CHAPTER I

INTRODUCTION

An origination is made up of four resources namely, men, material,

money & machine, out of these, the first one is living one on the other three
are non-living. It is the human that make use of non-human resources. Hence
people of the most signification in an organization.

Besides being men, human resources differ from non-human resources

in other respects also. Human resources are heterogeneous in senesce that they
differ in personality, perception, emotions, values attitudes motives thought,
their behaviors is often in consistent and unpredictable all the other resources
efficient but human resources with the passage of time better educate ed &
Moure skills a re some of the distinguishing features of mode man resources
and efficient manner. Due to competitive and complex business environment
retaining qualified and competed employees has become in a challenge.

Meaning & definition of HRM

Human resource management (HRM) is a management function that

help manager recruit train and develop member for an organization obviously
HRM is concerned with the people dimension is organization.

HRM involves the application of management functions and principles.

The functions and principle are applied to acquisitioning developing
maintaining and remunerating employees in organization

1
 OBJECTIVE OF HRM

The primary objective of HRM is to ensure the availability of a

competent and willing workforce to an organization. Beyond this, there are
other objectives, too. Specifically HRM objective are four fold-societal,
organizational, functional and personal.

Social objective:
To be ethically and socially responsible to the needs and
challenges of the society while minimizing the negative impact of such
demands upon the organization. The failure organization to use their
resources for the society’s benefit in ethical ways may lead to
restrictions.

Organization Objectives:
To recognize the role of HRM in bringing about organizational
effectiveness. HRM is not an end in itself. It is only a means to assist
the organization with its primary objective. Simple stated, the
department exists to serve the rest of the organization.

Functional Objective:
To maintain the department’s contribution at a level
appropriation to the organization’s need’s. Resources are wasted when
HRM is either more or less sophisticated to suit the organization’s
demands. The department’s level of service must be tailored to fit the
organization it service.

2
Personal Objective:

To assist employees in achieving their personal goals, HRM

mainly focuses on these goals enhance the individual’s contribution to
the organization. Personal objective of employees must be met if
workers are to be maintained, retained and motivated.

FUNCTIONS OF HRM:

In order to realize the objective stated above, HRM must perform

certain function. These functions have been stated while outlining the scope of
HRM. Generally, it may be stated that theirs is a correlation between the
objectives and the functions. In other words, some function help realize
specific objectives. For example, the organizational objective is sought to be
met by discharging such functions as HR planning, recruitment and selection,
training and development, and performance appraisal. Similarly, the personal
objective of employees is fulfilled.

3
 CHAPTER II

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

 To study about labour welfare programmes in the organization.

 To know the labour satisfaction level regarding various labour welfare

programmes in the organization.

SECONDARY OBJECTIVES:

 To ensure that the labours are really benefited with the welfare
programmes.

 To know the labour families are really satisfied with welfare

facilities provided by the organization.

 To study about the safety measures and safety facilities which are
provided to the labours.

 To study and analyse about overall labour welfare programmes in the

organisation.

4
 SCOPE OF THE STUDY:

The research has made an attempt to assess the levels of labour

satisfaction attained with the help of various labour welfare programmes
provided by Calcitech India (P) LTD.

The main focus was given to find out and analyze various labour
welfare programmes, which are resulted to attain quality work environment
Calcitech India (P) LTD.

Selection of study area:

The selected study area was Calcitech India (P) LTD.

5
 CHAPTER III

Limitation of the study

 The sample size of the research is limited to 100.

 The area of study for labour welfare is limited in a particular area that is
the Calcitech India (P) LTD.

 Time factor can be considered as another limitation.

 The study will not represent the whole size of population spread other
various parts of companies.

6
 CHAPTER IV

RESEARCH METHODOLOGY

Research methodology is a technique systematically solves the research

problem. It may be as a science of studying how research is done
scientifically in methodology, we study not only methods or techniques in
studying research problems, but also the logic behind them. A researcher not
only needs to know how to develop certain indices or tests, hogs to calculate
the mean, the mode and the detain, but also helter also needs to know which
are not, and what would they are not, and what would they mean and indicate
and why the research has to specify very clearly and precisely what decision
he selects and why he selects them so that they can be evaluated by others
also.

After the collected data have been processed, it is necessary that these data are
analyzed. As there are several statistical techniques available to do this the
researcher has to decide which of them he will use, in fact, a decision in this
respect is called for even before the data collection has began so that those
techniques can be used properly.

7
 QUESTIONNAIRE DESIGN

Good questionnaires design is a key to obtaining good survey results.

The specific question asked will be a function of the type of information
needed to answer the question relevance and accuracy are especially useful in
exploratory research of at the beginning of a questionnaire, the language
should be sample to allow for variations in education levels. Questions should
not be leading or loaded and personal questions should be minimized. There
should be no ambiguous of double barreled of burdensome question.
Question sequence can be very important to the success of a survey. The
opening question should be interesting to the respondent; personal question
should be in the middle or at the end and general questions should precede
specific ones.

A questionnaire consists of a questions presented to respondents for

their answer. The questions used were closed and type is which perspective
all the possible answer. The questionnaire used simple direct and unbiased
wording.

