ ]

14.Are you satisfied with the Insurance assured in BIRLA WHITE Highly satisfied [ ] Dissatisfied [ ]

Satisfied [ ]

Neutral [ ]

Highly Dissatisfied [ ]

15.Are you satisfied with the time that Birla White gives, to spend with your family at home? Highly satisfied [ ] Dissatisfied [ ]

Satisfied [ ]

Neutral [ ]

Highly Dissatisfied [ ]

16. Are you satisfied with the withdrawal facilities in the employee provident fund Scheme? Highly satisfied [ ] Dissatisfied [ ]

Satisfied [ ]

Neutral [ ]

Highly Dissatisfied [ ]