A questionnaire consists of a number question of typed in a define the

order on to answer the questions of their own.

8
 SAMPLING DESIGN

Method of sampling

The selected respondents constitute what is technically called a

sample and selection process is called sampling technique. The survey so
conducted is known as sampling survey.

Sampling survey

Sampling survey is the process of obtaining the information about

entire population by examine only a part of it for the purpose of the study
the researchers has used the stratified random sampling
methods.

Sample

The total population was divided into group and samples are
collocated randomly from this group.

CONSTRUCTION OF TOOLS

The tool used for collecting data is questionnaire. A questionnaire is a

simply and related information. With tolerable accuracy and completeness.
In other words, it directs the questioning process and promotes the clear and
proper recording.

9
 The data are collected through speculating designed questionnaire for
the present study the four points. Likes scaling is used in order to elicit frank
opinion of the respondents with regard to work value in for his purposed the
researched interviewed the executing of different levels and in various
departments. They are selected at stratified random sampling.

SOURCES OF DATA

Both the primary data and the secondary data are taken its account for
the purpose of the study.

Primary data:

The instrument used to collect primary data is a well-designed

questionnaire. The questionnaire consisted only the liker scaled responses, the
questionnaire is carefully constructed and properly setup.

SECONDARY DATA:

Secondary data are extracted from. The file, resisters, records obtained
from personnel department.

10
Sample size

The tool used for collection data is questionnaire. Questionnaire is a

simply formalized scheduled to obtain and record specified and the relevant
information with to liable.

 A sample size was taken up for the study was 100.

 Study was mainly conducted with stipulated time of one month
given by organization. Selected respondents were interviewed
through organized questionnaire.

11
 CHAPTER V

CALCITECH INDIA (P) LTD.

Year of start: - : 1992

Total no. of Employee : 232 (3 shift/Day-Night)

Shift timing : 7.30 - 3.30, 3.30 - 11.30,

11.30 - 7.30

Production : 1.Ferrous Lactate

2. Zinc oratate

3. Magenese oratate

4. Pottasium Gluconate

5. Mangenese Gluconate

6. Calcium Styrate

7. Calcium Glucolyne

8. Ferrous Glucolyne

9. Lacto Glucolyne

10. Calcium Lactase

12
Sister concern : Global Calcium (Plant I, II, III, IV)

Supply to : Glasco, Noovertis, SmithKline,

Sandooz India, And Global

Formotech.

Medical Camp : Yearly once

Uniform : Yearly once

Monthly : Horlicks-500kg, Hamam-150gram

(6Nos)

Night Shift : Biscuits

Bonus : Festival advance, Ayudha Pooja gift.

Fire exucation : Carbon dioxide, dry Chemical

powder.

Training : By Supervisor, by other Agencies,

Training other concern.

Promotion : Depending upon performance.

13
 Managing Director

Director

General Manager

Q.C Manager
Production
ProductionManager
Manager
Project Manager

Personal Maintenance Q.A Manager Account

Manager Manager Manager

Assistant
Personal Executive Executive
Execution Assistant
Account
Manager

Junior Officer Supervisor

Lab Chemistry
Staff

Operators
Staff
Executive

Supervisor Assistant Project

Manager

Operators

14
 WELFARE FACILITIES

The following are the welfare measures extended to the employees of the
Calcitech India (P) LTD.

1. MEDICAL TREATMENT FACILITY:

Free medical treatment is being given to workers and staffs in selected

dispensary. The agreement was passed between Calcitech Management and
selected hospitals in and around Hosur and medical allowance also given to
supervisory category.

2. CANTEEN:

The canteen is available in the company. During office and factory

work time. It is maintain by the company on contract basis.

3. UNIFORM AND WASHING ALLOWANCE

Three sets of Terry cotton uniform and one pair of shoes with socks are
provided once in two years to the workers and staffs. Washing allowance at
the value of Rs.150/-per month is paid to all the employees of company.

4. NIGHT SHIFTALLOWANCE:

The company is paying Rs.20/-per shift to each employee coming night

shift towards night shift allowance. A food supplementary is supplied to the
workers who attend nightshift at free of cost.

15
5. EDUCATIONAL LOAN:

Interest free educational loan of Rs.10000/-, Rs.5000/- for professional

courses, Graduation and Diploma studies respectively is being paid to the
children, of employees to meet educational expenses per academic year.

6. FINANCIAL ASSTSTANCE FOR NOTE BOOKS:

A sum of Rs.100/-is being paid to the children of the employees who

are studying up to5th standard, 10th standard, ad 12th standard respectively not
more the 2 children of the employees per year.

7. MARRIAGE LOAN:

The marriage loan of Rs.10, 000 is sanctioned to all workers and

employees. It is recovered from monthly salary on installment basis.

8. FESTIVAL ADVANCE:

The employees are granted festival advance of Rs.1000/-, for festivals

and it is recovered from the salary on two monthly installments.

9. FREE MEDICAL TREATMENT WITH WAGE FOR MAJOR

DISEASES:

The employees who suffered from T.B., Cancers, Leprosy, and Heart
By pass surgery, Kidney transplant and Brain tumor are allowed leave with
wage for a maximum period of six months. The 50% actual treatment cost is
met by the Company as per labour Act provisions.

16
10. MEDICAL POLICY TO OFFICERS:
All the officers and Executives are covered under the Medicals
insurance policy.

11. ACCIDENT INSURANCE POLICY

The labours in production department are covered under Accident
Insurance Policy of Rs.1, 00,000. During the production time.

12. PROVIDENT FUND:

Every employee of the company is eligible to enroll in the Employees
provident Fund Scheme, The provident fund contribution will be12% of the
total salary drawn by the employee every month and company also contribute
the same amount to EPF Scheme.

17
 CHAPTER VI

Review of literature

The term’s “labour welfare” is one, which lands itself to various

interpretations, and it has always the same significance in different countries.

As pointed out by the Royal commission on labour, the term ‘welfare’, as

applied to the industrial worker, “is one which must necessarily be elastic,

bearing a somewhat different interpretation in one country from another,

according to the different social customs, the degree of industrialization and

the education development of the worker”.

Welfare work is that it is anything for the comfort and improvement,

intellectual or social, of the employees over above the wages paid, which is

not necessity of the industry not required by law.

18
 Section
Section11
Nature
Natureofof
HRM
HRM
and
andenvironment
environment Section 22
Section 77 Section
Section ofof
HRM
HRM and
and HRP
Ethical issues HR HRP
Ethical issues HR strategic ofof
strategic HRM
HRM Job analysis And
Audit Challenges Job analysis And
Audit Challenges design employee
OfOf
HRM IHRM design employee
HRM IHRM Hiring orientation
Hiring orientation
and placement
and placement
Section
Section66
Industrial relation
Industrial relation Competent
Competent and
and
Trade union
Trade union willing work
willing work
Disputes
Disputesand
and force
force
resolutions
resolutions
HRM
HRM
Section
Section33
Training and
Training and
Organanization
Organanization development,
development,
Goals
Goals appraisal,
appraisal,
Section 55 Section 44 Remuneration
Remuneration
Section Section
Employee welfare Motivation,
Employee welfare Motivation,
Applied
Applied
Safety &&
Safety Health
Health motivation,
motivation,
Promotion &
Promotion & Management,
Management,
Transfers
Transfers Employee
Employee

A resolution adapted by the international labour conference at its 39th

session, in June 1956, has enumerated some of these services and amenities.
These includes: (i) feeding facilities in or near the underrating, (ii) rest and
recreation facilities; and (iii) transportation to and from work where ordinary
public transport is inadequate or impracticable.

The labour investigation committee of the government of India clears

the scope of the welfare activities perhaps the best manner. It says, “for our
part we prefer to include under welfare activities anything done for the
intellectual, physical, moral and economic betterment of the workers, whether

19
by employer, by government or by other agencies, over and above what is laid
down by law or what is normally expected as part of the contractual benefits
for which the workers may have bargained.

Definition

According to oxford dictionary, employee welfare or labour welfare

means “the efforts to make life worth living for workmen”.

According to international labour organization (ILO) report, “ workers

” welfare may be understood as including such services facilities and
amenities, which may be established in, or in the vicinity of undertakings to
perform their work in healthy and to avail of facilities which improve health
and bring high morale.

According to committee on labour welfare (1969) defines it “such

service, facilities and amenities as adequate canteen, rest and recreation
facilities, sanitary and medical facilities, arrangement for travel to and from
work and for the accommodation of workers employed at a distance from
their homes, and such as other services, amenities and facilities”, including
social security measures as contribute to improve the condition which workers
are employed”.

According to the labour investigation committee (1946), employee

welfare means, “ Anything done for intellectual, physical, moral and
economic betterment of the workers, whether by employers or by other
agencies, over and above what is laid down by law, or what is normally
expected on the part of the contracted benefits for which workers may have
bargained”.

20
Labour welfare: A historical perspective

The origin of welfare work in India may by trace to the war of 1914-18.
Till then, welfare of the workers was hardly though of owing to the ignorance
and illiteracy of the workers themselves, the shortsightedness of the
employees, the carelessness of the state, and the indifference of the public.

But, since the First World War, it has been expanding steadily, mostly
on a voluntary basis. The economic depression also did much to temper the
interest, which the war had kindled. The governments as well as industrials
were prompted to take active interest in welfare work due to the discontent
and industrial unrest that prevailed in the country, and to some extent due to
the moral pressure brought to bear on them by the work of the intonation
labour office. The Second World War revived and strengthened the welfare
movement, and the benefits resulting from a proper regard for the health and
well being of the employee were gradually recognized, and employers co-
operated with the government in the provision of improved amenities. Active
interest in welfare facilities has survived the impetus of the war and though
the welfare work in India is still considerably below to make rapid progress in
the year to come, especially when the Indian republic is wedded to the ideal of
a welfare state and a socialist pattern of society.

21
Scope of labour welfare

The scope of employee welfare actives including include housing,

medical and educational facilities, nutrition (including provision of canteens),
facilities for rest and recreation, co-operative societies, day nurseries and
crèches, provision, undertaken voluntarily by employers, along or jointly with
workers, including sickness and maternity benefit schemes, provident fund,
gratuities and pension etc.

Classifications of labour welfare

Welfare work, taken in its more comprehensive term mentioned above,

and as all embracing phrase may also be divided into three categories:

1) Statutory

2) Voluntary

3) Mutual

1) Statutory:

Statutory welfare constitutes those provisions of welfare work,

which depend for their observance on the coercive power of the
government. In order to preserve the minimum standard of health
and safety of the workers, the government enacts certain rules,
which have to be abided by the employers, they may related to
certain essential working conditions, like hours of work, light,
hygiene and sanitation etc. such state increasing day by day in
every country.

22
 2) voluntary:

Under voluntary welfare come those activities which are

undertaken by employers for workers. The idea is apparently
philanthropic, but if we go deep into then matter, than, we find
that it is a sound investment also because the various welfare
activities of the employers not only increase the efficiency of the
workers but also reduce the changes of conflicts.

3) Mutual:

Mutual welfare is a corporate enterprise of the workers, who

improve their lot in a suitable manner. Trade unions for this
purpose undertaken many provision for the welfare of the
workers.

Labour welfare and labour acts

Employee’s welfare provisions have been mentioned in various

acts.

Important acts among them are

• Workmen’s compensation act, 1923

• Payment of wages act, 1936

• Industrial disputes act, 1947

23
 • Factories wages act, 1948

• Minimum wages act, 1948

• Employees state insurance ESI act, 1948

• The E.P.F. and miscellaneous provision act, 1952

• The maternity benefit act, 1961

• Payment of bonus act, 1965

• Public provident fund act, 1968

• Payment of gratuity act, 1872

Aim of labour welfare

The aim or object of welfare activities is partly humanitarian, partly

economic and partly civic. It is humanitarian, as it aims providing certain
facilities and amenities of life to the workers, which they themselves cannot
prove. It is economic, because it improves the efficiency of the workers and
keeps the workers contented and minimized the changes of conflict. It is civic,
because it is a means to make them better citizens.

Necessity of labour welfare

Following are the major points of necessities for labour welfare

activities in an industrial atmosphere.

24
 Victims of
Drink

Social Gambling
Advantage &Other Vices

Necessity of
Labour
Welfare Industrial
Absenteeism
peace

Reduce Permanent
Labour Settled
turnover Labour Force

1) Victims of drink: when the workers are put in a strange uncongenial

environment, they are liable to become addicts of drink.

2) Gambling and other vices: availability of non-recreational activities

normally leads to group formation and socially ill activities like
gambling.

3) Industrial peace: when the workers feels that the employer is

interested in his day-to-day life, is his tendency to grouse.

4) Permanent settled labour force: welfare activities of various kinds

ensure restriction of employee movement from one place to another.

5) Reduced labour turnover: once settled, resignation will come down

drastically.

25
 6) Absenteeism: studies prove both authorized absence and unauthorized
absence are reducing drastically on account of labour welfare activities.

7) Social advantages: provision of various welfare measures to

employee will improve development of social status of both employees
and employers.

Various aspects of labour welfare activities

Various aspects of labour

Welfare actives
Canteen
Recreational Faculties

Crèches Washing and bathing facilities

Medical facilities Educational Facilities

Provident Fund

1. Canteen

The canteen is being increasingly recognized all over the world as an

essential part of industrial establishment, providing very great benefits from
the point of view of health, efficiency and well-bowing of the workers. The
object of an industrial canteen are to introduce an element of nutritional
balance into the otherwise deficient and unbalanced dietary of the workers, to

26
provide cheap and clean food and offer an opportunity to relax in comfort near
the place of work, to save time and trouble to workers, on account of
exhausting journeys to and from the planked work after long hours in the
factory, and to enable them to surmount the difficulties experience in
obtaining meals or food stuffs. It can, thus, have a great influence on the
morale of the workers. “Canteen movement must be accepted by the state as a
definite charge and the running of canteens must be accepted by the
employers as a national investment”. For the successful running of a canteen
there are certain essential conditions. A canteen should be commodious,
being and clean, and must be situated in the factory. Every effort should be
made to create a friendly atmosphere inside it, so that the workers can really
feel comfortable and relaxed. It should be run on no profit basis, and the
articles supplied should be of good quality. The employers should subsidies
to it so that a canteen may be able to sell articles at cheap rates. The factory
management can also provide free building and furniture and crockery. It
may also pointed out that the Government of India hatefully acknowledged
the importance of industrial canteens and the factories Act of,1948, and the
Mines Act of 1952, empower State Governments to issue rules for the
provision of canteens in factories and mines employing 250 or more workers,
has been compulsory.

2. Creches:

As regards crèches, the Government of India, under the Factories

Act, have empowered the State Government to make rules requiring the
reservation of a suitable room for the use of children, under the age of six
years, belonging to women workers in factories, employing 50 or more
woman workers, and prescribing the standards for such rooms and the nature
of supervision to be exercised for the children. The importance of crèches is
very great because the efficiency of mothers will undoubtedly depends to a
considerable extent on the knowledge that their

27
Children are safe and in good hands. However, now, as mentioned under the
welfare activities, crèches are provided in most of the mills, and at some
places like the Madera Mills, Buckingham and Caryatid Mills, the Delhi Cloth
Mill etc.,

3. Recreational Faculties:

As regards recreational faculties, as pointed out by the Labor

Investigation Committee, the value and importance of entertainments, as a
means to relieve the monotony and drudgery of working long hours in the
factories or mines, and to introduce an element of joy and relief as well as to
import instructions and education to the ignorant workers cannot be over-
estimated. The provisional and cultural facilities, which include various types
of indoor and outdoor games, radio listening, excursions, lectures, concerts,
cinema shows, reading rooms and libraries theatrical performances, holiday
homes, etc., must effectively fulfill this object, and go along way in reducing
the evils of franking and gambling, and particularly prostitution, which
prevails in the labor areas owing to the glaring numerical disparity of sexes. It
is very important as to how this leisure is utilized because it is said that the
use of a nation’s leisure in the test if its efficiency and civilization. A
recommendation, concerning the development of facilities for the utilization
of workers spare time, was also adopted by the international Labor conference
in 1924. It points out that “during their spare time, workers have the
opportunity of developing freely, according to their industrials tastes, their
physical, intellectual and moral power, and such development is of treat value
from the point of view of the civilization. The subject was again considered
by the International labour Conference at its 30th session in 1947 and its 39th
session in 1956

28
4. Medical facilities:

As regards sanitary and medical facilities, their importance for the

worker can hardly be exaggerated. The royal Commission on labor I India
emphasized the point that the health of the industrial workers is of
cardinal importance not only to him, but also in relation to general industrial
development and progress.
Sickness and ill-health are recognized to be among the most wide –
spread causes of absenteeism, lowered moral and bad timekeeping, leading to
decreased production, spoiled work and bad employee management relations.
In India the health of the workers is adversely affected due to bed climatic
conditions, under which work is performed, unhealthy conditions in most
factories, tropical diseases and illness due to ignorance and poverty. Long
hours of work and low wages, and low wages, and due to the fact that the
industrial workers is migratory in character, coming from rural areas, and the
city life is not conducive to his health. Hence the provisions for medical
facilities for the workers are of great importance in the country. However, the
medical organization of the country as a whole is extremely inadequate, and
the medical facilities. The recommendations of the Health Survey and
Development Committee (Bore Committee) were also very useful in brining
about considerable improvement in the medical organization of the country as
a whole. The employee’s state Insurance scheme, providing for factory
workers medical care in times of sickness, employment injury and childbirth,
should also bring about improvement in the health of workers

5. Washing and bathing facilities:

As regards washing and bathing facilities, the factories Act requires that
in every factory in which any process involving contact by the workers with

29
any injurious or obnoxious substance is carried on, a sufficient supply of
water, suitable for washing, shall be provided for the use of workers at
suitable places and with facilities for its use. Almost all the factories provide
water for washing soap, soda and towels which are also necessary. In many
cases the number of taps basins is inadequate.

6. Provident Fund:

As regards the provisions for provident fund, gratuities and pensions, it

falls within the social security scheme. Some precision undertaken by the
employers in this respect have already been mentioned above.

7. Educational Facilities:

The provision of educational facilities for workers and their children is

a social service of great importance in India, where Illiteracy is widely
prevalent. The need for education is especially urgent in an era of industrial
expansion, when the process industrialization may involve the transfer of
workers in large number from agricultural to industrial skills and techniques.
The removal of illiteracy and ability to acquire industrial skills are not the
only purposes of workers education. Education does not mean teaching of
their R’s only. It is teaching a broad conception of the whole scheme of life,
industrially, socially and personally. The royal commission also observed: “in
India nearly the whole mass of industrial labor is illiterate, a state of affrays
which in unknown in any other country of industrial importance”. Mr. Harold
bundler has observed: “in most Indian factories it is noticeable that the
workers are not the masters but the servants of their machines, they do not
understand them, and as a result of negligent tending cause

30
 More repine deterioration than in counties where the operative are
mechanically minded”. The objective of the programmed is to educate worker
in the principles and techniques of trade union organization and to enable
them to play an intelligent and responsible part in the affairs of the union and
of the management. The programmed of workers education, thus, consists of
three stages:

(a) The creation of the cadre of teacher administration;

(b) Though teacher- administrators to train worker- teacher

drawn from various industrial units; and

(c) Training the rank and file through worker-teachers.

LABOUR WELFARE AND MOTIVATION

A basic principle is that the performance of an individual depends on

his or her ability backed by motivation. Stated algebraically the principle is:

Performance = f (ability x motivation)

Ability refers to the skill and competence of the person to complete a

given task. However, ability alone is not enough. The person’s desire to

accomplish the task is also necessary. Organizations become successful when

employees have abilities and desire to accomplish given tasks.

31
 Motivation in simple terms may be understood as the set of forces that

cause people to behave in certain ways. The framework shown in Fig. helps

us understand the nature of motivation better.

Identifies
needs

Reassess needs
Searches for ways to
deficiencies satisfy needs

Employee

Engages in goal-
Receives rewa rds directed behaviour

Performs

Figure A. Framework of Motivation

The framework (Figure A) comprises six steps. Motivation process as

shown in the figure begins with the individual’s needs (Step 1). Needs are felt

deprivations which the individual experiences at a given time and act as

energizers. These needs may be psychological (e.g., the need for recognition),

physiological (e.g., the need for water, air or food) or social (e.g., the need for

friendship). These deprivations force the individual to search for ways to

reduce or eliminate them (Step 2).

32
 Motivation is goal directed (Step 3). A goal is a specific result that the

individual wants to achieve. An employee’s goals are often driving forces and

accomplishing those goals can significantly reduce needs. For example, some

employees have strong drives for advancement and expectations that working

long hours on visible projects will lead to promotions, raises and greater

influence. Such needs and expectations often create uncomfortable tension

within these individuals. Believing that certain specific behaviours can

overcome this tension, these employees act to reduce it. Employees striving

to advance may seek to work on major problems facing the organization in

order to gain visibility and influence with senior managers (Step 4).

Promotions and raises are two of the ways that organizations seek to maintain

desirable behaviours. They are signals (feedback) to employees that their

needs for advancement and recognition and their behaviours are appropriate

(Step 5). Once the employees have received either rewards or punishments,

they reassess their needs (Step 6).

Some definitions on motivation are worth citing in this context.

…how behaviour gets started, is energized, is sustained, is directed, is

stopped, and what kind of subjective reaction is present in the organism while

all this is going on’ (Jones, 1955).

‘…the term motivation refers to a process governing choices made by

persons or lower organisms among alternative forms of voluntary activity.’3
‘Motivation is the result of processes, internal or external to the

individual that arouses enthusiasm and persistence to pursue a certain course

of action.’

33
Labour measurements is a process that starts with a physiological or

psychological deficiency or need that activates behaviour or a drive that is

aimed at a goal or an incentive.’

Obviously, the first definition covers all stages shown in the motivation

model.

IMPORTANCE OF Labour welfare measurements:

Probably, no concept of HRM receives as much attention of academicians,

researchers, and practicing managers as motivation. The increased attention

towards motivation is justified by several reasons.

1. Motivated employees are always looking for better ways to do a job.

This statement can apply to corporate strategists, and to production

workers. When people actively seek new ways of doing things, they

usually find them. It is the responsibility of managers to make

employees look for better ways of doing their jobs. An understanding

of the nature of motivation is helpful in this context.

2. A motivated employee, generally, is more quality oriented. This is true

whether we are talking about a top manager spending extra time on data

gathering and analysis for a report, or a clerk taking extra care when

filing important documents. In either case, the organization benefits,

because individuals in and outside the organization see the enterprise as

34
Quality conscious. A clear understanding of the way motivation works

helps as a manager make his employees quality oriented.

3. Highly motivated workers are more productive than apathetic workers.

The high productivity of Japanese workers and the fact that fewer

workers are needed to produce an automobile in Japan than elsewhere is

well known. The high productivity of Japanese workers is attributable

to many reasons, but motivation is the main factor.6 Productivity of

workers becomes a question of the management’s ability to motivate its

employees. An appreciation of the nature of motivation is highly useful

for managers.

4. Every organization requires human resources, in addition to financial

and physical resources for it to function. Three behavioural dimensions

of HR are significant to the organizations-(i) people must be attracted

not only, to join the organization but also to remain in it; (ii) people

must perform the tasks for which they are hired, and must do so in a

dependable manner; and (iii) people must go beyond this dependable

role performance and engage in some form of creative, spontaneous,

and innovative behaviour at work. In other words, for an organization

to be effective, it must come to grips with the motivational problems of

stimulating both-the decision to participate and the decision to produce

at work.

35
5. Motivation as a concept represents a highly complex phenomenon that

affects, and is affected by, a multitude of factors in the organizational

milieu. A comprehensive understanding of the way in which an

organization functions, requires that increasing attention be directed

towards the question of why people behave as they do on their jobs. An

understanding of the topic of motivation is thus essential in order to

comprehend more fully the effects of variations in other reactions (such

as leadership style, job realization, and salary systems) as they relate to

performance, satisfaction, and so forth.

6. Yet another reason why increasing attention is paid towards motivation

can be found in the present and future technology required for

production. As technology increases in complexity, machines tend to

become necessary, yet insufficient, vehicles of effective and efficient

operations. Modern technology can no longer be considered

synonymous with the term ‘automation’. Consider the example of the

highly technology-based space programme in our country.

36
 The Polar Satellite Launch Vehicle’s (PSLV) lift-off has been the

result of 12 years of developmental work, transfer of technology to the

private industry, smoothening the manufacture of components and

subsystems, complex project management, and dedicated work by

literally thousands in the ISRO, industry and other national laboratories

and research institutes. With this feat, India has joined the exclusive club

of half a dozen nations that can build and, more importantly, launch its

own satellites

The secret behind the success of ISRO has been its employees who are both

capable of using and are willing to use the advanced technology to reach the

goals.

Finally, while organizations have, for some time, viewed their financial and
physical resources from a long-term perspective, only recently have they
begun seriously to apply this same perspective to their human resources.
Many organizations are now beginning to pay increasing attention to
developing their employees as future resources (a ‘talent bank’) upon which
they can draw, as they grow, and develop. Evidence for such a concern can
be seen in the recent growth of management and organizational development
programmes, in the increased popularity of ‘assessment centre’ appraisals, in
recent attention to H.R. planning, and in emergence of HR accounting
systems. More concern is being directed, in addition, towards stimulating
employees to enlarge their job skills (through training, job design, job
rotation, and so on), at both blue-collar and white-collar levels, in an effort
to ensure a continual reservoir of well-trained and highly motivated people

37
 CHAPTER VII

ANALYSIS AND INTERPRETATION

TABLE – 1

Family welfare facilities.

Number of
Response Employees Percentages
Highly satisfied 40 40%
Satisfied 35 35%
Moderately satisfied 20 20%
Dissatisfied 5 5%
Total 100 100%

INTERPRETATION

From the above table it is inferred that 40% of the employees are highly
satisfied with family welfare facilities provided by the organization.

38
 Graph-1

Family welfare facilities

45
40
40
35
35

30

25
20
20

15

10
5
5
40% 35% 20% 5%
0
Highly Satisfied Moderately dissatisfied
satisfied satisfied

39
 TABLE - 2

Bonus and incentives

Number of
Response Employees Percentages
Highly satisfied 30 30%
Satisfied 42 42%
Moderately satisfied 22 22%
Dissatisfied 6 6%
Total 100 100%

INTERPRETATION

From the above table it is inferred that 42% of employees are satisfied and
30% of employees are highly satisfied with their Bonus and incentives
schemes.

Graph-2

40
 Bonus and incentives

45
42

40

35

30
30

25
22

20

15

10
6
5

30% 42% 22% 6%

0
Highly satisfied Satisfied Moderately Dissatisfied
satisfied

TABLE - 3

All- the other allowances

41
 Number of
Response Employees Percentages
Highly satisfied 20 20%
Satisfied 40 40%
Moderate satisfied 30 30%
Dissatisfied 10 10%
Total 100 100%

INTERPRETATION

From the above table it is inferred that 40% of the employees are satisfied
with their allowance schmes.

Graph-3

All- the other allowances

42
45
40
40

35
30
30

25
20
20

15
10
10

5
20% 40% 30% 10%
0
Highly Satisfied Moderately Dissatisfied
satisfied satisfied

TABLE - 4

Recreational facilities

Response Number of Percentages

43
 Employees
Highly satisfied 28 28%
Satisfied 44 44%
Moderately satisfied 16 16%
Dissatisfied 12 12%
Total 100 100%

INTERPRETATION
From the above table it is inferred that 44% of employees are satisfied and
28% of highly satisfied with their recreational facilities.

Graph-4

Recreational facilities

44
50

45 44

40

35

30 28

25

20
16
15
12

10

5
28% 44% 16% 12%
0
Highly satisfied Moderately Dissatisfied
satisfied satisfied

TABLE - 5

Pension and retirement benefits

45
 Number of
Response Employees Percentages
Highly satisfied 35 35%
Satisfied 43 43%
Moderately satisfied 19 19%
Dissatisfied 3 3%
Total 100 100%

INTERPRETATION

From the above table it is inferred that 43% of employees are satisfied
and 35% of employees are highly satisfied.

Graph-5

Pension and other retirement benefits

46
50
45 43

40
35
35
30
25
19
20
15
10
5 3
35% 43% 19% 3%
0
Highly satisfied Moderately Dissatisfied
satisfied satisfied

TABLE - 6

47
 Accident insurance and safety measurements

Number of
Response Employees Percentages
Highly satisfied 25 25%
Satisfied 42 42%
Moderately satisfied 28 28%
Dissatisfied 5 5%
Total 100 100%

INTERPRETATION

From the above table it is inferred that 42% are satisfied with their accident
and safety measurements facilities.

Graph-6
Accident insurance and safety measurements

48
45 42
40

35

30 28
25
25

20

15

10
5
5
25% 42% 28% 5%
0
Highly Satisfied Moderately Dissatisfied
satisfied satisfied

TABLE - 7

Water and restroom facilities

49
 Number of
Response Employees Percentages
Highly satisfied 34 34%
Satisfied 39 39%
Moderately satisfied 23 23%
Dissatisfied 4 4%
Total 100 100%

INTERPRETATION

From the above table it is inferred that 39% of employees are satisfied with
their water and restroom facilities.

Graph-7

Water and restroom facilities

50
45

40 39

35 34

30

25 23

20

15

10

5 4

34% 39% 23% 4%

0
Highly Satisfied Moderately Dissatisfied
satisfied satisfied

TABLE - 8

Facilities of canteen and basic amenities

Response Number of Percentages

51
 Employees
Highly satisfied 25 25%
Satisfied 40 40%
Moderately satisfied 20 20%
Dissatisfied 15 15%
Total 100 100%

INTERPRETATION

From the above table it is inferred that the 40% of employees satisfied in
canteen and other amenities.

Graph-8

Facilities of canteen and basic amenities

52
45

40
40

35

30

25
25

20
20

15
15

10

5
25% 40% 20% 15%
0
Highly satisfied satisfied Moderately Dissatisfied
satisfied

TABLE - 9

First aid and medical facilities

53
 Number of
Response Employees Percentages
Highly satisfied 20 20%
Satisfied 40 40%
Moderately satisfied 25 25%
Dissatisfied 15 15%
Total 100 100%

INTERPRETATION

From the above table it is inferred that 40% of employees are satisfied
with their first aid and medical facilities.

Graph- 9

First aid and medical facilities

54
45

40
40

35

30

25
25

20
20

15
15

10

20% 40% 25% 15%

0
Highly satisfied satisfied Moderately Dissatisfied
satisfied

TABLE - 10

Uniform and washing facilities

55
 Number of
Response Employees Percentages
Highly satisfied 25 25%
Satisfied 50 50%
Moderately satisfied 15 15%
Dissatisfied 10 10%
Total 100 100%

INTERPRETATION

From the above table it is inferred that the 50% of the employees are satisfied
with their uniform and washing facilities.

Graph-10

Uniform and washing facilities

56
 45

40
40

35

30

25
25

20
20

15
15

10

20% 40% 25% 15%

0
Highly satisfied satisfied Moderately Dissatisfied
satisfied

TABLE - 11

Loan facilities

Number of
Response Employees Percentages
Highly satisfied 40 40%
Satisfied 34 34%
Moderately satisfied 20 20%
Dissatisfied 6 6%
Total 100 100%

INTERPRETATION

From the above table it is inferred that the 40% of employees are highly
satisfied loan and facilities with their.

57
 Graph-11

Loan facilities

45

40
40

35 34

30

25

20
20

15

10
6
5

40% 34% 20% 6%

0
Highly satisfied Satisfied Moderately Dissatisfied
satisfied

58
 TABLE – 12

Educational facilities
Number of
Response Employees Percentages
Highly satisfied 24 24%
Satisfied 36 36%
Moderately satisfied 30 30%
Dissatisfied 10 10%
Total 100 100%

INTERPRETATION

From the above table it is inferred that the 36% of employees are
satisfied in educational facilities provided by the organization.

59
 Graph-12

Educational facilities

40

36
35

30
30

25 24

20

15

10
10

24% 36% 30% 10%

0
Highly satisfied Satisfied Moderately Dissatisfied
satisfied

60
 TABLE - 13

General rating for implementation of welfare

measurements

Number of
Response Employees Percentages
Highly satisfied 15 15%
Satisfied 50 50%
Moderately satisfied 25 25%
Dissatisfied 10 10%
Total 100 100%

INTERPRETATION

From the above table it is inferred that on the whole 50% of the
employees are satisfied with all facilities provided by the organization.

61
 Graph-13

General rating for implementation of welfare

measuments

45

40
40

35

30

25 25
25

20

15

10
10

5
25% 40% 25% 10%
0
Highly satisfied Satisfied Moderately Dissatisfied
satisfied

62
 CHAPTER VIII

FINDINGS

1) It is found out that a majority of labours are highly satisfied with the

labour welfare facilities provided by the organization. This shows

that the labour welfare measurements adapoted in Calcitech India
(P) LTD.

2) It is found out that a majority of labours are highly satisfied with the

bonus and incentives provided in the Calcitech India (P) LTD.

3) It is found out that allowance provided by the company is highly

satisfied.

4) It is found out that majority of the e labours are highly satisfied with
the recreational facilities that are available in the organisation.

5) The majority of the labours are highly satisfied with the procedure
provided for pensions and other retirement benefits are excellent in
the organisation.

6) It is found out that majority of the labours are satisfied with the

insurance facilities and safety compensation measurements provided

by the Calcitech India (P) LTD.

7) On the whole it is found out that labours are highly satisfied with the

safety measures provided in the organization.

8) It is found out that majority of the labours are highly satisfied with
the quality working condition in the organization.

63
9) It is found out that majority of the labours agreed that during
festival time only they receive bonus.

10) It is found out that majority of labours are satisfied with proper
motivational aspects provided by the organisation.

11) In overall it is found out that majority of the labours are satisfied

with benefits and welfare programs provided by the organization.

12) The majority of the employees are satisfied with the good and
excellent welfare facilities provided by the organization.

64
 CHAPTER IX

Suggestions

1. It is suggested that the safety measurements provided by organisation

may be improved.

2. It is suggested that the group insurance benefits may be improved

3. Bonus may be delivered before 2 week of the festival.

4. The canteen facilities must be improved proper manner

5. It is suggested that recreation facilities provided by the organisation

must be improved to some extent.

65
 CHAPTER X

CONCLUSION

As labour welfare is playing vital role in organizing and motivating the

employees, the organisation must provide the quality-oriented welfare

programmes need to be implemented. Hence, the organisation should provide

a good concentration in improving welfare programmes to labours.

The various welfare facilities such as promotion, bonus, incentives and

others enable the worker to work with high-level motivation and more job

satisfaction. From this study it is clear that Calciteh India (P) LTD is

providing good welfare facilities to the workers. The employees are more

satisfied with their task provided.

66